Read the case posted below and then answer questions

1. Given the facts of the case, explain how Walmart plans to reduce its carbon emission and that of its supply chain and explain the advantages of the move to its suppliers.

2. Describe the problems and criticisms which Walmart was facing before Hurricane Katrina and explain the impact which Katrina had on the problem.

Walmart has thousands of suppliers. It's slashing their CO2 A corporate cause emerged from Hurricane Katrina. Among the storm's tragic results in 2005 were over 1,835 deaths, $135 billion in damage and 1 million displaced people. There was also at least one positive outcome. It's called "Project Gigaton," an international plan by Walmart to cut greenhouse gases 1 billion metric tons by 2030 from its sprawling supply chain. If it works, it could be one of the world's most ambitious attempts so far to curb climate change: the equivalent of taking 212 million cars off U.S. highways for one year. The effort, first announced in April 2017, and others like it have spread to more than 5,000 companies. Unlike government regulations, which stop at national borders, these efforts are described in the words of one recent report as rapidly "cascading" across international boundaries. The trigger for much of this action is Walmart, a chain of discount stores that is believed to be the world's largest retailer with over 11,000 stores in 28 countries. Headquartered in rural Bentonville, Ark., it is known mainly for its low prices, hyper aggressive growth since its first store opened in 1962 and "small town values." Walmart was both a victim and a responder during Katrina. The night when Jessica Lewis, the co-manager of the Walmart in Waveland, Miss., (population 6,435) discovered her store was a sodden, blacked-out mess of debris, she sent a bulldozer in to clear a path so employees with flashlights could recover dry clothes, food and bottled water to share with the community. During a closed-circuit speech to Walmart employees a month after the storm, Lee Scott, then Walmart's president and CEO, explained that Lewis didn't ask for permission. She "did the right thing, a trait I am proud to say is bred in our culture." In all, Walmart was one of the storm's earliest responders, sending more than 2,500 truckloads and donated goods into stricken areas. "Katrina was a key personal moment for me," Scott recalled later. "I also saw the pain, the difficulty and the tears." Dealing with difficulties was business as usual for Scott. For about a year before Katrina, he had been conferring with consultants and aides about how to handle mounting criticism directed at Walmart. His company's giant stores were often depicted in the media as stealing customers from small, downtown businesses across the United States. Walmart paid low wages, pushed its employees and managers into working long hours, and occasionally fought unions. But in the aftermath of Katrina, Scott was hearing something new. The company's response to the storm was being praised. "If the American government would have responded like Walmart has responded, we wouldn't be in this crisis," Aaron Broussard, president of Louisiana's Jefferson Parish, had remarked on national television. This gave Scott what he described as a "lightbulb" idea about how Walmart and other big businesses might use their reach and influence over time to gradually reduce future threats of killer storms and other aspects of climate change. "We should view the environment as Katrina in slow motion," he said in a speech to his employees. He explained how, over the next few years, Walmart would intensify its efforts to use more renewable energy, increase energy efficiency and recycle its wastes, but Scott didn't stop there. Walmart would extend the campaign to its growing number of affiliates in China and then enlarge the effort by encouraging its worldwide supply chain, a network of over 60,000 companies that sell it products and raw materials, to get involved. The company could do that by showing "preference" to suppliers that "set their own goals and aggressively reduced their own emissions." Scott said he would share any technological breakthroughs with Walmart's competitors. "We need to cut emissions worldwide." "It was their idea Nobody in Walmart, including Scott, knew what it would require to meet these promises, but the company's managers were used to big goals. Sam Walton, the founder of Walmart, often encouraged his aides to venture into unknown areas. It was estimated that 80% or more of the greenhouse gas emissions caused by big corporations came from their suppliers. But how to get suppliers to reduce them was among the unknowns. "You know, we are in uncharted territory as a business." Scott explained in his 2005 speech. "You won't find any case studies at the Harvard Business School highlighting answers for companies of our size and scope." In 2005, there were a few people who were already trying to measure the impacts of climate change on companies. The Carbon Disclosure Project (CDP) was founded in 2000 in London after a group of almost 50 investors complained that they couldn't compare one company's climate risk against another In 2008, Walmart, which had disclosed its own risks and emissions, approached CDP to see how the emissions of companies in its supply chain might be measured. It was their idea. They came to us and we said sure, we'll do that," explained Sonya Bhonsle, who currently heads the supply chain research program for CDP Eighteen other corporations, most of them large ones, were also attracted to the idea. Up to that point, according to Bhonsle, there was no scientific method to pinpoint where large greenhouse gas emissions might be in a supply chain or strategies to show companies how to reduce them. "Some companies were setting targets based on rhymes. You know, like 20 megatons by 2020. That's what happened when marketing people got involved," she said. But Walmart wanted details. You cannot reduce what you're not measuring." T