S TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T
Goals and Progress 2013STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Message from Howard SchultzThis past winter, I traveled with the Starbucks senior leadership team toHacienda Alsacia in Costa Rica, the first coffee farm that Starbucks has owned andoperated in our history. It was harvest season, and during our first morning eachof us was given a basket and led to fields where we picked coffee cherries.
In the time it typically takes for an experienced picker to fill a large basket, eachof us was lucky if we picked enough cherries to cover the bottom of our own.
Participating in the farm work was not only a humbling experience, but it once again
reminded me of the extraordinary effort that goes into every bean destined for
Starbucks coffee. It was also a time to reflect on our company’s responsibility to all
the people who depend on Starbucks for their livelihood, from the thousands offarmers to the 200,000 partners (employees) who wear the green apron. Caring for people’s well-being
is a responsibility that extends beyond our fields and stores to the communities we serve in morethan 60 countries.
As a company, each year we try to live up to this responsibility in new and meaningful ways. In 2013,
customers and partners around the world contributed more than 630,000 hours of community service in local
neighborhoods. We also reached out to 50,000 young people in 16 countries through our Youth Leadershipgrants, which help give young people the tools to become leaders. And when a U.S. government shutdown
threatened the economy, we encouraged civility with a petition signed by nearly two million of our customers
that urged America’s elected leaders to come together for the collective good.
I am especially proud of Starbucks commitment to hiring 10,000 veterans and military spouses in the U.S.,
employing men and women who bring valuable skills to the workplace. In the coming year, we also plan
to open five new Community Stores near military communities to help fund local non-profit programs that
support veterans re-entering the workforce and their spouses.
As Starbucks continues to grow, we will never stop exploring innovative solutions to effect positive change.
We will continue to challenge ourselves, to set aspirational goals, always refusing to accept the status quo.
This is who we are. I am proud that we continue to push, to learn, and to take big swings, knowing thatsometimes we may miss. But we must continue to ask ourselves, what can Starbucks do to live up to our
responsibility to all the people and communities we serve?
On behalf of Starbucks, I offer my heartfelt appreciation to everyone who touched our business this past
year – from the farmers who cared for our coffee through the first part of its journey to our store partners who
prepared and served it with pride to millions of customers. Thank you all for helping Starbucks build
an enduring company by leading through the lens of humanity.
Warm regards,

Howard Schultz
chairman, president and chief executive officer
1STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 20132013 Global Responsibility Report: Year in Review
Since Starbucks opened its doors more than four decades ago, we have always
set out to be a different kind of company. Our mission: to inspire and nurture thehuman spirit – one person, one cup and one neighborhood at a time.
In 2013 we continued to live up to that mission in the way we sourced our products,
invested in our communities, and minimized our environmental footprint.
Just as every customer interaction is built upon the relationships our partners form
each day with our customers, so too is our human connection with farmers andsuppliers an essential part of ethically sourcing our products. We opened our first
Farmer Support Center in Costa Rica in 2004 to implement our C.A.F.E. (Coffee andFarmer Equity) Practices, and we now serve farmers with additional locations in
China, Rwanda, Ethiopia, Tanzania, Colombia and Guatemala. Our direct work on the ground has
been essential to the program taking root in coffee-growing communities, and this year 95%
of our coffee purchases met the C.A.F.E. Practices standard.
With our business, we know that we must constantly develop innovative and flexible solutions. We
have found we need to be equally nimble when it comes to our community efforts. In March 2013
Starbucks announced a first-of-its-kind initiative to create employment opportunities for job-readydisengaged youth. Building on the learnings and success of Starbucks Youth Leadership initiatives,
Starbucks awarded an initial $1 million grant for the development of a nonprofit corporation—­LeadersUp­­— that will bring community-based resources to provide job and leadership skills training
to young people. We are also reimagining educational opportunities for Starbucks partners and young
people in our communities.
We continue to make progress in our environmental efforts, even as our business continues to growand evolve. We reduced our water use by more than 21% over our baseline levels, and are nearing
our goal of a 25% savings by 2015. Recycling continues to be a complex and multi-layered issued forus, but we are pleased to be able to offer front-of-store recycling to 67% more locations over the past
year. We also expanded our green building program, with LEED-certified stores in 18 countries, andthe inclusion of green building strategies in all remodels and new construction.
Although we are not perfect, we are unwavering in our commitment to Starbucks mission.
With every cup in every community, to make a positive impact with those we serve.

Blair Taylor
chief community officer2STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

What is the Role and Responsibility of a For-Profit, Public Company?
In 2008 we set a series of ambitious goals where we felt we could use our scale forthe greatest good in the areas of ethical sourcing, environmental impact andcommunity improvement. We had a vision that by 2015, we could fundamentallytransform the way our company approaches corporate social responsibility andimprint these values into our business.
Since then we have achieved a number of goals, and created new ones. With others,
we encountered obstacles and faced unforeseen challenges as our operations
became more global and complex, growing to a nearly $15 billion a year businesswith approximately 20,000 stores in more than 60 countries. But with each goal,
we’ve made forward progress and learned valuable lessons that are informing our
future direction.
Our approach forms a cycle: we set aspirational goals; find collaborators,
especially among our 200,000 partners, who can share their expertise andamplify our efforts; create innovative solutions; and use what we’ve learned
to inform our next steps. With each revolution of the wheel, we expand
AS PI R E

our impact and engage our customers and partners in the journey.
As 2015 comes into view, we recognize that this is not the end of ourcommitment. But rather it is a new beginning. Tapping the experience,passion, and resourcefulness of our partners, customers, and you,

L EAR NPARTN ERwe want to invite you to help us answer the question we ask ourselves
everyday: What is the role and responsibility of a for-profit, public company?
Share your views and help shape our efforts at My Starbucks Idea or simply email us at

I N N O VAT E

GlobalResponsibility@starbucks.com. Thanks for helping us.
John Kelly
senior vice president, Global Responsibility and Public Policy
Contributed 630,000+ hours globally
Ethically sourced 95%+ of our coffee
Expanded LEED to 18 countries, more than any other company
Customers brought reusable cups 46.9 million times
20% reduction in water use with new reverse osmosis filtration system
Our new hot-cup sleeve saves nearly 100,000 trees a year
One of EPA’s top 10 purchasers of renewable energy3STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Ethical Sourcing

Our uncompromising commitment to exceptional quality is one reason ourcustomers are loyal to Starbucks. They also trust us to have ethical businesspractices, to be good environmental stewards, and to be respectful of the people
who grow and supply Starbucks products. It’s our responsibility to earn andmaintain their trust.
We take a holistic approach to ethically sourcing our products – from the coffee we serve to the green aprons worn by ourbaristas. We foster lasting relationships with the people who supply our products and create our manufactured goods to
produce high-quality products and build a stable, resilient supply chain.
Our approach includes responsible purchasing practices; farmer support; economic, social and environmental standards for
suppliers; industry collaboration; and community development programs. We know that the integrated ecosystem we touch
is vast, and we have an opportunity to use its scale to make positive changes industry-wide.

CoffeeAt Starbucks, coffee is the heart and soul of our company. And we are committed to buying and serving high-quality coffee
that is responsibly grown and ethically traded.

GOAL

PROGRESS

Ensure 100% of ourcoffee is ethicallysourced by 2015

95% of our coffee was
ethically sourced in 2013
through C.A.F.E. Practices,
Fairtrade or anotherexternally audited system.

Total coffee purchases

545

396

Total ethically sourced
coffee purchases

509

377

93%

95%

100%

2012

2013

2015

(in millions of lbs)

(in millions of lbs)

ON TRACK

Includes green coffee purchases for all Starbucks brands.

4

GOAL

PROGRESSSTARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

The cornerstone of our approach is Coffee and Farmer Equity (C.A.F.E.) Practices, our comprehensive coffee-buying
program that ensures coffee quality while promoting social, economic and environmental standards. C.A.F.E.
Practices, which we developed in collaboration with Conservation International (CI) a decade ago, has createdsignificant social and economic impacts for more than one million workers, and environmental improvements on thethousands of participating farms.

“Starbucks takes a truly comprehensive
approach to verifying their coffee supply
chain and allows us plus the farmers toprovide continual feedback.”- Nathan Smith
Director, Sustainability and Food Safety, SCS Global Services

Learn more about C.A.F.E. Practices and the impact it is having on farmers.
Farms and mills are evaluated using a comprehensive scorecard of more than 200 indicators by third-party
verification organizations, which are overseen by SCS Global Services. In 2013 94.9% of our coffee was
C.A.F.E. Practices verified.
We are committed to not only increasing our own C.A.F.E. Practices purchases, but also to making the programavailable to the entire coffee-growing industry – even competitors. We opt for an “open-source” approach, sharing
our tools, best practices and resources to help all producers make improvements in the long-term sustainability of
their farms. We are continuously improving this program by working with groups such as Conservation International
to measure the true impact our purchasing programs have on participating farmers and producers.

“Conservation International has proudly worked with
Starbucks for more than 15 years to advance theirethical sourcing program. Together we’ve been able
to protect biodiversity, promote healthy ecosystems
and improve coffee-growing communities globally.”- Peter Seligmann
Chairman, Chief Executive Officer, Co-founder, Conservation International

For details on our most recent findings, see C.A.F.E. Practices Results Assessment for fiscal years 2011-2012.
In 2008 we set a goal that all of our coffee would meet our standards for ethical sourcing by 2015, through C.A.F.E.
Practices, Fairtrade and/or other externally verified or certified programs. We have made steady progress toward
this goal each year, and in 2013 95.3% of our coffee was ethically sourced, with some coffees receiving multiple
verifications or certifications.
Purchasing third-party certified or verified coffees not only meets our customers’ expectations, but also helps protect
the environment and the livelihood of farmers in coffee-growing regions. We have offered Fairtrade coffee since
2000, and in 2013 33.4 million pounds (8.4%) of our coffee purchases were Fairtrade certified. We also purchased 4.4
million pounds (1.1%) of certified organic coffee in 2013.
Starbucks sourced 396 million pounds of premium-quality green (unroasted) coffee from 27 countries in 2013, withtotal coffee purchases lower from the previous year due to carryover of inventory from 2012. These coffees are soldunder the Starbucks, Seattle’s Best Coffee and Torrefazione Italia brands.

5STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Another important component of our approach is a green coffee pricing model that aims to pay the prices premium
quality commands, while fostering price stability and mutually beneficial relationships with suppliers. The coffee
market has always been prone to ups and downs, mostly related to the balance between supply and demand.
Starbucks paid an average price of $1.92 per pound in 2013. To help ensure we know how much farmers make on
the coffee they sell us, in 2013 97.5% of our contracts included an economic transparency clause. The vast majority of
the coffee purchased in 2013 was roasted during the same fiscal year, although there is some carryover year to year.*Tea
In the same way we approach responsible coffee sourcing, we are committed to a long-term strategy of ethical tea
sourcing, which includes helping support farmers and their communities throughout our tea supply chain. Since 2005
we have worked with the Ethical Tea Partnership (ETP) to collaborate with others in the tea industry, and to makesure that our tea is grown in a socially responsible way.

“Starbucks and their Tazo tea brand has
been an engaged member of ETP since2005. They absolutely support the mission
to improve the lives of tea workers andtheir environment.”- Sarah Roberts
Executive Director, Ethical Tea Partnership

In 2013 100% of the estates that we sourced from for our Tazo brand were part of ETP and subject to audit under
ETP’s guidelines. Starbucks acquired the Teavana brand in early fiscal 2013, and is evaluating how to bring Teavana
tea purchases under ETP as well.
Since 2003 we have been proud to support tea-growing communities through the CHAI (Community Health andAdvancement Initiative) project with Mercy Corps. Over the past decade, CHAI has directly impacted 80,000 people
in more than 200 farming communities in India and Guatemala.

Cocoa
Our Cocoa Practices program is designed to understand the supply chain for cocoa beans and provide valuable
sustainability information to producers and purchasers alike. As in the C.A.F.E Practices program, the inspections
are performed by independent verifiers that are trained and audited by SCS Global Services.
Our Cocoa Practices program has helped us identify key areas for improvement and increased our understandingof the dynamics of cocoa farming in West Africa.

Store Merchandise
We’re also committed to social responsibility standards for the merchandise, furniture and other items found in ourstores. We’ve set strong standards for our suppliers and offer them assistance when corrections need to be madeto their business practices. Adherence to those standards informs our sourcing decisions and ensures we are working
with suppliers who share our commitment to ethical sourcing. Our buyers work directly with a diverse set of suppliers
who share our social and environmental values to negotiate contracts for the products we need in our operations
or sell to our customers. Frequent factory assessments have been a key part of our strategy since we started theprogram in 2006. We continue to work with more than 70 factories on programs to improve standards and in 2013
we assessed 86 factories and found that 22 of them failed to meet our standards. Even though our approach is towork with suppliers to correct the issues, there are times when we halt business due to the nature of the issues anduntil adequate resolution takes place. While we were able to implement improvement plans with almost half of thefactories assessed, we discontinued working with 17 factories for standards issues.

What isimportant to you
regarding the
ethical sourcingof products, andwhat more canStarbucks do?
Share your ideas
with us at My
Starbucks Idea.

6

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

We are continuing to collaborate with others in our industry to address ethical sourcing best practices in our shared
supply bases. Starbucks is a member of the Global Social Compliance Program, a business-driven effort topromote the continuous improvement of environmental and working conditions of global supply chains.

“We appreciate Starbucks being at the table, raisingawareness and contributing thought leadership to the criticalwork of improving working and environmental conditions in
global supply chains.”- Claudine Musitelli
VP Ethical Sourcing and Food Safety Initiatives, Global Social Compliance Programme

Farmer Support
We know our success as a company is linked to the success of the thousands of farmers who grow our coffee.
We work directly with farmers in communities around the world to help positively impact both their lives andtheir families’ livelihood. Ultimately, we hope to help farmers increase both coffee quality and yields to help them
become more economically stable and more resilient, long-term producers supporting the specialty coffee market.
Starbucks agronomists collaborate directly with coffee farmers and suppliers in each of our growing regions toencourage responsible growing practices and improve the quality and size of their harvests. We support African
farmers with farmer support centers in Kigali, Rwanda; Mbeya, Tanzania; and Addis Ababa, Ethiopia. We opened
our first Asia-based farmer support center in Yunnan Province, China, in early fiscal 2013. In Latin America, we serve
farmers through our support centers in San José, Costa Rica, and Manizales, Colombia, as well as a satellite officein Guatemala City.

FARMER SUPPORTGLOBAL AGRONOMY CENTER
FOREST CONSERVATIONFARMER SUPPORT CENTER (LARGE)
FARMER SUPPORT CENTER (SMALL)

7

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

In March 2013 Starbucks expanded these efforts with the purchase of a farm for research and development
purposes on the slopes of the Poás Volcano in Costa Rica. Starbucks is adapting the 240-hectare farm to
conduct farming research and help coffee-farming communities around the world mitigate climate change
impact and support long-term crop stability.

“This farm is two things. It is a working farm.
It is also a global agronomy research center.
We want to understand everythinga farmer deals with.”
GOAL- Craig Russell
PROGRESS

senior vice president, Starbucks Global Coffee

95% of our coffee was
Ensure 100% of our
ethically sourced in 2013
coffee is ethicallythrough C.A.F.E. Practices,
Fairtrade or anothersourcedby
2015
Learn More about Starbucks Hacienda Alsacia, Costa Rica Farm.
externally audited system.

Total coffee purchases

545

396

Total ethically sourced
coffee purchases

509

377

93%

95%

100%

2013

2015

(in millions of lbs)

(in millions of lbs)

Farmer Loans

ON TRACK
Providing access to credit at reasonable terms
is a critical aspect of our farmer support model. By investing infarmer loans, we’re helping cooperatives manage risk and strengthen their businesses. Our goal is to increase2012
our farmer loans to $20 million by 2015.

Includes green coffee purchases for all Starbucks brands.

GOAL
Invest in farmers andtheir communities by
increasing farmer loans
to $20 million by 2015

PROGRESSIn 2013, the total loan
commitment decreased
due to fund restructuring
by one of our loan
partners. We anticipate
achieving our farmer loans
investment goal of $20
million by 2015.
ON TRACK

2015
$20M
2012
$15.9M$

Commitment is defined as being made either by public declaration of intent or signed contract.

GOAL

PROGRESS

Improve farmers’
access to carbon
markets, helping themgenerate additional
income while
protecting theenvironment

We helped farmers plantor save 250,000 shade trees
in Indonesia, worked with
farmers in 23 communities
in Mexico and participatedin distributing 200,000
native tree seedlingsin Brazil.
Chiapas, Mexico
ON TRACK2013$11.9M

Sumatra,Indonesia

Minas Gerais, Brazil

8STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

In 2013 we had a total loan commitment of $11.9 million which our loan partners Fairtrade Access Fund, Root Capital,
Calvert Foundation and Verde Ventures dispersed in coffee related loans across five distinct countries. This included$1.3 million placed in the Fair Trade Access Fund set up by Incofin Investment Management, Grameen Foundation
and Fairtrade International. The fund provides financial and technical assistance to address the needs of smallholder
farmers by investing in Fairtrade producer organizations and cooperatives in Paraguay, Peru, Chile, Honduras andNicaragua. In 2013 the Fairtrade Access Fund disbursed $9.44 million in loans to cooperatives in five countries.

“Starbucks was the very first anchor private investor in
the newly formed Fairtrade Access Fund. Now sixteen
cooperatives in Latin America have received loans which
they have put towards essential projects such as new
drying equipment, financing for individual coffee farmers,
and crop renewal. In one instance, sugar farmers havenow become the first smallholders in Paraguay ever to
own their own sugar mill – thanks in part to the support of
the Access Fund. So Starbucks has really put their money
to work behind Fairtrade smallholders.”- Harriet Lamb
CEO, Fairtrade International
Our total farmer loan investment in fiscal 2013 decreased from the previous year due to fund restructuring by oneof our loan partners. Verde Ventures temporarily ceased disbursement of funds and returned $4.05 million of ourinvestment. We continue to explore innovative partnerships to help us better leverage the loans in concert with ourtechnical support, social development investments and coffee purchases.

*Does not represent the coffee impact in the fiscal 2013 consolidated statement of earnings due to timing of when coffee is purchased(amount referenced above) versus when it is used (amount reflected in the consolidated statement of earnings).

Are wemeeting yourexpectations
as it relates tosupporting our
farmers? Shareyour thoughts
and ideas withus at My
Starbucks Idea.

9STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Environment

Our comprehensive approach to reducing our environmental impact means
looking at all aspects of our business, how they intersect and how we can integrate
new solutions to create meaningful and sustained change. By building moreenergy-efficient stores and facilities, conserving the energy and water we use,and scaling front-of-store recycling for customers, we are pushing ourselves
to reduce the environmental footprint of our business operations.
When it comes to environmental sustainability, our experience has proven the power of collaboration. By working with
non-governmental organizations, policy makers, competitors and others, we are advancing a number of meaningful
initiatives and taking bold actions that we believe are having a significant impact on the entire foodservice industry.
We also know that the magnitude and complexity of addressing climate change requires us to think beyond the actions of
our own company. As a result we are committed to continuing to use the power of our voice to champion progressive climate
policies in partnership with other like-minded businesses and organizations through BICEP. We are also working in criticalareas of our supply chain to mitigate our impacts and help farmers adapt to a changing climate. This is to ensure the long-termsustainability of our business and the health of the communities we touch.

“Starbucks stands out as a founding BICEP member that will
speak out when asked and show up when called upon.”- Anne L. Kelly
Director, Business for Innovative Climate & Energy Policy

10

GOAL

PROGRESSSTARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

BASELINE
Water consumption decreased
Reduce water
17.5%
more than 4% over the priorDecrease
21.1%
consumption
year, bringing us to a total
Decreasedecrease
of
21.1%
since
2008.
by 25% in ourcompany-operated
Greener
StoresON TRACK
storesby2015
Starbucks remains focused on green building initiatives to deliver long-term environmental impact and operating

25%
Decreasecost reductions. In 2013 we continued to push forward on our goal to build all new company-operated stores to the
U.S. Green Building Council’s LEED® certification standards. Building to these environmental
standards
2015
2008
2012 is critical
2013
since we know nearly 80% of our direct greenhouse gas emissions come from the 24.35
energypower
our storesgal used to
20.08
gal
19.22 gal
18.27 gal
Average water use per square foot/store/month U.S. and Canada company-operated stores.
and facilities.
Percentage change to the 2008 baseline.
2012 results previously reported as 17.7% due to difference in rounding methodology.

GOAL

PROGRESS

Build all new,company-operated
stores to achieve®
LEED certification

We now have LEED certified
stores in 18 countries and haveintegrated green building
strategies into all renovations
and new construction. We haveexperienced some challenges
and complexities in our
high-growth markets.

69%

65%

2012

2013

IN PROGRESS

Percentage of new company-operated stores built to achieve LEED® certification.

Starbucks has been a leader for more than a decade in the development and implementation of a scalable green
building program for retail companies like ours. We joined the U.S. Green Building Council (USGBC) in 2001 andcollaborated with them to develop the LEED for Retail program, an effort to adapt LEED to new construction andcommercial interior strategies for retail businesses. Starbucks later became one of the first retailers to join USGBC’s
LEED volume certification pilot program.
We’ve come a long way since opening our first LEED-certified store in 2005 in Hillsboro, Oregon. We now have
LEED-certified stores in 18 countries across all three of our regions.
In 2013 we built 65% of our new global company-operated stores to achieve LEED, down slightly from 2012 due tochallenges and complexities of business growth in regions where the program is not as established. While our LEED
goal addresses new company-operated stores, we have integrated green building strategies into all of our remodels
and new construction, including renovations, licensed stores and joint-venture projects.
As the first retail company to take this building approach globally, we are continuously learning how to manage
the complexities of the program throughout the entire course of building and certification. Going forward we willcontinue to explore additional strategies to bring all of our stores to a sustainable building standard.

“Starbucks leads the retail sector
when it comes to LEED certification
around the world.”- Mahesh Ramanujam
COO, U.S. Green Building Council

See examples of our LEED stores around the world on our Store Design site.

What is thedifference
between a good
and a great
environmental
company? Shareyour ideas withus at My
Starbucks Idea.

11Average electricity use per square foot/store/month U.S. and Canada companyoperated stores. Percentage change to the 2008 baseline.

PROGRESS REPORT – GOALS AND PROGRESS 2013
GOAL
STARBUCKSGLOBAL RESPONSIBILITY
We purchased renewable energy
Purchase renewableequivalent to nearly 55% of theenergy equivalent toelectricity used in our global
stores in
100%
of
the
electricity
51.0%
Conserving Energy andcompany-operated
Water
2013,
but are challenged toused in our global
reach our
goal
as we
grow for nearly 80% of our Scope 1 & 2 carbon
The energy used to power our stores, facilities
and 100%
roasting
plantsaccounts
54.9%
Weand
areaworking
company-operated
footprint,
while water is a key ingredientinternationally.
in our beverages
necessity for operating our stores. Recognizing bothto find more locally relevant
storesby 2015
theenvironmental
and economic impacts of our energy and water footprint, we have incorporated water and energy
energy sources.
100%
586 Million
KWH

2012

650 Million
KWH

2013
2015

conservation strategies into how we design our stores, how we select equipment and how we operate and maintainsystems for optimal performance. We continue to test new ideas and work with our suppliers to better understand how
NEEDS IMPROVEMENT
we can operate our stores more efficiently.

GOAL

PROGRESS

Reduce water
consumption
by 25% in ourcompany-operated
stores by 2015

Water consumption decreased
more than 4% over the prioryear, bringing us to a total
decrease of 21.1% since 2008.

BASELINE
17.5%
Decrease

21.1%
Decrease

25%
Decrease

ON TRACK

2008

2012

2013

2015

24.35 gal

20.08 gal

19.22 gal

18.27 gal

Average water use per square foot/store/month U.S. and Canada company-operated stores.
Percentage change to the 2008 baseline.
2012 results previously reported as 17.7% due to difference in rounding methodology.

PROGRESS
GOAL
Muchof the water in our stores is used tomake coffee and tea beverages, and to run equipment such as
dishwashers and ice machines.
Build all new,69%

We now have LEED certified

65%

In 2008 we set a goal to reduce water consumption
25% in company-operated
stores by 2015. Since then we’ve
stores in 18bycountries
and havecompany-operated
integrated
greenresource
buildingmore wisely and have spent the last few years
identified
a number of opportunities to use
this precious
into cut
all renovations
storesachievetesting
andtovalidatingthese solutions. Tostrategies
date we havewater consumption by 21.1% through several measures,andnew construction.
We have consumption to identify spikes in water®
including
the
use
of
efficient
fixturesandequipment,
activelymonitoring
LEED certification
experienced some challenges
usage and taking action, and upgrading the water filtration systems in our stores.

and complexities in our
high-growth markets.

“Efforts by Starbucks to INidentify
and employ creative strategies that
PROGRESS
help communities like San Francisco save our most precious natural
resource–water–are commendable. We welcome partnerships 2012that underscore the importance of infrastructure, jobs, andsustainability to the economic stability in neighborhoods.”

2013

Percentage of new company-operated stores built to achieve LEED® certification.

- Harlan L. Kelly, Jr.
General Manager, San Francisco Public Utilities Commission
In order to ensure quality, consistent beverage quality and taste, we filter water at all of our locations. In 2013 we
implemented new reverse osmosis filtration retrofits in 503 stores, which averaged a 20% decrease in water use.
Reverse osmosis provides a high level of water filtration to achieve our quality standards for beverages and helps
to ensure our optimal performance for equipment. Looking ahead we are proactively working to address seasonaldrought issues.

What more canwe do to savewater in ourstores? Shareyour ideas
with us at My
Starbucks Idea.

12

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Our work on water also extends into water consumption, protection and access to clean drinking water in coffee-growing
communities. Through C.A.F.E. Practices and the resources our agronomists provide coffee farmers at our six farmer support
centers around the world, we can help increase their yield and quality, while still reducing water used for coffee processing,protecting rivers and streams and ensuring workers have access to clean drinking water.

GOAL

PROGRESS

Reduce energy
consumption by 25%
in our companyoperated storesby 2015

Our energy efficiency improved
slightly in 2013, with many of
our conservation measuresoffset by a significant increasein food transactions and ovenuse. We are exploring new
approaches to better address
the energy demands of ourevolving business.

BASELINE

6.5%
Decrease

7.1%
Decrease
25%
Decrease

NEEDS IMPROVEMENT

2008

2012

2013

2015

6.8 KWH

6.36 KWH

6.32 KWH

5.10 KWH

Average electricity use per square foot/store/month U.S. and Canada companyoperated stores. Percentage change to the 2008 baseline.

GOAL

PROGRESSIn 2008 we set a goal to reduce electricity use by 25% in all company-operated stores. Since then we’ve implemented anumber of initiatives and have seen our electricity use decrease 7.1% from the 2008 baseline. Our performance in 2013 was a
We purchased renewable energy
Purchase
renewableslightimprovementfrom 2012, which included an increase in food transactions and oven use in stores across the United States.
equivalent to nearly 55% of theDueto the expansionof our businessin electricity
food and beverage
offerings,
energyequivalent
toused in our
global we are currently evaluating the changes to our stores’
586 Million
energydemandandhow
wemeasureandmonitorefficiency
improvements.
company-operated
storesin
100% of the electricity
2012
KWH 51.0%

used in our global

2013, but are challenged toreach ourgoalweasneedwe grow
Although we are pleased to see our electricity
use 100%
decrease,to continue
650 Millionto make improvements and innovate new
KWH 54.9%
internationally. We are working
company-operated
solutions in order to further our goal of improving the energy performance of our stores. We are trying to balance the quality
to find more locally relevantby 2015
ofstoresthe customer
experience with energy energy
conservation.
For instance, the addition of heated food to our offerings has required
sources.
100%
an increase in refrigeration and ovens, often offsetting a portion of the gains from our existing energy efficiency measures.
We are evaluating and implementing new strategies that help reduce energy use and meet our environmental performance
NEEDS IMPROVEMENT
targets, such as adding Energy Management Systems, that drive our suppliers to provide equipment that operates
at leading-edge efficiency levels.

GOAL

PROGRESS

Reduce water
consumption
by 25% in ourcompany-operated
stores by 2015

Water consumption decreased
more than 4% over the prioryear, bringing us to a total
decrease of 21.1% since 2008.

2013
2015

BASELINE
17.5%
Decrease

21.1%
Decrease

25%
Decrease

ON TRACK

2008

2012

2013

2015

24.35 gal

20.08 gal

19.22 gal

18.27 gal

Average water use per square foot/store/month U.S. and Canada company-operated stores.
Percentage change to the 2008 baseline.
2012 results previously reported as 17.7% due to difference in rounding methodology.

GOAL

PROGRESS

Build all new,company-operated

We now have LEED certified
stores in 18 countries and haveintegrated green building

69%

65%

13

GOAL

PROGRESSSTARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013
Our energy efficiency improved
Reduce energy
slightly in 2013, with many ofconsumption by 25%
our conservation measuresoffset by a significant increasein our companyin food transactions and oven
operated stores
We are exploring new
Investingin Renewableuse.
Energyby 2015
approaches to better address

BASELINE

6.5%
Decrease

7.1%
Decrease
25%
Decrease

In addition to reducing our energy use, thewe’reincreasingly
focusedon advancing renewable energy sources throughenergydemandsof ourbusiness.
our purchasing practices. In 2008 we set evolving
the goal topurchase Green-E certified Renewable Energy Certificates (RECs)
equivalent to 50% of the electricity used in our U.S. and Canada company-operated stores. We achieved that goal
NEEDS
in 2010, so in 2011 we began working towarda IMPROVEMENT
goal to purchase the equivalent of 100% of the electricity used in2008 the development
2012
2015
our company-operated stores globally by 2015. The RECs we purchase encourageof new2013
clean6.32 KWH
5.10 KWH
6.8 KWH
6.36 KWH
energy sources by providing wind-farm owners with additional revenue. In turn that helps them sell electricity at prices
Average electricity use per square foot/store/month U.S. and Canada companyoperated stores. Percentage change to the 2008 baseline.
competitive with power plants that use fossil fuels.

GOAL

PROGRESS

Purchase renewableenergy equivalent to100% of the electricity
used in our global
company-operated
stores by 2015

We purchased renewable energy
equivalent to nearly 55% of theelectricity used in our global
586 Million
company-operated stores in
KWH 51.0%
2013, but are challenged toreach our 100% goal as we grow 650 Million
KWH 54.9%
internationally. We are working
to find more locally relevantenergy sources.
100%

2012
2013
2015

NEEDS IMPROVEMENT

In
2013 we increased our renewable energy
certificate purchases 7.6% over 2012 levels, equivalent to 54.9% of
PROGRESS
GOAL
the electricity used in our stores globally. The U.S. Environmental Protection Agency has named us among the
top 10 purchasers of renewable energy in the country.

BASELINE
Water consumption decreased
Reduce water
17.5%
more than 4% over the priorDecreaseWhile
we have applied RECs to our totalyear,
globalenergy usfootprint,
they are designed to spur developmentof 21.1%
consumption
bringing
to a total
Decreasetherenewableenergy market. As wedecrease
continueof
to21.1%grow internationally,
since 2008. we are working with our regional teams to
byU.S.
25%
in ouridentify locally relevant energy sources that help increase our global investment in renewable energy.
company-operated
ON TRACK
stores by 201525%
Decrease

Innovating in Recycling and Food Packaging

As one of many companies in the foodservice business, we continue our commitment to lead the entire industry
2015
2008
2013
toward greater access to recycling for cups and other packaging. Ultimately we want
our cups to 2012
be recyclable
24.35 gal
20.08 gal
19.22 gal
18.27 galin both material and practice, so that our customers have access to recycling services wherever they choose
Average water use per square foot/store/month U.S. and Canada company-operated stores.
Percentage change to the 2008 baseline.
to dispose of their cups.
2012 results previously reported as 17.7% due to difference in rounding methodology.

We’ve offered a cup with 10% post-consumer recycled paper fiber since 2006, after developing and leading the
PROGRESS
GOAL
industry to approve using recycled fiber for food packaging. And we keep working to decrease the materials
used in our packaging, finding new ways to encourage reusables and implement recycling solutions for our cups.
69%
In 2012 we introduced the EarthSleeve™ We
to Starbucks
across the United States and Canada. This new
now havelocations
LEED certified
Build all new,hot-cup sleeve requires fewer raw materials
to make,while increasing
the amount of post-consumer content. These
storesin 18 countries
and havecompany-operated
integrated
adjustments
correlate to a savings of nearly
100,000green
trees abuilding
year, and we are working to roll out EarthSleeve globally.

strategies into all renovations
stores to achieve
and new construction. We have®
Our
approach
is to not only provide customers with cup choices for their beverages, but to also collaborate withcertification
LEED
experienced some challenges

others to create locally relevant improvementsin the recycling
infrastructures of communities where we operate.
and complexities
in ourhigh-growth markets.

Do you expect
companies
to support
65%
developmentof renewableenergy? Shareyour ideas
with us at My
Starbucks Idea.

IN PROGRESS

2012

2013

Percentage of new company-operated stores built to achieve LEED® certification.

14

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Recycling Our Cups
Our customers’ ability to recycle our cups (or cups from any coffee shop), whether in their home curbside recycling,
at work, in public spaces or in our stores, is dependent on multiple factors, including local government policies
and access to recycling markets, such as paper mills and plastic processors. Because recycling infrastructure varies
widely around the world, or may not exist at all – even from one city to another – a one-size-fits-all approach does
not work for a global business with stores in 62 countries. Some communities readily recycle our paper and plastic
cups. However, due to a historical lack of demand for used cup material by the recycling industry, many don’t havethe infrastructure in place to handle collection, hauling and processing. Additionally, in our stores operating in leased
spaces, our ability to provide recycling for our customers is often dependent upon landlords who control the waste
collection and decide whether or not they want to provide recycling. With approximately 20,000 retail locations
globally, conditions vary from city to city and from store to store – making it a challenge for us to efficiently andeffectively implement uniform recycling strategies.

DES IG N &ES TABLISH M EN T

CONS UMERACT IONSRECYCLING
PROGRAMSUCCESSFACTORSEX I STI N GREC YCLI N G
M A RK ETS

TRA N SPO RTATI O N
I N FRA STRU C TU RELOCALG OVERNMENTPOLICYRECYC LI N G
FACILI TI ES

Starbucks Recycling Infrastructure
We have proven that our used cups can be accepted as a valuable raw material in a variety of recycling systems.
We are working as a member of the Foodservice Packaging Institute’s Paper Recovery Alliance and the
Plastics Recovery Group to bringing solutions to scale and address common challenges.

“Starbucks has proven to be a leader in the front-of-store
recovery of packaging, establishing ambitious goals andwilling to take the steps necessary to achieve them.
Particularly notable is their work engaging public officials
to support policy tools that can increase recovery of all
packaging, not just foodservice packaging.”- Lynn M. Dyer
President, Foodservice Packaging Institute15

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013GOAL

PROGRESS
While we proved theDevelop
By
working with non-governmental organizations,policymakers,our industry associations and others,
recyclabilityof ourcups competitors,
in U.S.,
comprehensive
wecan tackle common challenges. We arehelpinga numberof meaningful
Designfood packaging initiatives
Canada,UKadvance
and Germany,andto expandthatwill have a significant
impactentire industry,
such recycling
as analysisinof the way our packaging “flows” throughrecyclingsolutionsforon thecontinue
thosecountries,
wearerecyclingfacilities
and
where
it
eventually
ends
up,
along
with
an still
assessment of the causes of current gaps in recycling
our paper and plastic
working toward materials and/or
services for our products in neighborhoods around the U.S. and Canada.
cups by 2012

Collection

infrastructure solutions for our
remaining company-owned
markets.

Recycling in Our Stores

Although most of our customers take their beverages to go, providing front-of-store recycling is an important
IN PROGRESS
part of our effort to develop comprehensive recycling solutions.
Infrastructure

GOAL

PROGRESS

Implement
front-of-store
recycling in ourcompany-operated
stores by 2015

Although we are pleased that 67%
more company-operated storesin the U.S. and Canada offered
front-of-store recycling over theprior year, we have struggled to
implement this single solution in
local markets across the entire
Starbucks portfolio. While wework to increase front-of-store
recycling, we will also explore new
ways to lower our impact.

100%
2015

Percent of store locations
with front-of-store recycling

39%
2013

24%
2012

U.S. and Canada company-operated stores.

NEEDS IMPROVEMENTInGOAL
2008 we set a goal to implement front-of-store
recycling for customers in all company-operated locations.
PROGRESS
Since that time Starbucks has implemented recycling in more than a dozen markets and established relationships
with several municipalities to expand their acceptance of materials produced by Starbucks and the foodservice
Percent of beverages served in personal tumblers
Despite offering a low-costServein 5local
percentofindustry
recycling systems.

reusable cup and discount forbeverages made in
the personal tumblers, we
1.5%
1.8%
Inour
2013 stores
39% of ourthe challenged
United States
have inbeen
toand Canada were able to offer front-of-store
incompany-operated
personal storesrecycling. Of these locations, 71% were able
recycleor compost
the hot cup. While we added front-of-store
reachtoour
5% reusable
goal.
tumblers by 201535.8 Million
46.9 Million
We continue to explore new5%

recycling in more than 1,200 locations and continue to see a strong 90% acceptance rate for our cold cups, we saw
Beverages
Beverages
ways
encourage
customers
a decline in overall acceptance of our hot
cup todue
to limitationsof recycling technology in several markets. To address
to bring their own personal
this challenge, we are working with the Paper Recovery Alliance to address this shift and increase acceptance of ourcups and reduce waste.
materials while tailoring our recycling program to accommodate varying regional requirements when possible.
NEEDS IMROVEMENT

When we set this goal in 2008, we envisioned front-of-store recycling as a single, universal solution. We now realize
2012
2013
2015
Want
recycling inthat this single approach does not fully address the individual and varied challenges faced in local markets across the
U.S., Canada, UK, France, Germany, Netherlands company-operated stores.
your area? Check
entire Starbucks portfolio such as inconsistent public policy, limited market for the recycled end-products, lacking
infrastructure and operational challenges. While we continue to work to increase the availability of front-of-store
if packaging is
recycling where we can, we cannot do this work alone. Going forward we will explore new ways to lower our impact
recyclable in yourusing more flexible solutions.
Back-of-store recycling is also a priority, with the majority of our in-store waste generated behind the counter.
In 2013 80% of our more than 3,200 company-operated stores in the U.S. and Canada (where Starbucks is responsible
for providing waste removal services) recycled cardboard boxes and other back-of-store items. Among our remaining
locations, the majority were limited by operational impasses, such as minimal store space, lack of commercial
recycling services or the landlords’ unwillingness to provide recycling services on-site.
Since most of our customers take their beverages to go, recyclability of our cups and other packaging is highly
dependent on local government policies that promote or mandate recycling.

neighborhoodat Earth 911
and, if not,tell your local
governments tomake recycling
availability apriority.

16

100%
Although we are pleased that 67%
Implement
more company-operated stores2015
front-of-store
STARBUCKSGLOBAL RESPONSIBILITYREPORTin the U.S. and Canada
offered– GOALS AND PROGRESS 2013
front-of-store recycling over therecycling in our
Percent of store locations
prior year, we have struggled tocompany-operated
with front-of-store recycling
implement this single solution in
stores by 2015
local markets across the entire

39%
2013

24%
Starbucks portfolio. While we
2012
work to increase front-of-store
recycling,
we
will
also
explorenew
Reusable cups are an important component of our overall waste reduction strategy. Since 1985 we’ve rewarded ourways to lower our impact.

Reducing Waste with Reusable Cups

customers with a discount when they bring in personal tumblers, and we have a goal to serve 5% of thebeverages
U.S. andCanada company-operated stores.
made in our stores in tumblers and mugs brought in by our customers.
NEEDS IMPROVEMENTGOAL

PROGRESS

Serve 5 percent ofbeverages made in
our stores in personal
tumblers by 2015

Despite offering a low-cost
reusable cup and discount forthe personal tumblers, wehave been challenged toreach our 5% reusable goal.
We continue to explore new
ways to encourage customers
to bring their own personal
cups and reduce waste.

Percent of beverages served in personal tumblers

1.5%

1.8%
35.8 Million
Beverages

5%
46.9 Million
Beverages

NEEDS IMROVEMENT

2012

2013

2015

U.S., Canada, UK, France, Germany, Netherlands company-operated stores.

In 2013 customers brought their own tumblers into our stores 46.9 million times, up from 35.8 million in 2012,
saving more than 1.4 million pounds of paper from landfills. As more customers brought in their personal
tumblers over the previous year, the percentage of customers choosing reusable mugs saw a 22% increaseover the prior year from 1.5% to 1.8%.
We are continuing to find innovative ways to engage customers to work with us to reduce waste. In January
2013 we launched a $1 reusable cup in the U.S. and Canada, and a £1 cup in the United Kingdom in April.
We plan to expand the ideas that work to other markets and continue to explore new ways to reduce our cup
waste. Ultimately though, it will be our customers who control whether or not we achieve continued growthin the number of beverages served in reusable cups.

What would
make you bringa reusable cup
more often?
Share your ideas
with us at My
Starbucks Idea.

17

545
396
Total coffee purchases
95% of our coffee was
Ensure 100% of our(in millions of lbs)
ethically sourced in 2013
STARBUCKSGLOBAL RESPONSIBILITYREPORT – GOALS AND PROGRESS 2013
coffee is ethicallythrough C.A.F.E. Practices,509
377
Total ethically sourced
coffee purchases
Fairtradeoranothersourced by 2015
(in millions of lbs)

externally audited system.

93%

Climate Change

95%

100%

ON TRACKStarbucks is concerned about climate change and the long-term impact it will have on coffee supplies and on the2012
health of the communities where we do business. Reducing the environmental impact of our business
operations2013
green coffee
purchases forandall Starbucks
brands.
will help to safeguard the availability of high-quality coffee beans that meetIncludes
our exacting
standards
to help
preserve the planet for future generations. Starbucks has been driving our climate change strategy since 2004,
focusing on renewable energy, energy conservation and climate adaption and mitigation efforts of our farmers.
GOAL
PROGRESS
We’realso committed to continue championing
progressive climate change policy, and to helping our politicalleaders understand that strong climate policy is actually good for the long-term success of the business community.

Invest in farmers andIn 2013, the total loan
commitment decreased
2012
due to fund restructuring$15.9
Climatesarechanging,
especiallyinthesensitive
bioregions
where
coffeeisgrown.
To Mbetter understand the impact
increasing farmer loans by one of our loan
to farming communities and our supply partners.
chain, we We
workanticipate
with Conservation International (CI) and farmers in three
to $20 million by 2015 achievingwe
ourfarmerloans
unique coffee-producing communities. Togetherareworking
to identify and test effective strategies for improving$
investmentof $20 and restoration of
the sustainability of coffee production processes,
thegoalconservation
natural habitat and opportunities
million by 2015.

ForestConservation
their communities
by

2015

2015
$20M

2013
$11.9M

to facilitate farmer access to forest carbon markets or other payment for environmental services. We have learned
that each country requires differing models in order to be successful impacting farmers, and we are now working to
ON TRACK
Commitment
is defined
as being
either impact.
by public declaration of intent or signed contract.
identify how best to share this information and involve the right organizations
that cansustainthe madepositive

GOAL

PROGRESS

Improve farmers’
access to carbon
markets, helping themgenerate additional
income while
protecting theenvironment

We helped farmers plantor save 250,000 shade trees
in Indonesia, worked with
farmers in 23 communities
in Mexico and participatedin distributing 200,000
native tree seedlingsin Brazil.
Chiapas, Mexico
ON TRACK

Sumatra,Indonesia

Minas Gerais, Brazil

In Chiapas, Mexico, we engaged more than 260 farmers in 23 communities in 2013 and helped them protect over 620
hectares. We also worked with the state government of Chiapas to establish a set of policies that will make climatechange adaptation and mitigation more accessible for farmers.
In Sumatra, Indonesia, we explored the feasibility of a carbon market program with local and regional governmentorganizations laying the groundwork with the government of Aceh Tengah to incorporate these recommendations
into its climate and coffee policy. In 2013 the Starbucks Foundation also contributed $10,000 to Conservation
International to build a seedling nursery for the farming community in Sidamanik. Starbucks partners, members of
CI and local farmers, community leaders and university students and professors all participated in the building of
this nursery – demonstrating their dedication and investment in this effort for the future. Once the nursery is fully
operational, it will be able to provide more than 10,000 seedlings for 325 coffee farmers, supporting their future farms
and growth of their communities.
We expanded the program to the Minas Gerais region in Brazil’s Atlantic Forest in 2012, and have helped distribute
200,000 native tree seedlings each year to farmers in collaboration with other organizations. We are helping farmers
gain access to existing government programs that provide cash incentives for forest conservation, preservation
and restoration. In 2013 we conducted a field study of coffee producers to better understand the impacts of
C.A.F.E. Practices in the region and opportunities for improved productivity, increased income and resilience
to climate change.

18

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

“Conservation International is very proud
to work in collaboration with Starbucks on
innovative approaches that enable coffee
producers to adapt to the impacts of climatechange, improve productivity and enhance
farmer livelihoods.”- Vic Arrington
Senior Vice President, Center for Environmental Leadershipin Business, Conservation International
Learn more about our work to conserve forests in collaboration with Conservation International.
Looking ahead this information will help us refine our strategies so they can be applied to other coffee-growing
communities and replicated by other government and industry partners. With all of these models, our aim is to findsolutions that can be sustained by coffee-growing communities.

What do you
think is the roleof companies
in addressing
climate change?
Share your ideas
with us at My
Starbucks Idea.

19

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Community

We believe in the power of the coffeehouse to bring people together.
Our stores allow Starbucks partners (employees) and customers to connect
and tap into shared passions to be catalysts for change.
Our neighborhoods are not just where we have stores. They are in every community our business touches, from theplaces where our customers live and work, to the towns where our products are produced, and to the verdant hillsides
where our coffee is grown. We have a responsibility to make our communities stronger – using the scale of ourbusiness for good.

Serving our Communities
Coming together in service represents a fundamental act of citizenship for individuals, businesses and community
members to create a stronger, more cohesive society.

GOAL

PROGRESS

Mobilize ourpartners (employees)
and customers tocontribute 1 million
hours of community
service per year by2015

We increased our service
hours in 2013, contributing
over 17,600 more hours
than last year.

GOAL

PROGRESS

1 Million
613,214
Hours

630,912
Hours

2012

2013

Hours

ON TRACK2015

Includes all global markets regardless of ownership.

In 2013 we brought together our customers and partners, civic leaders, businesses and nonprofit organizations tocontribute more than 630,000 hours of service globally.

We continued to exceed thisEngage a total of
54,848goal by engaging more than
During2013’syoung
April’s Global Month of Service, nearly 55,000 volunteers contributed their time and expertise in schools,
50,00054,000 youth in community
50,050parks
and urban
in more than 30 countries
1,723 projects completed in just 30 days. These efforts helped
activities–inwith
2012.
peopleto farms
innovate
more than 2.4 million beneficiaries and involved more than 1,350 first-time volunteers in service.
and take action in
ACHIEVED
their communities
by 2015

50,00020

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

“I painted the Martin Luther King Jr. portrait.
It’s so inspirational that we can have this kindof impact within only few hours when we all
join together. One of the students told me I
was like a super hero! A SUPER HERO! That initself is one of the many reasons why we are so
passionate about serving our communities.”- Whitney
Starbucks Los Angeles area, store manager

Investing in Youth Leadership
Today there are more than 1.2 billion 15- to 24-year-olds, the largest global cohort of young people inhistory. Unfortunately, a growing number of these young people are disengaged and unemployed, often
referred to as NEET (not engaged in employment, education or training). Starbucks is implementing a
range of programs to help address these issues and provide young people with the skills and training
necessary to help them succeed in an evolving global community.

Youth Leadership Grants
We’re investing in skills training and educational opportunities through our Youth Leadership Grants
to equip young people ages 15 to 24 years old in the following three areas:· Business savvy: Having the ability to leverage opportunities with integrity and innovation; tomake good decisions and achieve results.
· Social conscience: Valuing the impact an individual and enterprise can have on the community.
· Collaborative communication: Engaging others in an inclusive manner across teams, functions
and cultures; leveraging new and creative ways of communication.
While the opportunity to engage and develop young people is global, the work we do is tailored toeach country and region. In 2013 we awarded nearly 100 Starbucks Youth Leadership Grants to localorganizations in 16 countries, activating almost 50,000 young people. We continue to innovate and involve
our communities in identifying the opportunities and solutions we should invest in, leveraging our global
scale but making sure our efforts resonate on a local level to ensure the greatest impact. This includes
programs such as the Starbucks Apprenticeship -Barista Mastery and Customer Service program in the
United Kingdom.

Want to make adifference? Find
nearby projects
on the Starbucks
Community
Service website.

21

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

“I chose an apprenticeship with Starbucks
because I wanted to gain experience in retail,whilst gaining new, transferable skills. This
also meant that I could learn in a hands-on
environment which suited me much more than
the traditional academic route”- Anthony
Starbucks UK, apprentice
In the UK, we offer the Starbucks Barista Apprenticeship program as part of our youth leadership platform. Meet someof our apprentices and learn more about the Starbucks Barista Apprenticeship in the UK.

LeadersUp
In March 2013 Starbucks announced a first-of-its-kind initiative to create employment opportunities for job-readydisengaged youth. Building on the learnings and success of the Starbucks Youth Leadership initiative, Starbucks
awarded an initial $1 million grant for the development of a nonprofit corporation – LeadersUp – that will bringcommunity-based resources to provide job and leadership skills training to young people.

Community Stores
Our Community Stores program helps support revitalization efforts to address education, health, housing, andemployment issues in the neighborhoods they serve.
In October 2011 we opened our first two Community Stores in Harlem, New York, and the Crenshaw community of Los
Angeles. We added three new stores this past year in Houston and Seattle, as well as our first international location in
Bangkok, Thailand. In fiscal 2014 we plan to open new Veterans Community Stores to serve veterans transitioning to
the civilian workforce and families of active-duty military personnel.

“AAMA gave me the power of communicationand my new dream is to give back to themand my community through all I do as a
Starbucks partner.”- Anita
Starbucks Houston store manager and former AAMA graduate

Learn about how Starbucks and the Association for the Advancement of Mexican Americans (AAMA) areworking with the Houston community for greater impact.
By the end of 2013, Community Stores generated a total of nearly $260,000 for community organizations.
We hope to have 50 Community Stores in neighborhoods where we do business around the globe by 2018.

22

STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Farming Communities
Our commitment to communities extends beyond our stores to include the regions that supply our coffee, tea andcocoa. Starbucks invests in programs designed to strengthen local economic and social development. We work
collaboratively with non-governmental organizations that have experience and expertise in working with farming
communities in the countries where coffee is raised.

Public-Private Partnership in Colombia
In August 2013 Starbucks forged a first-of-its-kind relationship with the U.S. Agency for International Development(USAID) for a program to expand support and improve coffee yields and the livelihoods of 25,000 farmers throughout
some of Colombia’s most remote and conflict-impacted farming regions. USAID and Starbucks will each contribute$1.5 million over three years to provide technical support, technology and market opportunities to small-scale coffee
farmers in Colombia’s rural regions of Antioquia, Tolima, Huila, and Cauca.

“Starbucks scale and willingness to collaborate andinnovate with others, like USAID, will help speed
meaningful results to farming communities.”- Margaret Spears
Director of the Partnerships Office at USAID’s Food Security Bureau

Ethos Water Fund
Starbucks supports water, sanitation and hygiene education programs through the Starbucks Foundation’s
Ethos Water Fund. For each bottle of Ethos® water purchased, a contribution of $.05US ($.10CN in Canada) is madeto the fund. Since 2005 $7.38 million has been granted through the Ethos Water Fund, benefitting approximately
430,000 people around the world.

Indonesia’s BLEND Project
In Indonesia’s Aceh province, Starbucks has teamed with Save the Children to improve children’s health andeducation in coffee-growing communities through BLEND (Better Living, Education, Nutrition and Development).
Since 2009 Starbucks has contributed $2.1 million to the project and helped improve the lives of children and theirfamilies from more than 40 communities in the Bener Meriah district.

Education in Guatemala
Since 2005 Starbucks has contributed over $2.6 million toward the Guatemala Education Initiative, an effort with
Save the Children to bring education programs to children living in remote coffee-producing villages in that country.
Starbucks has been focused on Guatemala’s Huehuetenango region since 2011 through a three-year, $1 million
project that is improving the overall quality of preschool and primary education for children in more than
20 communities.

“Starbucks dedication to the health and education of children
in the coffee-growing communities of Guatemala and Indonesia
is an inspiration. Together, we’re opening the door to a brighter
future for young children.”- Carolyn Miles
President and CEO, Save the Children

23STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

CHAI – Community Health and Advancement Initiative
In tea-growing regions of India and cardamom-farming communities in Guatemala, Starbucks has helped support
health and economic development programs for more than a decade through the Community Health andAdvancement Initiative (CHAI) project, a partnership with Mercy Corps. Starting in 2011, Starbucks contributed$750,000 toward a three-year project with our tea and cardamom suppliers to improve access to clean water,
empower young people to succeed in school and become leaders in their communities, and help people learn
the skills to get a job or start a business.

“Over the course of a decade, Starbucks and Mercy Corps have transformed
the lives of more than 80,000 men, women and children. Starbucks has
shown its leadership by investing in the health and economic vitality ofcommunities, whether it’s joining Mercy Corps to engage directly withtea estates in Darjeeling and Assam, or helping to lead industry-level
collaborative efforts such as the Coffeelands Food Security Coalition.”- Neal Keny-Guyer
CEO of Mercy Corps

Water Access and Sanitation, Nutrition
Starbucks is committed to supporting local needs in water-stressed coffee-growing communities, and to supporting
continuation of integrated water and sanitation programs and efforts to address seasonal hunger.
In the Sidama region of southern Ethiopia, Starbucks has been engaged in a project with Project Concern International(PCI) that began in February 2012 to improve the health outcomes of coffee farmers and their communities. In earlyfiscal 2013, Starbucks awarded a two-year $500,000 grant to make clean drinking water and safe sanitation solutions
available in southwest Tanzania’s Mbeya District.
In January 2013 Starbucks joined with other coffee industry leaders for a three-year program called the
Coffeeland Food Security Coalition to help combat seasonal hunger among coffee-farming families in
Nicaragua in partnership with the global humanitarian organization Mercy Corps and local organization
Asociación Aldea Global Jinotega.

“Food insecurity is larger than any one group can handle.
The Coffeeland Food Security Coalition is one example of a trend
towards integrating global food security, stable food production
and sustainable environmental practices – a trend we expect willcontinue to grow in 2014.”- Neal Keny-Guyer
CEO of Mercy Corps

Starbucks Foundation
The Starbucks Foundation is a separate 501(c)(3) charitable organization that receives funding from Starbucks
Corporation and private donations. The Starbucks Foundation gave $8.7 million in 2013, making 144 grants to nonprofit
organizations. Grants included $3.7 million for Starbucks Youth Leadership Grants and $347,000 in origin social
development grants.
In 2013 Starbucks Corporation gave $15.6 million in cash, including $11.8 million to the Starbucks Foundation. Corporate
giving included funding for community-building programs – including the Global Fund through our partnership with(RED)™ and other efforts – and $32 million in in-kind contributions.
24STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Diversity and Inclusion
As our company has grown to reach more communities around the world, diversity and inclusion have become
increasingly important to our success. We understand that meeting the needs of the global community
requires creativity and innovation. Fostering a business environment where partners are valued, engaged
and utilized to their fullest potential enables Starbucks to make better decisions to serve our customers andimprove our business results.
We expect our partners to lead in diversity and inclusion – from our partners in the field to our senior leadershipteams. To ensure that our goal is a reality, we have integrated diversity and inclusion into the core of our leadershipcompetencies. In 2013 we continued to build on our commitment by integrating inclusion and diversity into
our core business processes; promoting learning and development opportunities for partners with training andmentoring programs; supporting Partner Network initiatives that promote inclusion; and building our culturalcompetency by engaging and maintaining relationships within the diverse communities that we serve.

“Through Starbucks I am able to know whatworking life is all about. “Starbucks has taught
me about understanding customers’ needs
and how to be efficient while doing my work.”- Marcus
Starbucks Singapore store partner

While the definition of diversity can vary by country, the word inclusion may be more commonly understood.
Our 100th store in Singapore commitment to the inclusion and promotion of people with autism is an exampleof Starbucks values around diversity and inclusion. Learn more and meet Marcus by watching the Starbucks
Singapore Facebook video.
To strengthen these efforts, we also collaborate with diverse professional organizations, nonprofit organizations,businesses, civic leaders and individuals who share our values.

25STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

About the 2013 Starbucks Responsibility Report
Scope
Our report for fiscal 2013 focuses on our performance against the goals we set in 2008 in three key areas: ethicalsourcing, environmental stewardship and community involvement. Because these commitments are directly tied
to our business, we’ve also included helpful links to information and resources publicly available at starbucks.com
regarding our financial, corporate governance, workplace and diversity policies, and performance.
In developing this report, we’ve covered topics and issues that are important to Starbucks and our stakeholders,
based on year-round engagement with and feedback from advocates and investors, and via easily accessible
customer and Starbucks partner (employee) tools such as My Starbucks Idea, Starbucks social media channels(Starbucks and Starbucks Partners Facebook, Twitter, Instagram) and our Customer Service team. These efforts
are complemented by industry and trend analysis conducted by strategic advisory firm SustainAbility and Edelman
public relations, along with direct conversations with the many organizations we work with. We share information
about topics in the body of the report or direct readers to other resources.

Boundaries
As with previous Global Responsibility reports, this year’s report highlights the work we are doing in ethical sourcing,community involvement and environmental stewardship. These areas are critical to our business and are also
where we know we can and do have the greatest impact. Based on our stakeholder engagement efforts,
we also believe they are important to our customers, our partners (employees), non-governmental organizations(NGOs) and investors.
Issues related to health and wellness and workplace policies are vital elements of our businesss and are of
considerable interest to important stakeholders. Embracing diversity is an essential component of the way
we do business. We are currently in the process of innovating our diversity and inclusion strategy to support
our multi-channel, multi-brand global expansion.
While our commitments are global, our reporting is focused largely on Starbucks U.S. and Canada companyoperated retail stores and global supply chain operations. Based on the number of stores included as well as
our total coffee purchases, these operations represent the most significant of Starbucks social, environmental
and economic impacts. Information regarding the coffee sold and served by all Starbucks brands and retail stores,
company-operated or licensed, including Starbucks Coffee, Seattle’s Best Coffee and Torrefazione Italia, is covered.
Starbucks uses the Credit360 program to manage our sustainability data for the purposes of reporting on andtracking key performance indicators, providing ongoing visibility into our operations and impacts enterprise-wide,
as well as for approval and audit purposes. This fiscal year we’ve expanded our collection of data to include morecompany-operated stores globally. We continue to work to validate and improve our global reporting efforts
so we can consistently and accurately report against common goals.

26STARBUCKS GLOBAL RESPONSIBILITY REPORT – GOALS AND PROGRESS 2013

Starbucks Global Responsibility Goal Performance Summary
Goal

Unit

2008

2009

2010

2011

2012

2013

Goal

Footnotes

Ensure 100% of our coffee is ethically sourced by 2015

%

77

81

84

86

93

95

100%

2008-2011 results include C.A.F.E. Practices only.

Invest in farmers and their communities by
increasing farmer loans to $20 million by 2015

$M

12.5

14.5

14.6

14.7

15.9

11.9

$20M

Commitment is defined as being made either by
public declaration of intent or signed contract.

Improve farmers'access to carbon markets, helping them generate additional income
while protecting the environment

ON TRACK

Mobilize our partners (employees) and customers tocontribute 1 million hours of community service per
year by 2015

Hours

245,974

186,011

191,224442,353613,214

630,912

1M

Engage a total of 50,000 young people to innovate
and take action in their communities by 2015

PeopleN/A

20,86853,67350,05054,848N/A

50,000

%

N/A

N/A

100%

Implement front-of-store recycling in our companyoperated stores by 2015

Stores

24

39

1,843

3,086

2008-2011 results restated using total beverages vs.
total transactions.

1.1%

1.4%

1.5%

1.5%

1.5%

1.8%

22,090,511

26,257,492

32,650,747

34,199,507

35,754,382

46,970,869

%

0

1.7%

3.3%

7.5%

6.5%

7.1%

25%

Pecentage change to the 2008 baseline.
Average energy use per square foot/store/month
U.S. and Canada company-operated stores.

KWH

6.80

6.69

6.58

6.29

6.36

6.32

5.10

Avg electricity use per square foot/store/month U.S.
and Canada company-operated stores.

100%

%

20

25

58

50

51

55

Million KWH

211.3

259.5

580

558

586

650

5%

2010-2013 U.S. and Canada company-operated stores.

#

Reduce energy consumption by 25% in ourcompany-operated stores by 2015

Reduce water consumption by 25% in our companyoperated stores by 2015

18
1,390

2010-2012 ACHIEVED; now tracking new youth
leadership metrics.

%

Serve 5 percent of beverages made in our stores inpersonal tumblers by 2015

Purchase renewable energy equivalent to 100% of
the electricity used in our global company-operated
stores by 2015

5382

2008 results for US and CA including Youth Action
Grant service hours; 2009-2013 includes all global
markets regardless of ownership.

U.S., Canada, UK, France, Germany and Netherlands
company-operated stores.

%

0

-8.3%

-21.7%-17.6%-17.5%-21.1%

25%

Gallons

24.35

22.36

19.09

20.11

20.08

19.22

18.27

%

N/A

N/A

N/A

75%

69%

65%

100%

Build all new, company-owned stores to achieve
LEED certification

2008-2010 goal and results based on for 50% of U.S.
and Canada company-operated stores.
Percentage change to the 2008 baseline. Averagewater use per square foot/store/month U.S. andCanada company-owned stores. 2009-2012 results lower
by .1-.2% due to differences in rounding methodology.
Percentage of new company-owned stores built toachieve LEED® certification.

Reporting Year
Starbucks fiscal year 2013 (October 1, 2012-September 29, 2013), unless otherwise noted.

Currency
All references to currency are in U.S. dollars, unless otherwise noted.

Previous Reports
Starbucks has produced an annual report since 2001. Previous year’s Global Responsibility Reports available here.

Information Integrity
Starbucks management is responsible for the preparation and integrity of the information reported for fiscal 2013.
Through a system of internal controls, including a comprehensive verification process involving internal subject matter
experts, we believe this information accurately represents our global responsibility activities and performance results forthe fiscal year 2013. External verification is provided by Moss Adams LLP. Read the Moss Adams Independent Assurance
Report. All goal charts related to our goal performance are visual representations of progress, and not to exact scale.

Forward-Looking Statements
Our reporting on global responsibility for fiscal 2013 includes forward-looking statements about the company’s businessand its future business plans, initiatives, goals and objectives. These forward-looking statements are based on currently
available operating, financial and competitive information and are subject to a number of significant risks and uncertainties.
Actual future results may differ materially depending on a variety of factors including, but not limited to, coffee, dairy
and other raw material prices and availability; successful execution of the company’s blueprint for growth and otherstrategies; cost reduction and other initiatives; fluctuations in U.S. and international economies and currencies; the impact
of competition; the effect of legal proceedings; and other risks detailed in the company’s filings with the Securities andExchange Commission, including the “Risk Factors” section of Starbucks Annual Report on Form 10-K for the fiscal year
ended September 29, 2013. The company assumes no obligation to update any of these forward-looking statements.

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