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BENTONVILLE, Ark. — In a panel discussion titled “Retail as a Force for Good: Supporting Communities Every Day and in Moments of Crisis,” two Walmart executives detailed how their company leverages its scale, physical presence, and business model to serve communities in normal times and desperate ones.
The session, moderated by Haleon North America president Lisa Paley, was part of the Future of Commerce 2030 event held recently at Walmart's headquarters. Sponsored by The Emerson Group, WSL Strategic Retail, and retailmedia IQ, the event brought together Walmart executives and the retailer's supplier partners to discuss the evolving retail and CPG landscape. The "Retail as a Force for Good" panel featured Eileen Hyde, Walmart's senior director of community resilience, and Kevin Host, Walmart's senior vice president of pharmacy at Walmart.
Hyde opened the discussion by reflecting on Walmart’s core mission, which is rooted in founder Sam Walton’s stated purpose: “to help people save money and live better.” She emphasized that retail is more than transactions—it is a powerful tool for driving social and environmental progress.
“At Walmart, our everyday operations and our philanthropic efforts are intertwined,” Hyde stated. “Our unique strength lies in our physical presence as people’s neighbors. We increase access to affordable goods, and in doing so, we’re continuously working to improve community resilience.”
Hyde outlined Walmart’s dual approach, noting that the company uses its business capabilities to address local needs while also investing in targeted philanthropic programs.
“Our work in food access and food security, for example, goes beyond the shelves,” she said. “We donate over 600 million pounds of food each year through partnerships with organizations like Feeding America. This isn’t just charity—it’s a scalable model built on our core business strengths.” She also highlighted Walmart’s efforts in sustainability, workforce development, and disaster response, explaining that these initiatives are part of a broader strategy to drive systemic change.
Kevin Host then shifted the focus to health and wellness, underscoring the role Walmart plays in expanding access to quality care.
“Our pharmacies are within 10 miles of 90% of America, and they’re staffed by pharmacists who often have been with us for over a decade,” Host explained.
Recounting a recent disaster response, he described how Walmart’s mobile pharmacy — dubbed Big Blue—was deployed in Boone, North Carolina, during Hurricane Helene.
“In just three or four days, Big Blue was up and running for 22 days, dispensing thousands of prescriptions,” Host said. He added that when traditional access fails, Walmart partners with organizations like the Red Cross and uses innovative technologies such as drones to fly prescriptions into isolated communities.
Moderator Lisa Paley noted that such efforts are crucial, especially as communities face a growing number of crises—from natural disasters to chronic issues like food and health deserts.
“Retail often doesn’t get the recognition it deserves for its role in supporting communities,” Paley said. “Walmart’s integrated approach, blending everyday service with crisis intervention, truly demonstrates retail as a force for good.”
Hyde elaborated on how Walmart’s emergency operations center (EOC) serves as the nerve center for crisis response.
“When a disaster strikes, we immediately mobilize teams from across the business—from associates on the ground to supply chain experts. In Hurricane Helene, for instance, over 178 trucks were mobilized to donate essential products, and our parking lots became community hubs with services ranging from mobile food pantries to temporary shower facilities,” she explained.
Hyde recalled a specific incident in Tennessee where a distribution center served as a makeshift landing pad for a helicopter delivering much-needed supplies to a remote community. “It’s about being locally relevant and listening to our associates who are in tune with their communities,” she noted.
Host pointed out that, amid these operational challenges, Walmart continues to innovate. He detailed a new prescription delivery service designed to bridge gaps in access for those facing transportation or mobility issues.
“We’re now offering omnichannel prescription delivery—ensuring that customers receive medications alongside groceries and other essentials, sometimes within just 30 minutes,” Host said. He acknowledged that while Walmart’s clinics did not reach the anticipated scale, the company’s extensive network of pharmacists is helping to fill the gap in primary care. “We’re addressing a critical shortage in primary care by leveraging our pharmacists’ expertise,” he added.
Looking ahead, Hyde urged that retail’s role as a force for good must remain an integral part of Walmart’s business model rather than a peripheral effort.
“Our future depends on leading with our core business strengths and using them to drive scalable change in our communities,” she said. “We’re committed to being not just a retailer, but a trusted neighbor who supports communities every day and in moments of crisis.”
