Starbucks Global Responsibility Report – Goals and Progress 2011

Year in Review: Fiscal 2011

From our beginning as a single store in Seattle’s Pike Place Market in 1971, we have sought to be a catalyst for positivechange in the many communities we serve. Now, with more than 17,000 stores in more than 55 countries and a growing
business in consumer packaged goods, we find our reach is greater than ever. Just as important, we continue to believethat the ultimate way to scale the power of our brand is to share the good we do and how we do it so that Starbucks andeveryone we touch – from customers to coffee farmers – can thrive and endure.
Throughout our more than 40-year journey, Starbucks has sought to findAlso in 2011, in celebration of our company’s 40th anniversary, we actively

innovative and relevant solutions to the challenges we face as a company

worked with community changemakers, local leaders and organizations

while respecting and bringing value to the communities we serve. Today

already making strides to improve opportunities and education. We will

we continue to strengthen and grow our business. Not only does our family

further explore this model in 2012 with two community stores in New Yorkof brands connect with people who visit our stores approximately 60 millionand Los Angeles.

times each week, but also with customers in the grocery aisle, at home, andin the digital world.

While we know we are not perfect, and that the problems we seek to help
solve are complex, we are commited to integrating our values into our

In 2011, Starbucks and our stakeholders continued to face pervasive global

company strategy, business practices and operations. Our ever-evolving

economic uncertainty and high global unemployment. As always, we seekbusiness brings new challenges and opportunities, and we will continue

to lead where we can – inviting other organizations to join us in efforts thatto broaden the scope of our goals and reporting to include more global

can change entire industries, as well as neighborhoods. Time and time

operations across the brands.

again, we have formed relationships with like-minded organizations to help
us magnify the moments of connection that remain at the foundation of ourbusiness.

We invite you to learn more about our 2011 goals and progress.
Regards,

More than ten years ago, we turned to Conservation International tohelp us build our ethical sourcing program. Now C.A.F.E. Practices is in

Vivek Varma

its eighth year, and we are sourcing nearly 86 percent of our coffee in

executive vice president, Public Affairs

a way that promotes continuous improvement in quality, productivity,
environmental impact and transparency.

Ben Packard

As part of our ongoing commitment to environmental stewardship, we

vice president, Global Responsibility

have been a retail industry leader in green building, joining the USGBC®

in the year 2001 and working to create LEED for retail. In 2011 we began
to roll out this new global approach across our portfolio and built 75
percent of our new company-owned stores to the LEED standard. No othercompany has taken LEED to scale like we are, but we hope that we canblaze a trail.
1

Starbucks Global Responsibility Report – Goals and Progress 2011

Message from Howard Schultz
chairman, president and chief executive officer
Since Starbucks earliest days, I have believed in a strong link between our company’s
performance, our values, and the impact we have on the communities where we dobusiness. This interdependence is at the heart of our mission: to inspire and nurture
the human spirit – one person, one cup and one neighborhood at a time.
Such interdependence is also right for our business, especially in the times we now live.
Consumers have long rewarded brands with their loyalty when they feel a company’s
mission and aspirations align with their own. What’s more, our record performance in2011 confirmed what we have always known to be true: we can continue to evolve ourbusiness model and deliver shareholder value by creating value within the various
communities where we do business – value for our people and our customers, value
for the local neighborhoods where we have stores and value for the farmers andcompanies from whom we source our products.
Just as the Starbucks Experience continues to fulfill a universal need for personal connection, we have continued
to use our scale for good in ways that go beyond our stores. Create Jobs for USA provides an exciting exampleof how we can positively impact communities through innovative and authentic approaches to pressing problems.
In just a matter of weeks, Starbucks turned our own feelings of frustration during a time of unprecedented highnational unemployment into a tangible program with the Opportunity Finance Network to help spur job growth,neighborhood by neighborhood. Through more than $7 million in donations and the distribution of more than
430,000 “Indivisible” wristbands in our stores, it is estimated that the program has helped to create and sustain
more than 2,300 jobs in the program’s first three months.
In Sendai, Japan last October, I met with partners from more than 50 Starbucks stores who were most impacted by
the horrific earthquake and tsunami. I was awe struck by their personal stories of strength and courage, as well as
grateful for the hundreds of hours that our partners provided to support the recovery efforts for their neighbors andfor the financial assistance Starbucks was able to provide through the Red Cross.
We continue to make progress toward our environmental stewardship and ethical sourcing goals, and believe morethan ever that Starbucks has a shared responsibility to operate our business in ways that contribute to the economicand environmental well-being of the communities we touch.
Of course we can always do more, and do it better, but we are proud of our 2011 accomplishments. Going forward,
we will continue to ask ourselves, as individuals and as a company, what it means to do business through the lens ofhumanity, bringing real value to the diverse communities we serve.
Helping communities is a shared endeavor. I extend my heartfelt thanks to our partners, our customers, our business
partners, the farmers and our suppliers. As always, we welcome your feedback and ideas as we continue on thisjourney.
Warm regards,

Howard Schultz

2

Starbucks Global Responsibility Report – Goals and Progress 2011

Environmental Stewardship

When it comes to environmental sustainability, our experience has proven the power ofcollaboration. By working with non-governmental organizations, policymakers, competitorsand others, we can tackle common challenges. Together 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.
At the store level, we’ve been working with the U.S. Green Building Council (USGBC) for more than a decade tocreate scalable green building solutions for the retail sector. After years of assessment pilots and tests, we arenow executing on this new strategy and built 75 percent of all new company-owned stores to be certified under®

the LEED green building standard starting in December 2010. Our innovative energy and water conservation
strategies in stores continue to be key priorities, with potential to significantly reduce our environmental footprint.
Starbucks purchased 50 percent renewable energy (in the form of renewable energy certificates or RECs) to powerits global company-owned stores, and is well on its way to achieving its goal of 100% renewable energy by 2015.
Recycling is also a priority for us and for our customers. In 2011 we reached a breakthrough in the journey to makeour paper and plastic cups broadly recyclable. Working with others in our industry, we have proven that our usedcups can be accepted in a variety of recycling systems and we can now start to bring our solutions to scale. We areworking with the Paper Recovery Alliance to help move forward across the retail sector. We continue to expand ourfront-of-house recycling with programs in 18 markets, helping us toward our goal to provide all of our customers
access to cup recycling by 2015.
“All companies operate within larger systems. Starbucks understands that by joining with others in their materials
value chain, even competitors, they can find recycling solutions that can make a much greater impact than they
can possibly achieve alone.” – Peter Senge, director of the Center for Organizational Learning at the MIT Sloan
School of Management
Beyond our stores, we are working with Conservation International to expand our efforts to protect carbonabsorbing tropical forests in coffee-growing regions in Chiapas, Mexico, and Aceh and North Sumatra, Indonesia.
Starbucks is concerned about climate change and the long-term impact it will have on coffee supplies and on thehealth of the communities where we do business. Reducing the environmental impact of our business operations
will help to safeguard the availability of high-quality coffee beans that meet our exacting standards and to help
preserve the planet for future generations. As a founding member of the Business for Innovative Climate and Energy
Policy (BICEP) coalition in the United States, we are working with other companies to advocate for stronger
clean energy and climate policies.
3Starbucks Global Responsibility Report – Goals and Progress 2011

Community

Starbucks is committed to helping communities thrive in the neighborhoods, cities andcountries where we operate. While we have historically had a strong connection to thecommunities we serve, we believe we have a responsibility to do even more with theassets of the company. In a sense – using our scale for positive change.
In the past year, we have experimented and innovated to bring together our partners (employees), customers, civic
leaders and nonprofit organizations in their local communities with unique contributions. One way we do this is byinviting customers to join us in community service projects. In 2011 these projects generated more than 442,000
hours of service with 1,400 projects completed in April’s Global Month of Service alone.
We also believe in empowering young people to be catalysts for change in their local communities. Throughour Youth Action Grants , we invest in young people to inspire them to create new and innovative solutions forcommunity issues while gaining valuable leadership skills. In 2011 more than 50,000 young people contributed
to their neighborhoods.
As our company has grown to reach more diverse neighborhoods and communities around the world, the issue of
diversity has only become more important in every facet of our business. To amplify community and diversity efforts,
we collaborate with nonprofit organizations, businesses, civic leaders and individuals who share our values.
We are also exploring new ways to reach underserved communities through an innovative business model andpartnerships. In fiscal 2012 we will launch two community stores as part of this new approach; each transaction
will generate a contribution benefiting New York’s Harlem community through the Abyssinian Development
Corporation, and the Los Angeles Urban League in the Crenshaw neighborhood. We will leverage our retailand online presence to increase awareness and galvanize support in these neighborhoods for the nonprofit
partners and their critical work.
“At a time when there is a tremendous rollback in public and private resources, Starbucks is investing to create job
opportunities and to strengthen community based organizations like Abyssinian Development Corporation. Theircommitment remains to improve the quality of life for the communities they serve.” – Sheena Wright , President
and CEO Abyssinian Development Corporation
Going forward, as the global economy faces these challenging times, we know that our commitment to being agood neighbor has never been more important. We will work to revitalize communities and fuel the human spirit
through community economic development and other local efforts.
We invite you to learn more about the programs we support, and our recent milestones.
4Starbucks Global Responsibility Report – Goals and Progress 2011

Ethical Sourcing

We have taken a holistic approach to ethically sourcing the highest quality coffee. This
includes responsible purchasing practices, farmer loans and forest conservation programs.
When we buy coffee this way, it helps foster a better future for farmers and a more stableclimate for the planet. It also helps create a long-term supply of the high-quality beans we’vebeen carefully blending, roasting and packing fresh for more than 40 years.
Our approach is grounded in Coffee and Farmer Equity (C.A.F.E.) Practices, our comprehensive set of more than 200
social, economic and environmental indicators – with quality as a prerequisite. Farms and mills are evaluated by thirdparty verification organizations that are overseen by Scientific Certification Systems. In 2011 86 percent of our coffee
was C.A.F.E. Practices verified.
The implementation of C.A.F.E. Practices, which we developed in collaboration with Conservation International (CI)nearly a decade ago, has created significant social, environmental and economic impacts for more than one million
workers employed by participating farms.
“Over the course of our longstanding partnership, we have seen Starbucks raise the bar for the entire industry
by expanding their innovative work with coffee-growing communities. These cutting-edge efforts have enabled
Starbucks to help improve farmer livelihoods while protecting some of the world’s richest and most valuableecosystems. Starbucks’ leadership in environmental and social stewardship is a great example of a company
using its size for good.” - Peter Seligmann, Co-Founder, Chairman and CEO of Conservation International
In 2008 Starbucks and CI began to conduct impact assessments of C.A.F.E. Practices on coffee farmers andcommunities. We asked CI to answer a fundamental question: are our buying practices having the intended
outcomes? CI’s 2010 report of more than 100,000 coffee farms (of which 98 percent were smallholder farmsof less than 12 hectares) showed that more than 102,000 hectares were considered conservation land andhave not been turned into coffee-growing landscapes. The assessment also found that 100 percent of schoolage children on smallholder farms were able to attend school.
We’ve learned a great deal on this journey, and we’re applying the knowledge gained through our work with coffee
farmers to our sourcing approach for other product ingredients. Our Tazo tea brand is a member of the EthicalTea Partnership, working with other buyers to improve conditions for workers on tea estates. Through the CHAI(Community Health and Advancement Initiative) project, a joint partnership with Mercy Corps, we support teagrowing communities with health services and economic development.

5

Starbucks Global Responsibility Report – Goals and Progress 2011

Ethical Sourcing
Our approach to buying cocoa, like coffee, is based on our commitment to ensure a long-term supply of high-quality,
ethically sourced cocoa while contributing positively to the environment and to cocoa-farming communities. Our
Cocoa Practices program seeks to verify the supply chain for cocoa beans used in our beverages, with inspections
performed by independent verifiers overseen by Scientific Certification Systems.
We’re committed to prioritizing social responsibility standards for the merchandise, furniture and other items
found in our stores, as well. We set strong expectations for our suppliers to adhere to, and offer them assistancewhen corrections need to be made to their business practices. Adherence to those standards informs our sourcing
decisions and ensures we are working with suppliers and factories that share our commitment to ethical sourcing.
In 2011 we assessed 129 factories and found 38 factories failed our zero-tolerance standards. As a result we
discontinued 26 factories as Starbucks suppliers for standards issues. We were later able to begin business with 14of those previously dropped factories due to improved performance. Since starting the program in 2006, we haveengaged in more than 500 factory assessments and continue to work with more than 100 of these factories on
programs to improve their standards.
Ethical sourcing depends on environmental factors as well. In China we coordinated with Business for Social
Responsibility (BSR) on an energy efficiency pilot project involving nine suppliers that generated nearly amillion kilowatt hours of energy savings.
In 2011 Starbucks became a member of the Global Social Compliance Program, a business-driven effort
to promote the continuous improvement of environmental and working conditions of global supply chains.
Looking forward, we will continue to build on these kinds of collaborations to address ethical sourcing bestpractices in our shared supply bases.

6

Starbucks Global Responsibility Report – Goals and Progress 2011

Coffee Purchasing & Farmer Support
We know our success as a company is linked to the success of the thousands of farmers
who grow our coffee. That’s why we’re working to ensure a long -term supply of highquality coffee through our responsible coffee purchasing practices and by investingin farmers and their communities. We have found that we can serve a great cup ofcoffee while helping to improve the lives of farmers and protecting the planet.

GOALS

PROGRESS

Ensure 100% of ourcoffee is ethicallysourced by 2015

86% of our coffee was
ethically sourced under
C.A.F.E. Practices in 2011,
up from 84% in 2010.

Total coffee purchases(in millions)

Total C.A.F.E. Practices
purchases(in millions)

ON TRACK

367

269

428

(lb)

166

122

194

(kg)

299

226

367

(lb)

136

103

167

(kg)

81%

84%

86%

100%

2009

2010

2011

2015

We define ethically sourced as coffee that isthird-party verified or certified, either throughC.A.F.E. Practices, Fairtrade or anotherexternally audited system.

Includes green coffee purchases for all Starbucks brands.
Visual representation of progress to goals, not to scale.

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

We made nearly $14.7 million
in loan commitments to ourcurrent loan partners in 2011
while exploring innovativeand new opportunities.

$

2008$12.5M2009$14.5M2011$14.7M

ON TRACK2010$14.6M

Improve farmers’ accessto carbon markets,
helping them generate
additional income while
protecting theenvironment

We continued to learn from ourpilot in Indonesia and have seen
significant improvements withthe program’s implementationin Mexico.

2015
$20M

Forest protected - 210,258 hectares
Farmers participating - 150
23,357 tons of carbon sold
Sumatra,Indonesia(Pilot)ON TRACK

Chiapas, Mexico

GOALS

PROGRESS

7

Starbucks Global Responsibility Report – Goals and Progress 2011
Coffee Purchasing
Fluctuating commodity prices in 2011 made coffee purchasing exceptionally challenging for specialty coffee roasters
and retailers, including Starbucks. Despite the volatile market, we were able to continue our commitment to buying andserving high-quality coffee that is responsibly grown and ethically traded through our responsible coffee purchasing
practices, farmer support centers, loan programs and environmental efforts with Conservation International (CI).
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. By 2015 our goal isthat 100 percent of our coffee will be ethically sourced, meaning verified or certified, either through C.A.F.E. Practices,
Fairtrade or another program.
Purchasing third-party certified or verified coffees not only meets our customers’ needs, but also helps protect theenvironment and the livelihood of farmers in coffee-growing regions. We have offered Fairtrade coffee since 2000. In
2011 34.3 million pounds (8.0 percent) of our coffee purchases were Fairtrade certified, making us one of the largest
purchasers of Fairtrade certified coffee in the world. We also purchased 9.6 million pounds (2.2 percent) of certified
organic coffee in 2011.
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. Starbucks paid anaverage price of $2.38 per pound for our premium quality green (unroasted) coffee in 2011.

Farmer Support
Providing access to credit at reasonable terms is a critical aspect of our farmer support model. Our goal is to invest in
farmers and their communities by increasing farmer loans to $20 million by 2015. In 2011 our loan commitments to
Root Capital, Verde Ventures and the Calvert Foundation reached a total of $14.7 million.
In 2011 alone, this support helped more than 45,000 farmers growing coffee in seven countries. By investingin programs that provide access to credit, we’re helping farmers manage risk and strengthen their businesses.
Looking forward, we are exploring innovative partnerships to help us better leverage the loans in concert with
our technical support, social development investments and coffee purchases.

Farmer Support Centers
In addition to our purchasing standards, Starbucks offers technical support to coffee producers through our
farmer support centers. These centers allow Starbucks agronomists and quality experts to collaborate directlywith coffee farmers to encourage responsible growing practices and improve the quality and size of theirharvests. Ultimately, these efforts can help farmers earn better prices and become more resilient,
long-term producers.
We opened our first farmer support center in San José, Costa Rica, in 2004, serving communities throughout
Central America. Our East Africa Farmer Support Center opened in 2009 in Kigali, Rwanda, and in 2011 we
expanded our East African outreach with an additional agronomy office in Mbeya, Tanzania. In 2012 we plan
to open more farmer support centers, including our first center in Asia in the Yunnan province of China.

Forest Carbon Programs
We are concerned about the potential impacts of climate change, especially in the sensitive bioregions where coffee
is grown. To help mitigate these impacts, we work with Conservation International (CI) and farmers to improve coffee
production processes, conserve and restore natural habitat and explore opportunities to facilitate farmer access toforest carbon markets in coffee-producing communities in Chiapas, Mexico, and Sumatra, Indonesia.
Each project illustrates different approaches to addressing climate challenges and explores the potential of the carbon
market to benefit both livelihoods and conservation efforts. We are optimistic that the results of this phase of our pilot
will promote a program we can expand to other coffee-growing communities.
We renewed our relationship with CI in 2011, and plan to broaden our reach to Brazil in 2012.

8

We continued to learn from our
Improve farmers’ access
Starbucks Global Responsibility
Report– Goalsandpilot
in Indonesia
and have
seenProgress 2011
to carbon markets,significant improvements withthe program’s implementation
helping them generate
in Mexico.
additional income while
protecting the
ON TRACK
environment

Forest protected - 210,258 hectares
Farmers participating - 150

Community Involvement

23,357 tons of carbon sold
Sumatra,Indonesia(Pilot)Now, more than ever, communities are looking to the private sector to share resources andChiapas,Mexico wecreate meaningful change. By mobilizing partners (employees) and thecommunities

serve, we’re tapping into a passionate network of customers and partners eager to be acatalyst for change in their local neighborhoods.

GOALS

PROGRESS

Mobilize our partners(employees) andcustomers to contribute
1 million hours ofcommunity service per
year by 2015

We more than doubled ourcommunity service hours
from 2010.

Engage a total of
50,000 young people
to innovate and takeaction in theircommunities by 2015

We continued to exceed thisgoal by engaging more than
50,000 youth in community
activities 2011.

ON TRACK

1 Million
186,011
Hours

191,224
Hours

442,353
Hours

2009

2010

2011

Hours

2015

53,76350,05050,0002011

2015

ACHIEVED

20,86820092010

Community
GOALS Service & Investments
PROGRESSIn 2011 organizations such as HandsOn Network, DonorsChoose.org and UK Youth were instrumental in our efforts to
help address social challenges and improve economic opportunities in communities where we do business.

We demonstrated the viability
Developcomprehensive
theU.S.
and Canada
andNearly60,000 volunteers from 30 countries inandfour
continents
participated.
Globally, more than 252,000 people
Designareworking
to
bring
these
recyclingsolutionsforbenefited from that service, which generated an approximate financial value of $3.3 million. Volunteers contributed more
solutions to scale globally.
our150,000
paper
and
plastic
than
hours
of service
during the month, transforming communities in need by participating in projects ranging
fromgardeningandpaintingtorefurbishing schools and renovating parks.
cups by 2012
ON TRACKIn April we put a special focus on community
hostinga Global solution
Month of Service to celebrate our 40th anniversary.
ofby
our
cup recycling

Collection

We are pleased with the progress we made in 2011 against our goal to contribute one million hours of service by 2015,
but realize that there is still much more progress to be made. We have launched a new community service website toconnect partners, customers and projects and are continuing to look for ways to make our programs more global.

Infrastructure

Coffee and Tea Growing Communities
Our commitment to communities extends beyond our retail footprint to include the regions that supply us with ourcoffee, tea and cocoa. Starbucks invests in programs designed to strengthen local economic and social development,

Implement
front-of-store recycling
in our

In 2011 we brought front-ofstore recycling to more than
1,000 company-owned storesin the U.S. and Canada.

100%
2015

9

Starbucks Global Responsibility Report – Goals and Progress 2011
working collaboratively with nongovernmental organizations that have the experience and expertise to work with farming
communities. In addition to our social investments, we also support communities through farmer loans and ethicalsourcing programs with Conservation International and Fairtrade, among others.
Since fiscal 2005, Starbucks has supported the Guatemala Education Initiative, an effort with Save the Children to bringeducation programs to remote coffee-producing villages in the highlands of Guatemala. Indigenous Mayan communities
like these are frequently marginalized from the Guatemalan economy and typically suffer the highest rates of poverty andthe lowest levels of education attainment in the nation. In 2011 Starbucks launched a three-year project with a $1 million
contribution to Save the Children to improve education, health and nutrition for coffee-farming families in Guatemala’s
Huehuetenango region.
In Indonesia’s Aceh province, Starbucks has teamed with Save the Children to improve children’s health and educationin coffee-growing communities through BLEND (Better Living, Education, Nutrition, and Development). Since 2009 thethree-year, $1.5 million effort has garnered significant and measurable improvements in the health and educationof more than 2,200 young children in 41 communities. The initiative has improved vaccination rates, health worker
capacity, health behaviors among caretakers, preschool teacher and facilitator capacity, and primary school
readiness for 5- and 6-year-old children.
In tea-growing regions of India and Guatemala, Starbucks has supported health and economic development programs
through Tazo’s Community Health and Advancement Initiative (CHAI) project, a joint partnership with Mercy Corps.
Since 2003 Starbucks and Tazo suppliers have contributed $2.6 million for CHAI. Over the next three years we hope to
directly impact more than 11,000 people with water and sanitation improvements, youth engagement, educationand income generation.
Starbucks also supports water, sanitation and hygiene education programs in water-stressed countries through the®

Starbucks Foundation’s Ethos Water Fund. For each bottle of Ethos water purchased, a contribution of US $.05($.10 in Canada) is made to the Ethos Water Fund. Since 2005 $6 million has been granted, benefitting more than
420,000 people around the world.

GivingThe Starbucks Foundation is a separate 501(c)(3) charitable organization that receives the majority of its funding from
Starbucks Corporation and private donations. The foundation gave $13.5 million in 2011, making 145 grants to nonprofit
organizations. Grants included more than $3 million for Starbucks Youth Action Grants and $250,000 to the American
Red Cross to support relief efforts for victims of tornadoes in the United States’ Midwest, and other disasters throughthe Disaster Responder Giving Program. In response to the 2011 earthquake and tsunami in Japan, the Starbucks
Foundation and Starbucks Coffee Japan gave $1.2 million to the Red Cross for relief and recovery efforts andestablished a Caring Unites Partners (CUP) fund to help eligible impacted partners in Japan.
In 2011 Starbucks Corporation gave $30.5 million in cash, including $25 million to the Starbucks Foundation. Corporate
giving also included $17.3 million in in-kind contributions toward community-building programs – including the Global
Fund through our partnership with (RED)™ and other efforts.

Youth Action Grants
When we created the Youth Action Grants program in 2008, we set an ambitious goal of engaging 50,000 young people
across the globe each year by 2015. Not only did we reach that goal in 2010 with more than 53,000 participants, but we
exceeded it again in 2011 with more than 50,000 participants.
In three years we have seen youth-led initiatives create innovative and positive solutions to local needs whileempowering young people. The organizations we support with Youth Action Grants reported mobilizing more than 2
million hours of community service and created ripples of change in communities around the world.
In 2012 Youth Action Grants will support projects such as peace education in northwest Pakistan, livelihood skills training
for war-affected youth in Uganda, and microcredit to low-income entrepreneurs in Brazil.

10

(employees) andfrom 2010.
191,224
186,011customers to contribute
Hours
Hours
ON TRACK
1 million hours ofStarbucks
GlobalResponsibility
Report – Goals and Progress 2011
community
serviceperyear by 2015
2009
2010

Hours

442,353
Hours

2011

Recycling & Reusable Cups

53,763Engagetotal ofWhenmanyapeople
think of Starbucks,
they think of our iconic white cup. That’s a meaningful
goal by engaging more than2015

We continued to exceed this

50,000 young
peoplecommunity
connectionthat we’re
proud of, but50,000
at theyouth
samein time
we are mindful of the impact our cups
to innovate and takeaction in their
mitigate these impacts, we have set aACHIEVED
goal to make 100 percent of our cups reusable orcommunities by 2015

50,05050,00020112015

activities 2011.

have on the environment, from the way they are manufactured to their final disposal. To
20,868 initiatives
recyclable by 2015. We’re currently working on a number of complementarywith a variety of stakeholders to advance progress in this area. By collaborating with key
industry leaders – even competitors – we aim to reduce the global impact of food andbeverage packaging.

2009

GOALS

PROGRESS

Developcomprehensive
recycling solutions forour paper and plastic
cups by 2012

We demonstrated the viabilityof our cup recycling solution
in the U.S. and Canada andare working to bring thesesolutions to scale globally.

2010

DesignCollection

ON TRACKInfrastructure

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

In 2011 we brought front-ofstore recycling to more than
1,000 company-owned storesin the U.S. and Canada.
ON TRACK

100%
2015

Percent of store locations
with front-of-store recycling

18%
5%

2011

2010
U.S. and Canada company-owned stores.

Serve 5 percent ofbeverages made in
our stores in personal
tumblers by 2015
Previous Goal:
Serve 25 percent ofbeverages made in ourstores in reusable cupsby 2015

In 2011, customers usedpersonal tumblers morethan 34 million times –nearly 2% of all beverages
served in global companyowned stores.

Percent of beverages served in personal tumblers

1.5%

1.8%

26.3
MillionTimes*

1.9%

32.6
MillionTimes**

5%

34.1
MillionTimes*

MODIFIED GOAL

2009

2010

*U.S., Canada, U.K. and Ireland company-owned stores.
**US, Canada, UK, Ireland and Germany.

2011

2015
11

Starbucks Global Responsibility Report – Goals and Progress 2011
Recycling Our Cups
Starbucks beverages account for approximately 4 billion cups globally each year. As one of many operating foodservice
businesses, Starbucks is working to lead the entire industry toward greater access to recycling for cups and otherpackaging. Ultimately we want our cups to be recyclable in both material and practice, so that our customers haveaccess to recycling services wherever they choose to dispose of their cups.
Some communities already recycle our paper and plastic cups, but due to a traditional lack of demand for cup material
by the recycling industry, many don’t have the infrastructure in place to handle collection, hauling and processing. For
stores operating out of leased spaces, recycling is also dependent upon landlords who control waste collection andrecycling. With more than 17,000 retail locations globally, conditions vary from city to city and from store to store –making it a challenge for us to efficiently and effectively implement uniform recycling strategies.
We embraced this challenge and in 2008 Starbucks engaged Peter Senge from the Massachusetts Institute of Technology
and the Society for Organizational Learning to help explore a systems-based approach to cup recycling. This led to three
Cup Summits (in 2009, 2010 and 2011), where we brought together government officials, raw material suppliers, cup
manufacturers, retail and beverage businesses, recyclers, competitors, conservation groups and academic experts tocraft comprehensive recycling strategies for Starbucks and others in the foodservice industry.
Since our first Cup Summit, we’ve learned that success has been a combination of forward-thinking collaborations alongwith innovative approaches to widespread challenges. When we started on the journey, we felt that the cup material was
the key contributor to recyclability. But as we’ve learned more, we now believe that the improvement of local recycling
infrastructures and commercial markets for used paper and plastics will ultimately drive recyclability.
After our second Cup Summit, we began a pilot project with cup supplier International Paper and recycled pulp producer
Mississippi River Pulp, in which we demonstrated the viability of recycling used cups into new cups. We also sent usedcups from Chicago Starbucks stores to a Georgia-Pacific paper mill in Green Bay, Wisconsin, where they were used tomake napkin paper for Starbucks and other customers. With these efforts and with the success of comprehensive instore recycling for our customers in major municipalities, we believe we have achieved our goal to identify the bestcomprehensive recycling solutions for our paper and plastic cups in the U.S., and are now working to bring thesesolutions to scale globally.
At our third Cup Summit in September 2011, Starbucks and other strategic businesses in the cup value chain announced arelationship with the Foodservice Packaging Institute to form the Paper Recovery Alliance (PRA), a coalition of restaurantand food packaging industry leaders whose work will bring to scale solutions to the issue. The PRA is taking a systematic
look at how to develop and promote the recovery and processing of single-use cups and other used paper foodservice
packaging. The organization will set up pilot projects to build on the work we’ve all done to understand and overcome
the existing challenges to paper foodservice packaging recovery. Our work on the cup has shown us that by joining withother companies we can have meaningful impacts on the industry.

Store Recycling
Although many of our customers take their beverages to go, front-of-store recycling is an important part of our effort todevelop comprehensive recycling solutions. In 2008 we set a goal to implement front-of-store recycling in all companyowned locations by 2015. Since that time, Starbucks has implemented recycling in more than a dozen markets andestablished relationships with several municipalities to expand their acceptance of materials produced by Starbucks inlocal recycling systems.
By the end of 2011 the availability of front-of-store recycling bins increased more than threefold over the previous year,
and are now in 18 percent of our company-owned locations in the U.S. and Canada. Although we still have work to do,
we are pleased with our progress in 2011 and will build on the momentum in the U.S. and Canada while expanding tomore international markets to reach our 2015 goal.
Back-of-store recycling is also a priority, with the majority of our in-store waste generated behind the counter. In 2011 79%(more than 2,400) of our company-owned 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 U.S. and Canada
retail locations, the majority were limited by operational impasses, such as minimal store space or lack of commercial
recycling services. We are working hard to resolve these barriers as we work to establish front-of-store recycling.

12Starbucks Global Responsibility Report – Goals and Progress 2011
Reusable Cups
An important component of our overall waste reduction strategy is the use of reusable cups. When we outlined thisstrategy in 2008, we set a bold goal to serve 25 percent of all beverages in reusable cups by 2015 – either in personal
tumblers our customers bring in or our “for here” serveware in stores. We have also advocated for improved recycling
infrastructure and using post-consumer fiber in our packaging.
Since 1985 we’ve rewarded our customers with a discount when they bring in personal tumblers. To promote this practice,
we’ve included special campaigns in April of 2010 and 2011, offering customers who brought their tumblers into our storesa free brewed coffee. In 2011 customers brought their own tumblers into our stores more than 34 million times, saving
more than 1.5 million pounds of paper from landfills.
While we have seen a more than 55 percent increase in personal tumbler use over the past three years, we haveexperienced challenges in consistently executing and tracking our “for here” serveware use in stores around theworld. Because of these challenges and the fact the majority of beverages are consumed outside of our stores,
we are resetting our goal to focus on increasing the use of personal tumblers. Our new goal is to serve 5 percent
of all beverages made in our stores in personal tumblers.
We will continue to provide reusable options in all stores with seating and find creative ways to raise awareness forthis important, everyday waste-reduction opportunity. We challenge ourselves, our partners, to use reusable cups
and remain committed to exploring new ways to reduce our cup waste.

13

2010
U.S. and Canada company-owned stores.

Starbucks Global Responsibility Report – Goals and Progress 2011
Serve 5 percent ofbeverages made in
our stores in personal
tumblers by 2015

In 2011, customers used
Percent of beverages served in personal tumblers
personal tumblers morethan 34 million times –nearly 2% of all beverages
1.5%
1.8%
1.9%
served in global company32.6
34.1
owned
stores.and roasting plants accounts26.3
The energy used to power our stores,
offices
for more than

Energy & Water

MillionTimes*

PreviousGoal:
80
percentof our direct carbon footprint. As
such, we are focused on multiple fronts
MODIFIED
GOAL

MillionTimes**

Serve 25 percent of2010
madeenergy
in our use. Water is a key ingredient in our beverages 2009
tobeverages
reduce ourand a necessityfor5%MillionTimes*

2011

2015

stores in reusable cups

operating
we Canada,
use water,and how weby 2015 our stores. We’re working to better understand how *U.S.,
U.K. and Ireland company-owned stores.
**US, Canada, UK, Ireland and Germany.

can use it more efficiently.

GOALS

PROGRESS

Reduce energy
consumption by 25% in
our company- owned
stores by 2015

In FY11 we made good progress –our electricity use has decreasedby more than 7.5% since 2008.

1.6%
Decrease

3.2%
Decrease
7.5%
Decrease

ON TRACK
25%
Decrease

2008

2009

2010

2011

6.8 KWH

6.69 KWH

6.58 KWH

6.29 KWH

2015

Average electricity use per square foot/store/month U.S. and Canada companyowned stores. This year’s report shows % change to 2008 baseline vs. Year over Year %.

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

Made progress against our
new global goal by purchasing
the equivalent of more than
50% of electricity used inour company-owned storesworldwide in 2011.
ON TRACK

211.3 Million
KWH

20%*

2008

259.5 Million
KWH

25%*

2009

580.0 Million
KWH

58%*

2010

50.4%**

2011

100%**

2015

558 Million
KWH*U.S. and Canada company-owned stores.
**Global company-owned stores.

Reduce water
consumption by 25%
in our company-owned
stores by 2015

Although water consumption
has decreased more than
17% since 2008, water use
increased 5% in 2011 over
the year before.

Gallons

2011

20.1

LitersGallons

Liters

24.4

92.3

2008

22.4

84.8

2009

19.1

72.4

2010

76.2

17.6% Decrease

ON TRACK
25% Decrease

2015

14
Gallons (liters) per square foot of retail space per month.

GOALS

PROGRESSStarbucks Global Responsibility Report – Goals and Progress 2011
Energy Conservation
In late 2011 we rolled out a large-scale pilot program to test energy management systems across the United States. This
technology reduces energy consumption by remotely monitoring and controlling our stores’ heating, ventilation and air
conditioning (HVAC) equipment – the single largest source of energy consumption in our stores.
We’ve further reduced our energy consumption by replacing incandescent and halogen lighting with more efficient
LED lighting. We completed LED lighting installations in more than 7,000 stores in Canada, China, Germany, the United
Kingdom and the United States through 2011. While our stores were already utilizing energy-efficient compact fluorescentlights for a number of applications, installing LED lights has led to an additional average 7 percent decrease in our stores’
electricity consumption.
Although we are pleased to see our electricity use decrease by a total of 7.5 percent since 2008, we need to continue
to make improvements in order to reach our goal of reducing electricity use by 25 percent in company-owned storesby 2015.
Additional improvements underway include upgrading our signage to LED lighting, driving our suppliers to provide
equipment that operates at leading-edge efficiency levels, and replacing existing equipment and appliances with highefficiency alternatives as they reach the end of their useful life. We will continue to work cooperatively with organizations
throughout the world to identify, test and implement the most effective and sustainable energy efficiency initiatives.

Renewable Energy
In addition to reducing our energy use, we’re increasingly focused on advancing the development of renewable energy
sources through our purchasing practices. We’re hoping to help transform the energy landscape by supporting thedevelopment of the renewable power market.
In 2008 we set a goal to purchase renewable energy credits certificates (RECs) equivalent to 50 percent of the electricity
used in our U.S. and Canada company-owned stores by 2010. The RECs that we purchase encourage the developmentof new clean energy sources by providing wind farm owners with additional revenue, which in turn helps them to sellelectricity at prices that are competitive with power plants that use fossil fuels. In 2010 we exceeded our goal by 8 percent.
In 2011 we began working toward a new goal – to purchase the RECs equivalent to 100 percent of the energy electricity
used in our company-owned stores globally by 2015. We now purchase renewable energy equivalent to more than 50
percent of the electricity used in our company-owned stores worldwide.
We are honored to be recognized by the U.S. Environmental Protection Agency as one of the top ten private sector green
power purchasers and as a member of the U.S. EPA Green Power Partnership.

Water Conservation
Much of the water in our stores is used to make coffee and tea beverages, and to run equipment such as dishwashers
and ice machines. In 2008 we set a goal to reduce water consumption by 25 percent in company-owned stores by 2015.
For the first three years, we saw a reduction of more than 20 percent in our water use as a result of several proactive
measures, including a successful rollout of a hand-metered water system to replace our “dipper wells” and the installationof a low-use water faucet. In 2011 we saw water consumption increase 5 percent over the prior year, moving our total
decrease to almost 17.5 percent. While some of the increase in water consumption was due to higher beverage sales,
we believe that consumption was primarily driven by a change in our blender pitcher rinsing processes, and are taking
proactive steps to address these issues moving forward.
We are also implementing water savings techniques on the exterior of our new stores, such as landscaping with droughtresistant native species where we can to reduce the need for irrigation. Moving forward, we’ll continue to look forinnovative ways to minimize water use in our stores around the world in order to reach our 2015 goal.
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 we work to encourage farmers to conserve water used for coffee processing,protect rivers and streams, and ensure workers have access to clean drinking water. Conservation International conducted
country specific field surveys along with a global review of the formal C.A.F.E. Practices assessments to monitor impacts
and identify areas for continuous improvement.

15

25% Decrease

Starbucks Global Responsibility Report – Goals and Progress 2011
Gallons (liters) per square foot of retail space per month.

GOALS

PROGRESS

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

During this first year of
implementation, we built
75% of our new companyowned stores to achieve
LEED certification.

2011
75% of new company owned®
stores built to achieve LEED
certification.

ON TRACK

Based on fiscal 2011 new, company-owned stores built starting after December 1, 2010.

Green Building
With more than 17,000 retail locations around the world, we’re intently focused on green building initiatives to help us
reach our environmental targets and deliver long-term environmental impact and operating cost reductions. Now we are®

building our new company-owned stores to achieve LEED (Leadership in Energy and Environmental Design) certificationby the U.S. Green Building Council (USGBC).
Starbucks joined the USGBC in 2001 and partnered with them to develop the LEED for Retail program, an effort to adapt®

LEED to new construction and commercial interior strategies for retail businesses. We opened our first LEED -certified
store in 2005, and in 2009, Starbucks became one of the first retailers to join USGBC’s LEED Volume Certification pilot
program. We executed ten successful store design and construction projects in six different bio-regions – all audited
and approved by the USGBC. We are using the knowledge gained from these pilots in our broader LEED program.
Our goal is to build all new company-owned stores to achieve LEED certification – and in fiscal year 2011 75 percent werebuilt to achieve this standard in 121 of 161 new company-owned stores. As the first retail company to take this building
approach globally, we are learning how to manage the complexities of the program throughout the entire course ofbuilding and certification. We will continue to work to address specific challenges that prevent some geographic
areas from meeting LEED requirements, and to improve the tracking and certification process.
Inside our LEED certified stores, customers will find repurposed, recycled and locally sourced elements, as well as
innovative environmental features. Our LEED certified stores generate 60 percent less construction waste and require lesswater and energy to operate. On average, our LEED certified stores achieve a 30 percent reduction in energy used forlighting and 60 percent reduction in water use against the LEED baseline. In 2011 we were recognized for our leadershipin green building with the Sustainable Design Award from Global Green USA.
While our LEED program addresses new company-owned stores, we’re proactively looking for opportunities to leverage
environmental design practices in all of our stores. With more than 80 LEED accredited professionals on our global store
development team, we’re also working to provide licensees and other business partners with guidance on sustainable
design and construction practices.

16

Starbucks Global Responsibility Report – Goals and Progress 2011

About the 2011 Global
Responsibility Report
Scope

Reporting YearThe report for fiscal 2011 focuses on our three focus areas: ethical sourcing

Starbucks fiscal year 2011 (October 4, 2010-October 2, 2011), unless(buying), environmental stewardship and community involvement. We

otherwise noted.

have also included helpful links to information and resources found on
Starbucks.com and in past reports regarding our financial, corporate
governance, workplace and diversity policies and performance.

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

In developing this report, we’ve covered topics and issues that we
believe are important to Starbucks and our stakeholders. We either

Previous Reports

share information about those topics in the body of the report or

http://www.starbucks.com/responsibility/global-report

direct readers to other resources.
What we report has also been informed by the Global Reporting Initiative

Information Integrity

G3 Guidelines, a set of internationally recognized sustainability reporting

Starbucks management is responsible for the preparation and integrity ofstandards. These key criteria are outlined in our GRI Index.

the information being reported for fiscal 2011. Through a system of internal

A high-level summary of our progress on our commitments and public
goals are contained in our Global Responsibility Scorecard 2011.

Boundaries
Our Global Responsibility Report for fiscal year 2011 focuses on thework we are doing in: ethical sourcing, community involvement andenvironmental stewardship. These are the areas where we can have thegreatest impact and therefor are of the greatest importance to Starbucks,
our customers and partners (employees), as well as non-governmentalorganizations and investors. We also know wellness and workplace
practices and policies are of considerable interest
to our stakeholders.

controls, including a comprehensive verification process involving internal
subject matter experts, we believe this information fairly represents ourglobal responsibility activities and performance results for the fiscal year
2011. External verification is provided by Moss Adams LLP. Read theMoss Adams Independent Assurance Report.

Forward-Looking Statements
Our reporting on global responsibility for fiscal 2011 includes forwardlooking statements about the company’s business and the company’s
future business plans, initiatives, goals and objectives. These forwardlooking 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

We have always embraced diversity as an essential component in the way

depending on a variety of factors including, but not limited to, coffee,

we do business. We are currently innovating our diversity strategy todairy and other raw material prices and availability; successful execution

support our multi-channel, multi-brand global expansion. Informationof the company’s blueprint for growth and other strategies; cost reduction

about these key topics can be found on Starbucks.com.

and other initiatives; fluctuations in U.S. and international economies andWhile our commitments are global, our report content is focused largely
on Starbucks U.S. and Canada company-owned and operated retail storesand global supply chain operations. Due to store count, these areas that
represent the majority of Starbucks social, environmental and economic
impacts.

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 October 2, 2011.
The company assumes no obligation to update any of these forwardlooking statements.

A notable exception to this is information on total coffee purchases,
which is for all Starbucks brands and retail stores, including Starbucks
Coffee, Seattle’s Best Coffee and Torrefazione Italia. This fiscal year wehave started to collect data from company-owned stores globally andare in the process of validating and improving the processes andinformation in order to be able to consistently and accurately
report against common goals.

17

	
  

INDEPENDENT ASSURANCE REPORTTo the Stakeholders of Starbucks Coffee Company

We have examined the data identified below (the Data) contained within the Starbucks Coffee Company’s Global Responsibility Annual
Report (the Report) for the year ended October 2, 2011. Starbucks Coffee Company’s management is responsible for the Data. Our
responsibility is to express an opinion on the Data listed below based on our examination:
Green coffee purchases and average price per pound as contained in the Coffee Purchasing section;•

C.A.F.E. Practices coffee purchases and purchases as a percentage of total coffee purchased as contained in the
Coffee Purchasing section;•

Certified organic coffee purchases and purchases as a percentage of total coffee purchased as contained in the
Coffee Purchasing section;••

Fair trade certified green coffee purchases and purchases as a percentage of total coffee purchased as contained in the
Coffee Purchasing section;

Amount of commitment to investment in farmer loans and number of farmers and countries represented as contained in the 		
Farmer Support section.

The Criteria used to evaluate the Data are contained in the sections of the Report indicated above.

Our examination was conducted in accordance with attestation standards established by the American Institute of Certified Public
Accountants, and accordingly, included examining, on a test basis, evidence supporting the Data and performing such other procedures
as we considered necessary in the circumstances. Those procedures are described in more detail in the paragraph below. We believethat our examination provides a reasonable basis for our opinion.
Our evidence-gathering procedures included, among other activities, the following:
•
•
•
•
•
•

Testing the effectiveness of the internal reporting system used to collect and compile information on the Data which is included in
the Report;

Performing specific procedures, on a sample basis, to validate the Data, on site at Starbucks Coffee Trading Company buying
operations in Lausanne, Switzerland and Corporate headquarters in Seattle, Washington;
Interviewing partners (employees) responsible for data collection and reporting;

Reviewing relevant documentation, including corporate policies, management and reporting structures;

Performing tests, on a sample basis, of documentation and systems used to collect, analyze and compile the Data that is includedin the Report, andConfirming certain of the Data to third party confirmations and reports.

In our opinion, the Data for the fiscal year ended October 2, 2011 is fairly presented, in all material respects, based on the Criteria
indicated above.

Seattle, Washington
March 16, 2012

Starbucks Global Responsibility Report – Goals and Progress 2011

GOALS

PROGRESS

Ensure 100% of ourcoffee is ethicallysourced by 2015

86% of our coffee was
ethically sourced under
C.A.F.E. Practices in 2011,
up from 84% in 2010.

Total coffee purchases(in millions)

Total C.A.F.E. Practices
purchases(in millions)

ON TRACK

367

269

428

(lb)

166

122

194

(kg)

299

226

367

(lb)

136

103

167

(kg)

81%

84%

86%

100%

2009

2010

2011

2015

We define ethically sourced as coffee that isthird-party verified or certified, either throughC.A.F.E. Practices, Fairtrade or anotherexternally audited system.

Includes green coffee purchases for all Starbucks brands.
Visual representation of progress to goals, not to scale.

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

We made nearly $14.7 million
in loan commitments to ourcurrent loan partners in 2011
while exploring innovativeand new opportunities.

$

2008$12.5M2009$14.5M2011$14.7M

ON TRACK2010$14.6M

Improve farmers’ accessto carbon markets,
helping them generate
additional income while
protecting theenvironment

We continued to learn from ourpilot in Indonesia and have seen
significant improvements withthe program’s implementationin Mexico.

2015
$20M

Forest protected - 210,258 hectares
Farmers participating - 150
23,357 tons of carbon sold
Sumatra,Indonesia(Pilot)ON TRACK

Chiapas, Mexico

GOALS

PROGRESS

Mobilize our partners(employees) andcustomers to contribute
1 million hours ofcommunity service per
year by 2015

We more than doubled ourcommunity service hours
from 2010.
ON TRACK

1 Million
186,011
Hours

191,224
Hours

442,353
Hours

2009

2010

2011

Hours

2015

19

(Pilot)

Chiapas, Mexico

Starbucks
Responsibility
ReportGoalsourand Progress 2011
Made
progress–against
Purchase Global
renewable
new global goal by purchasingenergy equivalent to
the equivalent of more than
211.3 Million*
KWH 20%50% of electricity used in
100% of the electricity
our company-owned stores
259.5 Million*
used in our global
worldwide in 2011.
KWH 25%GOALS
PROGRESS
company-owned
580.0 Million*
KWH 58%
ON TRACK
stores by 2015

Mobilize our partners(employees) andcustomers to contribute
1 million hours ofcommunity service per
year by 2015

We more than doubled ourcommunity service hours
from 2010.

Reduce water
consumption by 25%
in our company-owned
Engagetotal ofstores bya 2015
50,000 young people
to innovate and takeaction in theircommunities by 2015

Although water consumption
has decreased more than
17% since 2008, water use
increased 5% in 2011 over
the yearbefore.
We
continued
to exceed thisON TRACK

goal by engaging more than
50,000youth in community
ON TRACK
activities 2011.

558 Million
KWH

2008
2009
2010

50.4%**

2011

1 Million

100%**
191,224
186,011*U.S. and Canada company-owned stores.
Hours
Hours
**Global company-owned stores.

2009

2010

Gallons

2011

20.1

2015
Hours

442,353
Hours

2011

2015

Liters

76.2

17.6% Decrease

53,763

Gallons

Liters

24.4

92.3

2008

22.4

84.8

2009

19.1

72.4

2010

50,05050,00025% Decrease

2015

ACHIEVED

20,868

Gallons (liters) per square foot of retail space per month.

GOALS

PROGRESSGOALSPROGRESS
During this first year of

Build all new,company-owned
storesto achieve
Develop®
LEED
certification
comprehensive

recycling solutions forour paper and plastic
cups by 2012

2009

2010

2011

2011

implementation, we built
75% of our new companyowned
stores to achieveWe
demonstrated
the viability
LEEDof ourcertification.
cup recycling solution
in the U.S. and Canada andareworkingON
TRACK to bring thesesolutions to scale globally.

2015

75% of new company owned®
stores built to achieve LEED
certification.

DesignCollection

ON TRACK

Based on fiscal 2011 new, company-owned stores built starting after December 1, 2010.

Infrastructure

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

In 2011 we brought front-ofstore recycling to more than
1,000 company-owned storesin the U.S. and Canada.
ON TRACK

100%
2015

Percent of store locations
with front-of-store recycling

18%
2011

5%
2010
20

U.S. and Canada company-owned stores.

communities by 2015

20,868

Starbucks Global Responsibility Report – Goals and Progress 2011
2009

GOALS

PROGRESS

Developcomprehensive
recycling solutions forour paper and plastic
cups by 2012

We demonstrated the viabilityof our cup recycling solution
in the U.S. and Canada andare working to bring thesesolutions to scale globally.

2010

2011

2015

DesignCollection

ON TRACKInfrastructure

Implement
front-of-store recycling
in ourcompany-owned
stores by 2015100%

In 2011 we brought front-ofstore recycling to more than
1,000 company-owned storesin the U.S. and Canada.

2015

Percent of store locations
with front-of-store recycling

ON TRACK

18%
5%

2011

2010
U.S. and Canada company-owned stores.

Serve 5 percent ofbeverages made in
our stores in personal
tumblers by 2015
Previous Goal:
Serve 25 percent ofbeverages made in ourstores in reusable cupsby 2015

In 2011, customers usedpersonal tumblers morethan 34 million times –nearly 2% of all beverages
served in global companyowned stores.

Percent of beverages served in personal tumblers

1.5%

1.8%

26.3
MillionTimes*

1.9%

32.6
MillionTimes**

5%

34.1
MillionTimes*

MODIFIED GOAL

2009

2010

2011

2015

*U.S., Canada, U.K. and Ireland company-owned stores.
**US, Canada, UK, Ireland and Germany.

GOALS

PROGRESS

Reduce energy
consumption by 25% in
our company- owned
stores by 2015

In FY11 we made good progress –our electricity use has decreasedby more than 7.5% since 2008.

1.6%
Decrease

3.2%
Decrease
7.5%
Decrease

ON TRACK
25%
Decrease

21

Million

MillionTimes*
Times**
Previous Goal:
MODIFIED GOAL
Serve 25 percent of
2009
2010
beverages made in ourstores in reusable
cups Responsibility Report – Goals and Progress 2011
Starbucks
Globalby 2015*U.S., Canada, U.K. and Ireland company-owned stores.

MillionTimes*

2011

2015**US, Canada, UK, Ireland and Germany.

GOALS

PROGRESS

Reduce energy
consumption by 25% in
our company- owned
stores by 2015

In FY11 we made good progress –our electricity use has decreasedby more than 7.5% since 2008.

1.6%
Decrease

3.2%
Decrease
7.5%
Decrease

ON TRACK
25%
Decrease

2008

2009

2010

2011

6.8 KWH

6.69 KWH

6.58 KWH

6.29 KWH

2015

Average electricity use per square foot/store/month U.S. and Canada companyowned stores. This year’s report shows % change to 2008 baseline vs. Year over Year %.

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

Made progress against our
new global goal by purchasing
the equivalent of more than
50% of electricity used inour company-owned storesworldwide in 2011.
ON TRACK

211.3 Million
KWH

20%*

2008

259.5 Million
KWH

25%*

2009

580.0 Million
KWH

58%*

2010

50.4%**

2011

100%**

2015

558 Million
KWH*U.S. and Canada company-owned stores.
**Global company-owned stores.

Reduce water
consumption by 25%
in our company-owned
stores by 2015

Although water consumption
has decreased more than
17% since 2008, water use
increased 5% in 2011 over
the year before.

Gallons

2011

20.1

LitersGallons

Liters

24.4

92.3

2008

22.4

84.8

2009

19.1

72.4

2010

76.2

17.6% Decrease

ON TRACK
25% Decrease

2015

Gallons (liters) per square foot of retail space per month.

GOALS

PROGRESS

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

During this first year of
implementation, we built
75% of our new companyowned stores to achieve
LEED certification.

2011
75% of new company owned®
stores built to achieve LEED
certification.

22