+
6
million customers
served every day
2
,
500
associates
working in agile teams
+
42
,
200
suppliers
in the region
At Walmart de México y Centroamérica our ambition is to be the
most trusted omnichannel retailer helping our customers to save
money and make their lives easier.
Our actions are focused on offering a value proposition based on
Every Day Low Prices and providing a seamless shopping experience,
where our customers buy in our more than 3,400 stores and on
digital platforms, at their convenience.
2019 was a year of transformation, investment,
and results. We focused on changing our way of
working, because we know that shopping habits
evolve faster than ever, which is why we are
leading the change. We invest in infrastructure
and capabilities to be well positioned in the future.
Our omnichannel strategy allows us to leverage
our widespread store and club coverage while
generating solid results in our operations.
We are becoming an agile organization, which
means putting the customer even more at the
center of our decisions, to achieve this, we need
to better understand the markets we serve, so
we are increasing our digital and data analytics
capabilities. In addition, we are reorganizing
into new multidisciplinary teams in a matrix
organization within lean-structure where solutions
are implemented from end to end. In this new
way of working, we keep caring for and inspiring
our associates. We are sure that what we are doing
will help us continue on the path to success.
The Walmart of the Future is happening today.
In Mexico, we keep growing, continue our
strong performance, and driving future growth
by developing new omnichannel strengths. We
expanded our home delivery service at Walmart
and Superama, increased kiosks for digital
shopping at Walmart and Bodega Aurrera, and
increased pickup points for in-store merchandise.
We keep expanding the number of omnichannel
stores and innovating with ideas, such as selfscan
and self-checkout. On the digital side, we are
working on improving our shopping applications
in all formats, for example, implementing orders
from WhatsApp at Superama, the first supermarket
to offer this shopping alternative.
We focused on changing our way of
working, because we know that shopping
habits evolve faster than ever.
Apr.25.2019
10
:
20
pm
Purchase in sams.com.mx
Apr.26.2019
0
9
:
15
am
Picker collecting order
Apr.26.2019
0
1
:
15
pm
Pickup center delivery
Apr.26.2019
0
3
:
10
pm
Customers enjoying
We keep growing, continuing our strong
performance, and driving future growth by
developing new omnichannel strengths.
Apr.25.2019
10
:
20
pm
Purchase in sams.com.mx
Apr.26.2019
0
9
:
15
am
Picker collecting order
Apr.26.2019
0
1
:
15
pm
Pickup center delivery
Apr.26.2019
0
3
:
10
pm
Customers enjoying
We keep growing, continue our strong
performance, and driving future growth by
developing new omnichannel strengths.
We took solid steps in our home-delivery service
strategy, called On-demand. We can now deliver
more than 12,000 products on the same day. To
achieve this, we expanded the logistics network
with two new distribution centers exclusively
for eCommerce, and redesigned the in-store
assortment process with technology that allows
us to prepare orders more efficiently.
In Central America, we expanded our purchase
options by launching our pickup service in
Guatemala and Costa Rica, being the first in the
region to offer the possibility of in-store pickup.
Our omnichannel strategy benefits from digital
capabilities and our wide coverage of stores
and clubs. We continue investing to expand our
coverage with new stores. This year, we achieved
important milestones, reaching more than two
thousand stores of Bodega Aurrera in Mexico,
and in El Salvador, we opened our 100th store.
We also surpassed store openings of the last five
years, with 161 new stores in Mexico and Central
America, reflecting our confidence in growth
opportunities in the region. We increased our
logistics network to over 473,000 square feet at
Coyol distribution center in Costa Rica, making it
the largest in Central America.
To keep working in a completely peopleoriented
way, we rely even more on technology,
modernizing our store operations, logistics, and
support services.
We built a resilient company. Operating stores for
more than 60 years, we learned how to achieve
results, even in challenging situations. We are
able to serve all segments of the population, and
we have a financial strength that has become an
advantage during the transformation.
+
473
,
000
ft2
added to Coyol DC in Costa Rica
+
2
,
000
Bodega Aurrera
stores running in Mexico
On a consolidated level, revenues
reached 646.8 billion pesos, 4.9%
increase over last year. Expenses grew
4.6%, 30 basis points below total
revenue. Operating income increased
4.7%, EBITDA reached 71.0 billion pesos
with a 5.7% growth compared to 2018
and an expansion of 10 basis points.
+
238
,
900
associates
in México and Central America
26
,
26,381
promoted
associates
At Walmart de México y Centroamérica, every year
we challenge ourselves to make better decisions
and create Shared Value for all our stakeholders.
We firmly believe that, as a successful company,
we go one step further; the long-term goal
is to improve the systems we rely on, such as
workforce development or supply chains. Not
only to build customer trust, but also to enhance
supply security, improve the quality of products
and services, manage costs and expenses more
effectively, generate new revenue streams, and
attract and retain talent. By strengthening these
systems, we made progress towards becoming a
responsible company and maximizing the value
of the business.
We are investing in our more than 238,900
associates by improving our Associate Value
Proposition through better educational
opportunities, benefits and training. We extended
our maternity and paternity leave, and keep
working to provide a safe, diverse, and inclusive
workplace environment. This year, we opened
our first inclusive Walmart store, which offers
greater ease and autonomy to our customers and
associates who have a motor, visual or hearing
disability.
We developed new initiatives to be more
sustainable. At the end of this year, we launched
Gigaton Project, an initiative that aims to
prevent one billion metric tons (one gigaton) of
greenhouse gases from our global value chains
by 2030.
We are proud to announce that this year, Walmart
de México y Centroamérica, has become United
Nations Global Compact signatory, strengthening
our commitment to take action and operate
responsibly in accordance with its principles of
respect for human rights, labor standards, the
environment, and the fight against corruption,
as well as to implement strategic actions to make
progress towards United Nations Sustainable
Development Goals.
We are pleased with the great efforts of our
associates and close cooperation with our
business partners. We appreciate the trust of our
shareholders and confirm our commitment to
contribute to the local communities where we
operate. We really appreciate your interest in our
company.
Enrique Ostalé
President of the Board of Directors
Walmart de México y Centroamérica
Walmart de México y Centroamérica
Guilherme Loureiro
President and Chief Executive Officer
Walmart de México y Centroamérica
Walmart de México y Centroamérica
1 Walmex excluding Banco Walmart and Suburbia.
* To improve visibility of our business performance, we are including a retroactive estimate of the effect that the implementation of IFRS 16 would have had on 2018 financial results. These pro-forma figures are not audited, but are based on audited results reported in 2018 and were adjusted with our best estimates to show the effects related to the adoption of IFRS 16. It is important to point out that all references to the previous year’s results are based on pro-forma figures for 2018.
* To improve visibility of our business performance, we are including a retroactive estimate of the effect that the implementation of IFRS 16 would have had on 2018 financial results. These pro-forma figures are not audited, but are based on audited results reported in 2018 and were adjusted with our best estimates to show the effects related to the adoption of IFRS 16. It is important to point out that all references to the previous year’s results are based on pro-forma figures for 2018.
