This is a fascinating article with lots of examples of how Wal-Mart and Edelman (a PR firm that provides “reputation management” services) works internally to counter criticism like this:

In 2005, Barbaro and another Times reporter, Steven Greenhouse, cited an internal memo written by the company’s chief human-resources executive, M. Susan Chambers, in which she suggested that the company could control personnel costs by not hiring unhealthy people. (To keep the sick and the lame off the payroll, Chambers suggested that all jobs should include “some physical activity; e.g., all cashiers do some cart-gathering.”) In the same memo, Chambers noted that forty-six per cent of the children of Wal-Mart’s million-plus American employees were uninsured or on Medicaid.

Wal-Mart has denied that it discriminates against women. Kathleen MacDonald joined the suit after she learned that a male counterpart, who, like her, was stocking shelves, earned more than she did. When she raised the issue, she told me, “my immediate supervisor said, ‘Well, God made Adam first, and Eve came from him.’ I was, like, what? That’s when I decided enough was enough.”

Why the company can’t pay a living wage? An honest answer:

Mona Williams, the chief spokeswoman for Wal-Mart [said,] “Wal-Mart’s profit per associate is six thousand four hundred dollars,” she said. “If we were to pay two dollars more an hour to associates, that would cut four thousand dollars out of our per-employee profit. If anybody ever stopped to do the math, they’d see this. It would take two-thirds of the profit if we gave everyone two dollars more.” She added, “You could raise prices, but what about the woman who is shopping for Easter shoes for her kids? We can’t raise prices on her.”