Starbucks Corporation

Fiscal 2007 Corporate
Social Responsibility
Annual ReportContents
4

Letter to Stakeholders

Starbucks and Corporate Social
Responsibility
5

About This Report

8

Key Performance Indicators Summaryand Highlights for Fiscal 2007

11 Starbucks Company Profile
12 Integrating Corporate Social
Responsibility (CSR)

SOCIETY

DIVERSITY

44 Starbucks Community & Growth Impacts

89 Fostering Diversity, Inclusion andAccessibility

49 Starbucks Community Investments
54 Our Contributions to Communities
Around the World
57 The Starbucks Foundation
61 Starbucks Commitment to Health andWellness

90 Diversity, Inclusion and Accessibility in
the Workplace
93 Supplier Diversity
93 Urban Coffee Opportunities
94 Independent Assurance Report

65 Being Responsive to Our Customers
66 Public Policy and Government Affairs

RESOURCES

16 External Recognition
17 United Nations Global Compact

ENVIRONMENTPRODUCTS

67 Our Commitment to Environmental
Stewardship

18 Our World of Products

68 Our Climate Change Strategy

20 Advancing Our Model For Sustainability

71 Understanding and Improving Our
Environmental Footprint

21 Coffee – Sustainable Relationships
23 Sustainable Prices

78 Starbucks Long-Term Commitment toEnvironmental Responsibility

25 Defining Criteria for Sustainability:
C.A.F.E. Practices
30 Fair Trade Certified™ and Certified
Organic Coffees

WORKPLACE
79 Providing A Great Work Environment

32 Investing in Coffee Communities

80 Listening to Our Partners

36 Seeking Continuous Improvement

83 Offering Benefits to Our Partners

38 Responsible Cocoa Sourcing Program– Cocoa Practices

84 Focusing on Health and Wellness

41 Tazo® Tea – Advancing Our Commitment
to Sustainability
42 Sustainable Procurement

86 Partner Training and Career Development
88 Workplace Policies and RespectingPartners’ Rights
88 Health and Safety

43 Quality Assurance and Product Recalls

Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report2

It began,as many good things do,with a few genuine,
heartfelt conversations.
Some sincere, open discussions among a core team ofindividuals who were determined to make sure Starbucks
would become the premier purveyor of the world’s finest
coffee. Frank, forthright, perhaps a bit idealistic, we
examined our values and our beliefs. And we asked ourselves
just what kind of coffee company we would create.
We discussed how critical it would be that we consistently
apply the highest standards of excellence to the purchasing,roasting and fresh delivery of our coffee. And how essential it
would be that we treat coffee farmers respectfully, helping themachieve the kind of success that would ensure our own future.
Today, the effort and energy we invest in ethical coffee
sourcing is a direct manifestation of those conversations
that took place back when we were just starting out. A
discussion about the kind of coffee company we werecommitted to being – then, now and forever.

Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report3Dear Stakeholders,
My journey with Starbucks began when I walked into our first store
in Seattle’s Pike Place Market more than 25 years ago. Inside
was extraordinary coffee from around the world, roasted with careand shared by people who were passionate about coffee. Anothertransformational moment came a few years later. On a business trip
to Italy, I discovered the romance of espresso and the coffeehouse
experience that would define today’s Starbucks.
And in the past year, I had a life-changing visit to a coffee
cooperative in Rwanda, where I was met by thousands of coffee
farmers and their families. It was an emotional experience for me
to see the positive impact Starbucks is making in this community.
I reflected on the tremendous responsibility we have as a company
to ensure that we are building an enduring company – not just forourselves, but also for families in coffee-growing communities
around the world who rely on us for their livelihoods.
Our company is in the midst of a transformation – one that will
reinvigorate our business by renewing our focus on coffee andthe customer experience. These three profound experiences are
helping inform our future direction. We are dedicated to embracing
our rich coffee heritage, reigniting the customer experience inour stores, and reaffirming our commitment to being a deeply
responsible company.
I believe that Starbucks commitment to ethically sourcing androasting our coffee differentiates us as a leader in our industry. In
fiscal 2007, 65 percent of our coffee was purchased from C.A.F.E.
(Coffee and Farmer Equity) Practices–approved suppliers who are
integrating our rigorous standards for sustainability throughout thecoffee supply chain. Our goal is to be purchasing 80 percent ofour coffee through C.A.F.E. Practices by 2013, and extending the
program’s reach to areas in Africa and Asia.

Another priority is to develop and implement a global environmental
strategy for our business. The changes we will make will focus on
decreasing our carbon footprint as we grow. We are also working tostrengthen the connections with the communities we serve by engaging
with our neighbors and stakeholders.
The foundation of everything we do at Starbucks is our Mission
Statement and Guiding Principles. Although we haven’t always been
perfect, we have always been dedicated to being the kind of company
that is trustworthy and authentic. Being transparent and openly
sharing our successes and challenges through our Corporate Social
Responsibility Annual Report is an important part of our strategy.
Another component is our support of the 10 universal principles of theUnited Nations Global Compact.
Even during this time of change for our company, one thing that will
never change is our long-standing commitment to conducting businessin a responsible and ethical manner. Going forward, we will only deepen
our approach by continuing to integrate social and environmental
responsibility into every aspect of our business. I invite you to comealong with us on this journey.

Howard Schultz
chairman, president and chief executive officer

STARBUCKS MISSION STATEMENT AND
GUIDING PRINCIPLES
To establish Starbucks as the premier purveyor of the finest
coffee in the world while maintaining our uncompromisingprinciples as we grow.
The following six Guiding Principles will help us measure theappropriateness of our decisions:• Provide a great work environment and treat each other withrespect and dignity.

Letter to• Apply the highest standards of excellence to the purchasing,
Stakeholders
roasting and fresh delivery of our coffee.

• Embrace diversity as an essential component in the way we
do business.

• Develop enthusiastically satisfied customers all of the time.
• Contribute positively to our communities and our environment.
• Recognize that profitability is essential to our future success.

Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report4

01

PRODUCTS

02

society03

environment

04

workplace05

diversity

Starbucks andCorporate
SocialResponsibility
About This Report
Scope
This report includes information on Starbucks U.S. and Canada
company-operated retail and global supply chain operations – theareas that represent the majority of Starbucks social, environmental
and economic impacts. Starbucks system for collecting and reporting
reliable social, environmental and economic performance data does
not encompass all of our operations. We acknowledge the impactsof our licensed and international stores, but we currently do nothave a systematic way to collect reliable data from these operations.
Where available, anecdotal information is included for international,
licensed store operations and joint ventures. Information on totalcoffee purchases is for Starbucks brands, including Starbucks coffee,
Seattle’s Best Coffee and Torrefazione Italia coffee.

Reporting Year
Starbucks fiscal year 2007 (October 2, 2006–September 30, 2007),
unless otherwise noted.

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

Starbucks 2007 CSR Report andPrevious Reports	www.starbucks.com/csr

Information Integrity
Starbucks management is responsible for the preparation and integrityof the information in this report. Through a system of internal controls,
including a comprehensive verification process involving internal
subject matter experts, we believe this report fairly represents our CSR
activities and results for the fiscal year ended September 30, 2007.
External verification is provided by Moss Adams LLP.
	Read the Moss Adams Independent Assurance Report.

About This Report

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report5Global Reporting Initiative

Focusing on Materiality

Starbucks reporting continues to be influenced by the Global
Reporting Initiative’s (GRI) G3 Sustainability Reporting Guidelines
in determining relevant content and performance metrics to include.

This is Starbucks seventh annual Corporate Social Responsibility (CSR)
Report. This year, we took a different approach by publishing a fullreport online, along with a short printed report focused on our coffee
purchasing practices. We also produced a summary highlights brochureof our CSR initiatives and performance for fiscal 2007. This brochureis distributed through Starbucks stores and available at the Starbucks
Support Center in Seattle and Regional Support Centers (U.S. andinternational).

The GRI Table is available for review online in the Downloads
section at www.starbucks.com/csr.
A description of how we applied the GRI principles is included inTransparency and Reporting later in this section. We self-declarethis report to GRI Application Level B+.
	Learn more about GRI at www.globalreporting.org.

We began our reporting process for the fiscal 2006 CSR Report by
conducting a materiality assessment to ensure that we are aligned withthe materiality principle of the Global Reporting Initiative regarding
content. Specifically, the topics and indicators covered in our CSR
Report should reflect Starbucks significant economic, environmental
and social impacts, or substantively influence the assessments anddecisions of our stakeholders. We consulted a variety of inputs – bothinternal and external – as part of our materiality assessment.
• Company objectives, strategies, policies, programs and risk factors.
• Partner (employee) surveys and other input gathered through various
feedback mechanisms.
• Customer contact feedback.
• Shareholder resolutions and anecdotal feedback.
• Input gathered through stakeholder dialogues.
• Informal input from coffee suppliers.
• Media coverage and blog discussions of issues.
• Stakeholder feedback specific to Starbucks 2005 CSR Report.
• Global Reporting Initiative (GRI) recommended topics and datafor inclusion.
After reviewing these inputs, we compiled a list of issues, andprioritized each one based on the following criteria:• The importance of the issue to – and potential impact on –Starbucks.
• The importance of the issue to – and potential impact on –external stakeholders.
• The amount of reasonable control Starbucks has over aparticular issue.
Based on our assessment, we determined that the material issues ofgreatest importance to Starbucks and our stakeholders, over which
the company has a reasonable level of control, fell into five topic areas
highlighted on the next page. We revisited our assessment at the time
we began work on our fiscal 2007 CSR Report and decided that theissues identified here continue to represent what is most material toStarbucks and our stakeholders.
The most material content in our report is shown in the upper
right box in the matrix on the following page and indicated ingreen boxes throughout the report.

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report6Materiality Matrix

Coffee purchasing practices• Fair Trade Certified™ coffee

What Matters Most
Coffee purchasing practices• Prices paid to coffee farmers and suppliers• Respect for workers’ human rights• Long-term availability of high-quality coffee
Growth and expansion• Impacts on local communities

health and wellness• Products• Nutrition information
workplace practices• Culture and benefits• Satisfaction and engagement

Coffee purchasing
practices• Organic and conservation
environmental practices• Water usage• Waste and recycling• Sustainable packaging• Transportation/
distribution impacts
Customer Concerns• rBGH dairy• Marketing to youth• Caffeine

iMportantsiGnifiCanCe to externaL stakehoLders

very iMportantenvironmental impacts• Climate change• Energy consumption• Paper cups

Governance• Executive compensation• Majority voting forboard members• Transparency
stakeholder engagement

Local Community
engagement• Charitable giving• Partnerships• Partner (employee)volunteerism
diversity• Workplace• Supplier• Communities
Sustainable Sourcing• Supplier Code of Conduct• Human rights/
working conditions• Tea• Paper• Ethos™ water
responsible Marketing• Starbucks™ Liqueurs

iMportantcoffee purchasing practices• Verification and transparency• Access to credit• Social investments
environmental impacts• Store design and operations
workplace practices• Training and development• Right to organize• Health and wellness• Health and safety
Managing Corporatesocial responsibility• Vision and priority setting• Ethics and governance
Cocoa sourcing practices
public policy
Global philanthropic programs

very iMportantsiGnifiCanCe or potentiaL iMpaCt on starbuCks

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report7Key Performance Indicators Summary and Highlights for Fiscal 2007

products

societyenvironment

workplacediversity

INDICATOR

2006

2007

2008
TARGET

WHAT WE SAID IN
FISCAL 2006

WHAT WE DID IN
FISCAL 2007

SELFRATING

MORE
INFO

Pounds of green(unroasted) coffee
purchased from
C.A.F.E. Practices–
approved suppliers

155 million
pounds228 million
pounds(goal: 225
million pounds)

Introduce a revised versionof the C.A.F.E. Practices
guidelines to allow for
streamlined, efficient andobjective scoring.

Introduced a new scorecard– Version 2.0 – for C.A.F.E.
Practices. Version 2.0 includes
guidelines on more than 200
specific indicators, making the
supplier implementation morestraightforward.

Page 25(goal: 150
millionpounds)Target is basedon a percentage
of our totalcoffee purchases(below) rather
than the numberof pounds.

Update our guidelines toaccount for regional differences,including clarification ofminimum performance levels
and compliance with local laborlaws and wages for permanent,
temporary and seasonal
workers.

Began evaluating the datacollected from the launch of
C.A.F.E. Practices Version 2.0
and using it to understandregional differences, where
improvements or more training
and support are needed, andhow best to continue expanding
C.A.F.E. Practices in East Africa
and Asia Pacific.

Page 27

PRODUCTS
Coffee andFarmer Equity(C.A.F.E.)
Practices

Fair Trade
Certified™
coffeePercentage of total
green (unroasted)coffee purchases

53%

65%

65%

Implement a new IT systemfor online verifier reporting andscore calculation.

Implemented a new technology
system for online verification,
which has helped to streamline
the reporting process.

Page 27

Pounds of green(unroasted)coffee purchasedfrom Fair Trade
Certified™
cooperatives

18 million
pounds20 million
poundsFair Trade
Certified™ green(unroasted)coffee purchases
to support
forecasted
sales. We expectthat Fair Trade
Certified™
coffees could
represent 5% of
our total coffee
purchases in agiven year.

Support and promote the sale ofStarbucks Fair Trade Certified™
Café Estima Blend® coffee inStarbucks company-operated
stores, foodservice channels
and other points of distribution.

We saw an increase inawareness of the Fair Trademovement, which resulted in
more demand for Starbucks
Café Estima Blend® coffee. We
have continued to find ways topromote Fair Trade Certified™
coffee to our customers, often
working in tandem with Fair
Trade national initiatives aroundthe globe. In October 2007,
Starbucks participated in “Fair
Trade Month” by featuring Café
Estima Blend® twice as the
Coffee of the Week in our U.S.
stores.

Page 30

Percentage of total
green (unroasted)coffee purchases

6%

6%Continue to work with Fair
Trade organizations tocommunicate key findings
and challenges, provide
transparency to the farmer
level, augment the businesscapacity of participating Fair
Trade cooperatives, and support
a multifaceted approach to
ethical, sustainable coffee
purchasing.

Starbucks and TransFair USA
are continuing to work ontransparency issues.

Page 30

KEY:

Achieved

Making
Progress

Did notachieve

Key Performance Indicators
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report8

INDICATOR

2006

2007

2008
TARGET

WHAT WE SAID IN
FISCAL 2006

WHAT WE DID IN
FISCAL 2007

SELFRATING

MORE
INFO

Total cash and inkind contributions$36.1 million$18.0 million

Do not currently
set targets for
future charitable
contributions.

Starbucks and The Starbucks
Foundation will announce a
global philanthropic framework
focused on supporting
educational initiatives inStarbucks retail markets aroundthe world.

Page 50

Percentage ofpre‑tax earnings

4.0%

1.7%

Created a new approach andfocus for our local giving
programs that will be centeredon our vision to strengthen
local communities by aligning
resources and leveraging
technology to support youngsocial entrepreneurs who areseeking to change their local
communities through innovativeideas, volunteerism and civic
action.

Number of hours
volunteered bypartners andcustomers in the
U.S. and Canada

383,000

320,000(goal: 421,000)

Starbucks updated the Make
Your Mark guidelines in fiscal
2007, providing clarity on thenumber of team projects eachstore could submit annually.

Page 52(goal:
375,000)

Electricity

Kilowatt-hours per
square foot of retailspace per month

6.57

6.78

By 2010, we will
reduce energy
use by 25% in
all companyoperated andinternational
stores.

Work with the U.S. Green
Building Council to develop
LEED (Leadership in Energy
and Environmental Design)
standards for the retail sector
that set out best practices forenvironmentally sound design of
new stores.

Continued to play an activerole in advancing the USGBC’s
LEED standard for retail throughits Retail Pilot project. We are
currently working on the final
application for our volume build
prototype, anticipated to becompleted in 2008.

Page 71

Water

Gallons per squarefoot of retail space
per month

26

25

Target has notbeen established.

Use a representative sample
of stores as a “test bed” tomonitor energy and water usageas part of a comprehensive
audit to help us determine
conservation opportunities.

Began a six-monthcomprehensive energy audit,
which involved 24-hourmonitoring of all aspectsof energy usage among a
representative sample of 19
Starbucks stores in the U.S.
Results will be evaluated inspring 2008.

Page 75

Paper

Percentage ofpost-consumer
fiber (not including
hot cups)

66.4%

62%

66.9%

(goal: 66.9%)

Test the Environmental Paper
Assessment Tool (EPAT) with
our top two suppliers of paper
products to help determine how
to best incorporate the tool into
our paper procurement decision
processes.

Postponed our plans to test the
EPAT tool until fiscal 2008.

Page 77(goal: 50%)

Percentage ofunbleached fiber(not including
hot cups)

86.3%

76%
(goal: 87.1%)

The decreases in post-consumer
fiber and unbleached paper
percentages were mainly driven
by increases in tonnage but
no significant increase to PCF
or unbleached paper changes
in product categories. We areclose to maximizing PCF andunbleached in many categories
without having operational
impacts to products.

Page 77(goal: 86.5%)

society
Charitable
Contributions

Volunteerism(Make YourMark)

352,000

environment

87.1%

KEY:

Achieved

Making
Progress

Did notachieve

Key Performance Indicators
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report9INDICATOR

2006

2007

2008
TARGET

WHAT WE SAID IN
FISCAL 2006

WHAT WE DID IN
FISCAL 2007

Partnersatisfaction

Percentage ofsatisfied or verysatisfied partners

86%

Percentage ofengaged partners

69%

Conduct aPartner View
Survey of allpartners incompanyoperated storesglobally.

Take additional steps to respondto the fiscal 2006 Partner View
survey results in the areas of
pay and benefits, streamlining
internal communications
and creating future job
opportunities.

Implemented wage adjustments
for the majority of store partners
in the U.S. and Canada.

Partnerengagement

We conducted
two Pulse
Surveys ofapproximately
15,000
randomly
selected partners
to checkprogress on
the fiscal year
Partner View
Survey Action
Plan.

U.S. executives(vice presidents
and above)

33%

34%

U.S. workforce

66%

66%

Continue the creation andimplementation of businessunit–specific Diversity
Leadership Teams (DLTs) acrossthe company.

Eight new Diversity Leadership
Teams originated in fiscal 2007,
bringing the enterprise total
to 19.

U.S. executives(vice presidents
and above)

15%

14%

While Starbucks
values diversity
and inclusion, we
do not currently
set targets forrepresentation by
race and gender.

Solidify a strategic initiative tolink the Diversity and Staffing
organizations.

The two functions worked
together to develop a sharedvision and priorities.

U.S. workforce

30%

31%

Amount spent withcertified minority
and women-owned
businesses in U.S.

$213 million$350 million$375 million(goal: $206
million)(goal: $250
million)Develop a five-year supplier
diversity plan that enables
Starbucks to further advanceour diverse supplier base.

Five-year plan was notcompleted due to personnel
changes.

Create a supplier diversity
advisory council to support
the advancement of supplier
diversity at Starbucks.

After further evaluation, we
determined that an advisory
council was not the best
approach to support supplier
diversity at Starbucks.

SELFRATING

MORE
INFO

workplace
Page 80

Completed an international
Total Pay assessment to review
Starbucks compensation andbenefits in our international
markets.

diversity
Women

People of color

Suppliers

Page 91

Page 93

Starbucks is no longer including Health and Safety as a KPI, but we are continuing to report the data in the Workplace section.

KEY:

Achieved

Making
Progress

Did notachieve

Key Performance Indicators
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report10Starbucks Company
ProfileStarbucks Corporation is the leading retailer, roaster and brand of
specialty coffee in the world, with more than 15,000 companyoperated and licensed locations in North America, Latin America,
Europe, the Middle East, Africa and Asia Pacific.
Through various licensing arrangements and foodservice accounts,
Starbucks® coffee and other products are sold in designatedlocations within airports, grocery stores, other prominent retailers,
hotels and universities. Starbucks international licensed retail storesare operated through licensing arrangements and joint ventures,primarily with established retailers or restaurant operators, althoughsome are wholly owned by Starbucks or its affiliates.

Our brand portfolio offers a wide variety of consumer products
including Tazo® teas, Starbucks Entertainment CDs, bottled Ethos™
water, Starbucks® ice cream and Starbucks™ liqueurs. The Seattle’s
Best Coffee and Torrefazione Italia coffee brands enable Starbucks
to appeal to a broader consumer base by offering a variety of coffee
flavor profiles. Starbucks also sells coffee-brewing equipment andother merchandise.
With headquarters in Seattle, Starbucks Corporation is incorporated in
Washington State, in the United States. The company’s common stock
is traded on the NASDAQ® Global Select Market (“NASDAQ”), under
the symbol “SBUX.” As of January 11, 2008, there were approximately
592,940 registered and beneficial shareholders of record.

Company DataFISCAL YEAR

2005

2006

2007

Total net revenues$6.4 billion$7.8 billion$9.4 billion

U.S. company-operated retail stores$4.5 billion$5.5 billion$6.6 billion

U.S. specialty (licensing, foodservice and other)*$558 million$683 million$788 million

International company-operated stores$852 million$1.1 billion$1.4 billion

International specialty (licensing, foodservice and other)**$170 million$215 million$259 million

Total Global Consumer Products Group revenues*$249 million$305 million$366 million

Net earnings$494 million$564 million$673 million

Earnings per common share – diluted

$0.61

$0.71

$0.87

Shareholders’ equity$2.1 billion$2.2 billion$2.3 billion

Total income taxes$302 million$325 million$384 million

Cash paid for income tax expense$228 million$274 million$342 million

U.S. federal and state$219 million$258 million$309 million

International$9 million$16 million$33 million

Effective tax rate

37.9%

35.8%

36.3%

Number of countries where Starbucks stores are located

37

37

43

Total retail stores

10,241

12,44015,011

U.S. company-operated stores

4,918**

5,728

6,793

International company-operated stores

1,202**

1,435**

1,712

U.S. licensed stores

2,435

3,168

3,891

International licensed stores

1,686**

2,109**

2,615

115,000

145,800

172,000

Number of partners (employees) globally*Beginning in the fiscal fourth quarter of 2006, the company increased its
reporting segments from two to three to include a Global Consumer ProductsGroup (“CPG”) segment in addition to the U.S. and International segments. Thisadditional operating segment reflects the culmination of internal management
realignments in fiscal 2006, and the successful development and launch ofcertain branded products in the U.S. and internationally, commencing in fiscal
2005 and continuing throughout fiscal 2006. Additionally, with the 100 percent
acquisition of the company’s operations in Hawaii in fiscal 2006, and the shift
in internal management of this market to the U.S., these operations have been
moved from the International segment to the U.S.

**International store information has been adjusted for the fiscal 2007 acquisitionof Beijing, the fiscal 2006 acquisitions of Hawaii and Puerto Rico and fiscal
2005 acquisitions of Germany, Southern China and Chile licensed operations byreclassifying historical information from Licensed stores to company-operated stores.
U.S. store information was also adjusted to align with the Hawaii operations segmentchange by reclassifying historical information from International company-operated
stores to the U.S.

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report11Integrating Corporate
Social Responsibility(CSR)
At Starbucks, our commitment to good governance, ethical conduct
and social responsibility is core to our way of doing business, andstrongly aligned with our drive to create and increase shareholder
value. We are also committed to maintaining our relationships withstakeholders, and gaining their input and feedback on issues ofmutual importance.

The Business Case
Starbucks defines CSR as conducting business in ways that
produce social, environmental and economic benefits forthe communities in which we operate and for the company’s
stakeholders, including shareholders. Throughout this report, weunderscore the importance and benefits of CSR to our business.
Below is a short summary of the tangible benefits, including:• Attracting and retaining our partners (employees): We believe
Starbucks commitment to CSR contributes to overall retention
and higher-than-usual levels of partner satisfaction andengagement. The company’s comprehensive benefits package
also motivates partners to stay at Starbucks.

• Reducing operating costs: Many environmental measures, such asenergy-efficient equipment or lighting, involve initial investments but
deliver long-term environmental and cost-saving benefits.
	We outline a number of those measures in the Environment section of this report.

• Creating a sustainable supply chain: We have made significant
investments in our supply chains, with the long term in mind. Our
focus has been to ensure that our suppliers of today will have thecapacity to supply Starbucks business tomorrow. Their sustainability
is critically linked to our growth and success. This is especially trueof those who supply our core products or ingredients, such as coffee,
tea and cocoa.
	Learn more about our approach to ethical sourcing in our Products section.

• License to operate: Having a strong reputation as a socially
responsible company makes it more likely we will be welcomed into
a local community. In a recent customer survey, nearly half of the
respondents indicated extremely or very positive attitudes about
having a Starbucks in their neighborhood, while only seven percent
expressed negative attitudes.
	Learn more about the survey in our Society section.

• Customer loyalty: Studies have revealed that customers preferto do business with a company they believe to be socially
responsible, when their other key buying criteria are met. In
2007, we surveyed our customers and found that 38 percent
associate Starbucks with good corporate citizenship. The vast
majority – 86 percent – of customers surveyed indicated being
extremely or very likely to recommend Starbucks to a friendor family. Our customers’ loyalty has been instrumental to thecompany’s ability to grow.

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

12Corporate GovernanceBusiness Ethics

Starbucks board of directors holds management accountable tooperate and manage the company according to strong ethical andgovernance principles. The board currently has nine members,
eight of whom meet the independence requirements of NASDAQ®1.
Starbucks president and ceo Howard Schultz chairs the board.
All three committees of the board are comprised of independent
directors and have specific charters: Audit and Compliance,
Compensation and Management Development and Nominating andCorporate Governance.

Upholding our strong ethical corporate culture is paramount toStarbucks success. Starbucks Business Ethics and Complianceprogram supports partners in making ethical business decisions bycommunicating Starbucks Standards of Business Conduct, facilitating
legal compliance and ethics training, and providing mechanisms forpartners to seek guidance and voice concerns.

There are well-defined criteria for the selection of new board
members, foremost being a clear demonstration of their own personal
integrity and ethics. Board diversity is sought in terms of members’
personal and professional backgrounds, gender, race, ethnicity
or other differentiating characteristics, enabling a wider range of
opinions and perspectives to be considered. Of the nine membersof Starbucks board, one is Latino, two are African American (one ofwhich is female), and one other female also serves on the board.
In November 2007, our board amended the company’s bylaws
to include majority voting to allow shareholders to play a moremeaningful role in the election of directors. Director nominees
must receive more “for” than “against” votes to be elected in an
uncontested election. Additionally, the term of a nominee who does
not receive a majority of the votes cast will end on the earliest ofeither: (1) 90 days after the date election results are certified; (2)the date the director resigns; or (3) the date the board of directors
fills the position. This change demonstrates Starbucks ongoingcommitment to strong corporate governance practices.
Shareholders and partners (employees) can provide recommendations
and feedback to the board through the Business Conduct Helpline
and the Auditline. In addition, written correspondence can besent to the board, an individual director or to any of Starbucks
independent board committees.
Committee charters, our governance principles, our director
nominations policy (including criteria for board membership) andprofiles on each board member are available in the corporate
governance section of Starbucks.com.

Starbucks also maintains an Auditline for third parties, such as vendors,
investors and customers, to report possible accounting and/or auditing
irregularities. The Auditline is available to Starbucks partners as well.
In North America, the Business Ethics and Compliance program iswell established, having been in place since 1999. In 2004, program
components were launched internationally and continue to be rolled out
in company-owned markets following a market opening or acquisition.
In addition, Starbucks Code of Ethics for CEO and Finance leaders isavailable in the Corporate Governance section of Starbucks.com.

Managing CSR
Starbucks continues to evolve and strengthen the way CSR is managed
internally. We have created structures to ensure that emerging issues
are identified, prioritized and addressed in a more systematic andintegrated manner throughout the company; and that company policies
and procedures are upheld and followed. Our Emerging Issues Council,
CSR Executive Committee and Policy Governance Council serve thesefunctions respectively. They are described in more detail below.
Throughout the company, there is a strong sense of sharedaccountability for CSR. In fiscal 2007, we took both a centralized anddecentralized organizational approach to managing CSR. At Starbucks
Support Center, our global headquarters located in Seattle, there wasa dedicated CSR group, reporting to the senior vice president of CSR,
for the day-to-day management of specific CSR-related initiatives. This
group often serves as the catalyst for new CSR programs, which may
end up being managed and implemented at the business unit, division
or department level. Once implemented, the CSR team provided
broad oversight and served as an ongoing resource. The fiscal 2007
CSR organizational chart is presented below. Currently there is not acommittee of the board dedicated to CSR.

In fiscal 2008, Starbucks is exploring a new organizational structure that will more deeply integrate CSR into our business operations. Our strategic priorities include ethical sourcing,
improving environmental performance in the development and operation of our stores, working to be a respected partner in our communities, and communicating our CSR commitments.
The materiality assessment conducted for our reporting is one important input in the development of our key strategic priorities. Another key input is business unit priorities.
NASDAQ generally defines independent director as a person other than an
executive officer or employee of the company or any other individual having
a relationship which, in the opinion of the issuer’s board of directors, wouldinterfere with the exercise of independent judgment in carrying out the
responsibilities of a director.

1 Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report13

Emerging Issues Council (EIC)

Stakeholder Engagement

Established in 2004, the EIC is a cross-functional, forward-looking
team of Starbucks executives from across the company. Together,
they work to stay abreast of the external global environment andidentify emerging trends that may be of concern to Starbucks andour stakeholders down the road. Issues of potential concern are
reviewed and prioritized. As issues are identified, the EIC may
engage external stakeholders to gain their input. It may also involve
appropriate business units to explore an issue further, define
feasible options and recommend any action needed.

Our stakeholders include partners (employees), customers, suppliers,
farmers, shareholders, governments, community members,
environmental groups, activists and many others. By proactively
engaging our stakeholders, including those who may be directly
impacted by our business decisions, we are able to better understandtheir concerns and gain their input on topics of mutual importance.

Issues of high priority are presented to the CSR Executive
Committee for review and appropriate action.

CSR Executive Committee
The CSR Executive Committee is charged with setting CSR-related
strategy and policies; monitoring progress against CSR objectives;
reviewing and approving major CSR social investment activity;
overseeing global, regional and local CSR organizational structure
and accountabilities; and ensuring CSR integration throughout thecompany.
In 2007, the CSR Executive Committee, headed by Starbucks
president and ceo and comprised of several senior level officers of
the company, focused on two key initiatives: creating an initiative toachieve high-performance green stores, with specific attention onenergy consumption; and developing a global strategy for giving thataligns Starbucks philanthropic investments around a single cause
platform.

We stayed in touch and continued to engage in dialogue withseveral key stakeholder groups and industry experts during fiscal
2007, building on a number of meetings and forums we hosted theprevious year. These included discussions about our cocoa sourcing
practices, water-related issues and our approach to health andwellness. We also continue to share the work we are doing to build amodel for sustainable coffee sourcing, which we refer to as C.A.F.E.
Practices. Participating in industry groups, such as the Specialty
Coffee Association of America, and presenting at conferences are two
examples of the avenues we take.
To help us improve our transparency, we engaged various stakeholders
in June–August 2007 and invited them to provide feedback on
Starbucks Fiscal 2006 CSR Report. Their input helped influence thechanges we made to this CSR Report, including our decision to print
only an abridged version and publish the full report online.
Throughout this report, there are specific references to our engagementwith others, as well as the mechanisms we use to gain ongoing
feedback from our key stakeholders.

Policy Governance Council
Over the years, Starbucks has adopted certain governance tools,
such as policies, standards, guidelines and procedures, to help
guide our business conduct in accordance with the law andStarbucks Mission Statement and Guiding Principles.
Starbucks formed a Policy Governance Council in fiscal 2006
to oversee and approve our governance tools at the global
enterprise level, and to ensure they are well-defined, consistent
with each other, current, stored for easy retrieval, and effectively
communicated to partners. The Council is comprised of company
leaders who represent multiple business units and functions, and is
supported by Starbucks Policy Office and staff.

Stakeholder Voices
We asked key industry experts to offer feedback on Starbucks
CSR efforts and reporting – what they think we’re doing welland where they see room for improvement. Hear what they
have to say.
	www.starbucks.com/csr

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report14Transparency and Reporting
Our stakeholders want to know what Starbucks is doing to bea socially and environmentally responsible company. Since
2001, Starbucks has published a CSR Report as part of ourbroader communications efforts to provide transparency on our
CSR activities and performance. In preparing our fiscal 2007
CSR Report, we have been influenced by the Global Reporting
Initiative (GRI) G3 Guidelines, a set of internationally recognizedsustainability reporting standards. We self-declare this report to GRI
Application Level B+.
	The GRI indicators included in this report are available for review online in the
Downloads section at w
 ww.starbucks.com/csr.

In developing this report, we followed the guidance for reporting
against the GRI G3 principles for defining content and quality.
The principles, along with a brief description of how Starbucks
addressed them, are listed below.
• Materiality: To determine what topics and indicators to include
in our report that reflect the company’s most significant impacts
and issues of greatest importance to stakeholders, Starbucks
conducted a materiality assessment in fiscal 2006, andreassessed the findings in fiscal 2007.
	Learn more in Focusing on Materiality earlier in this section.

• Stakeholder Inclusiveness: We define who our stakeholders
are, describe the measures we took to engage and solicit
their feedback, and throughout this report explain how we are
addressing their concerns. As part of preparing this report, we
asked 14 stakeholders to share their perspective on our CSR
performance and our report, as well as areas where we cancontinue to improve. Their comments are included throughout
the report in the Stakeholder Voices feature.
	More specific information on our stakeholder engagement efforts is describedearlier in this section.

• Sustainability Context: Discussing our CSR-related measures andperformance in the broader sustainability context is essential. At
the beginning of most sections, we introduce the specific topics
to be covered and explain how they support our approach tosustainability.
	We also explain the business case for CSR and sustainability in The Business
Case earlier in this section.

• Completeness: To provide readers with appropriate context for what
is and is not covered in this report, we define the scope, boundaries
and topics contained in this report earlier in this section. Since
first publishing in 2001, we have worked to make our report more
complete each year and will continue to do so in the future.
• Balance: Throughout this report, Starbucks has included
multiyear performance data, and provided self assessments of ourperformance. We have also included case studies and external
stakeholder comments as a way of providing more insight andobjectivity about some of the challenges Starbucks faces.
• Comparability: In developing the report each year, we use ourprevious reports as starting points. We provide follow-up information
regarding any intended plans we previously stated, and include
multiyear performance data when possible. Self-assessments about
our performance are also included. This enables our stakeholders tocompare our performance over time.
• Accuracy: The content and data included in this report have beeninternally reviewed by numerous subject matter experts and seniorleaders at Starbucks, and have been subject to a system of internal
controls. External verification was conducted by Moss Adams LLP,
an independent accounting and consulting firm.
	See the Independent Assurance Report for more information.

• Timeliness: We publish our CSR Report on an annual basis following
the close of our fiscal year which typically concludes in late
September or early October.
• Clarity: We have worked to improve the design and readabilityof our report each year by presenting information in a concise,understandable and user-friendly format. We have also reduced
the amount of content covered in this year’s printed report andpresented more information online.
• Reliability: External verification of the data and statements madein Starbucks CSR Annual Reports began in 2002, when thecompany retained Seattle-based Moss Adams LLP, the 12th largest
accounting and consulting firm in the United States. The selectionof Moss Adams met Starbucks criteria for a high-quality firm that
had not worked with the company previously, and a firm that could
develop a customized approach for verifying CSR-related data andcontent.

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report15External Recognition
Socially Responsible Investments (SRI)

Single-year awards

There are a variety of socially responsible mutual funds available
to investors who choose to invest in companies that meet specificcriteria in areas covering various social, environmental andeconomic dimensions. Starbucks was listed on several SRI indices(mentioned below) and included in some socially responsible
mutual funds in fiscal 2007:• Howard Schultz, Starbucks chairman, president and ceo, wasawarded First magazine’s 2007 International Award for Responsible
Capitalism. This annual award recognizes business leaders who put
social responsibility at the heart of their commercial strategy.

• Calvert Social Index®
• Citizens Index®
• Domini400 SocialSM Index (DS400)• Starbucks was recognized as one of 2007 Black Enterprise
magazine’s “40 Best Companies for Diversity” and “15 Best in
Corporate Board Diversity.”• Starbucks was recognized as one of the “World’s Most EthicalCompanies” by Ethisphere magazine.

• Dow Jones Sustainability North America Index (DJSI North
America)

External Organization Memberships
and Affiliations• Dow Jones Sustainability United States Index (DJSI UnitedStates)We belong to several organizations that address corporate social
responsibility and sustainability issues.

• Dow Jones Sustainability World Index (DJSI World)• Business for Social Responsibility (BSR). Global nonprofit
organization that helps member companies enhance businessperformance while respecting ethical values, people, communities
and the environment.

• Ethibel Excellence Global Index• FTSE4Good U.S. Index• FTSE4Good U.S. 100 Tradable Index• FTSE4Good Global Index• KLD Broad Market SocialSM Index (BMSI)• KLD Catholic Values 400SM Index (CV400)• KLD Large Cap Sudan Free SocialSM Index (LCSFSI)• KLD Global Sustainability• KLD Large Cap Social

SM

SM

Index (GSI)

Index (LCSI)• KLD North America SustainabilitySM Index (NASI)• KLD Select SocialSM Index (SSI)CSR Awards
We are proud of the following CSR-related recognition that
Starbucks received in fiscal 2007. While these honors are greatly
valued and appreciated, we do not view them as end results, butrather as important acknowledgements of our ongoing commitment
to CSR and our efforts to date.

• Business in the Community. Membership-based British organization
helping leadership companies translate corporate values andcommitments into mainstream management practice.
• Center for Corporate Citizenship at Boston College. Educational
institution, think tank, consulting firm and information resource.
• National Coffee Association of U.S.A. Trade association for the U.S.
coffee industry.
• Specialty Coffee Association of America. Trade association forthe specialty coffee industry, including coffee retailers, roasters,
producers, exporters and importers as well as manufacturers ofcoffee equipment and related products.
• SustainAbility Engaging Stakeholders. Nonprofit joint venture
between SustainAbility and the United Nations Environment
Programme (UNEP).
• United Nations Global Compact. Voluntary UN initiative relating to
upholding principles of human rights, labor, the environment andanticorruption. Starbucks became a participant in 2004.

Multiple-year awards• Starbucks has been recognized as one of “Twenty Most Admired
Companies in America” by Fortune each year from 2003–2007.
• Starbucks has made Fortune’s list of “The 100 Best Companies
to Work For” nine times. Starbucks ranked fifteenth on the listin 2007.
• Starbucks was ranked ninth on the list of “100 Best Corporate
Citizens” by Business Ethics magazine in 2007. Starbucks has
made this list every year since 2000.
• Starbucks has been included as one of “100 Best Corporate
Citizens” by Corporate Responsibility Officer magazine
since 2000.

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

16

United Nations
Global Compact
In June 2004, Starbucks joined the UN Global Compact, avoluntary international network of corporations, UN agencies,
trade unions and nongovernmental organizations that support
10 universal principles. These principles are based on the UN
Universal Declaration of Human Rights; the International Labour
Organisation’s Declaration of the Fundamental Principles andRights at Work; and UNEP’s Rio Declaration on Environmentand Development. We consider these principles to be a naturalextension of Starbucks Guiding Principles, which define thecompany’s commitment to social and environmental responsibility.
The table to the right includes the Global Compact’s 10 principles
and references to sections in this report that elaborate on how ourpriorities are aligned with each principle. We plan to report ourprogress annually.
Through our participation in the Global Compact, we are continually
exploring ways the company can strengthen existing policies
or develop new internal practices. For instance, in fiscal 2007,
Starbucks reviewed our internal policies and practices with an eye
focused on human rights.

Human Rights
Starbucks is committed to respecting the rights of our partners(employees). Our Guiding Principles – based on the values on which
our company was founded – have always put people first. Our firstguiding principle is to “provide a great work environment and treat
each other with respect and dignity.” Whether it is the respect wedemonstrate for our partners or through our commitment to thepeople and communities with whom we do business, Starbucks
believes the vitality of our people and their communities is criticalto our success.
Starbucks supports internationally accepted principles and standards
regarding human rights and is a signatory to the United Nations
Global Compact. We seek to operate our business in a mannerconsistent with these international standards and with business
partners who share our commitments, as well as to meet or exceed
national and local laws in the countries in which we operate.

U.N. Global Compact“Communications on Progress” Report
PRINCIPLESPAGEHUMAN RIGHTS
1. Business should support and respect the protection 17, 25, 38,
41, 42, 82, 88
of internationally proclaimed human rights.
2. Business should ensure that they are notcomplicit in human rights abuses.

25, 38, 41,
42, 82LABOR STANDARDS
3. Business should uphold the freedom of
association and the effective recognition of theright to collective bargaining.

88

4. Business should support the elimination of all
forms of forced and compulsory labor.

25, 38, 41, 42

5. Business should support the effective abolition ofchild labor.

25, 38, 41,
42, 88

6. Business should support the elimination of
discrimination of employment and occupation.

88, 89, 93

ENVIRONMENT
7. Business should support a precautionary
approach to environmental challenges.

25, 38, 41,
61, 67

8. Business should undertake initiatives to promote
greater environmental responsibility.

25, 38, 41, 67

9. Business should encourage the development anddiffusion of environmentally friendly technologies.

69, 71, 76

CORRUPTION
10.		Business should work against corruption in all its
forms, including extortion and bribery.

13, 82

During fiscal 2007, Starbucks Emerging Issues Council exploredthe need for a human rights policy. After careful review, the EIC
affirmed that our commitment to respect human rights is clearly
articulated in Starbucks existing policies, standards and codes,
and that there was not a need for an additional human rights policy
at this time. The policies, standards and codes we reviewed include:• Standards of Business Conduct• Supplier Code of Conduct• C.A.F.E. Practices• Cocoa Practices• Starbucks Supplier Social Responsibility Standards for
Manufactured Goods and Services

Starbucks and Corporate Social Responsibility
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

17

01

PRODUCTS

02

society03

environment

04

workplace05

diversity

PRODUCTS
Our World of Products
For more than 35 years, Starbucks has purchased, roasted and soldhigh-quality coffee beans through retail outlets and commercial
wholesale accounts. While coffee is Starbucks core product, thecompany markets, sells and/or licenses a broader range of products,
including Tazo® tea, Starbucks Entertainment CDs, Ethos™ water,
Starbucks™ liqueurs and Starbucks® ice cream, food and dairy items
and brewing equipment and merchandise.
With every product Starbucks brands, markets and sells, or uses in ouroperations, we uphold our commitment to quality and strive to source
our products in a socially and environmentally responsible manner. We
refer to this as ethical sourcing.
In this section, we explain how we are evolving our approach to ethicalsourcing by focusing on quality and the social and environmental
conditions under which our products are produced. The following major
topics are discussed:• Starbucks Coffee – Advancing Our Model for Sustainability• Ethical Sourcing – Purchasing Our Non-Coffee Products¤¤ Cocoa¤¤ Tea and Botanicals¤¤ Manufactured Goods• Quality Assurance and Product Recalls

Our World of Products

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

18

QUICK FACTS – FISCAL 2007
COFFEE• Global production: 16 billion pounds1 (7 billion kilograms).
• Starbucks purchased 352 million pounds (160 million
kilograms), which represents 2 percent of total world
production.
• Starbucks® coffee was grown in 25 countries; the majority
being grown in Guatemala, Colombia and Indonesia.
TEA/BOTANICALS*• Global tea production: 8 billion pounds2 (4 billion kilograms).
• Starbucks purchased 7 million pounds (3 million kilograms)of teas and botanicals.
• Tazo® teas and botanicals are grown in 24 countries.
Botanicals are various leaves, flowers, roots, petals, seeds, bark, berries
and spices. Tazo incorporates botanicals into its tea blends.

*

COCOA
• Global production: 7 billion pounds of cocoa beans3 (3billion kilograms).
• Starbucks purchased 22 million pounds of cocoa powder (10million kilograms).
• The cocoa used in Starbucks products is produced in 7
countries.
WATER
In 2007, Ethos™ water was sourced from two natural springsources – Baxter Springs in the Sierra Nevada Range inNorthern California, and Tomhicken Springs in the Pocono
Valley in Northeastern Pennsylvania.

International Coffee Organization, Crop Year 2006/2007 report
F.O. Licht’s World Tea Markets Monthly Vol. 9, No. 1, July 2007
3 
International Cocoa Organization figures for crop year 2006/07 publishedin the Quarterly Bulletin of Cocoa Statistics, Vol. XXXIII– No. 4
1 

2 

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report19Advancing Our Model
For Sustainability
At Starbucks, sharing our passion for great coffee is the heart andsoul of our company.
We know that our customers’ loyalty and trust must be earned. Our
uncompromising commitment to high-quality coffee is one reason
our customers are loyal to Starbucks. They also trust us to have
ethical business practices, be good environmental stewards, and,especially, to be respectful of the people who grow and supply
Starbucks® coffee. It’s our responsibility to continually earn andmaintain their trust.
Our responsibility also involves working directly with coffee farmers,
cooperatives, millers and exporters, and with other companies,
nongovernmental organizations (NGOs) and public agencies topromote sustainable production.
Over the years, Starbucks has received input from a broad range ofstakeholders, and evolved a holistic model for coffee sustainability,
one that underscores the importance of:• Building long-term relationships with coffee farmers
and suppliers.
• Having a sustainable pricing model that is focused on paying
the higher prices that premium quality coffee commands.
• Clearly defining and communicating the company’s coffee
production sustainability criteria of C.A.F.E. (Coffee and Farmer
Equity) Practices, and maintaining the integrity of performanceagainst this criteria through verification and transparency.
• Purchasing sustainable coffees that are third-party–certified.
• Investing resources to enhance the sustainability of coffee farms
and their surrounding communities.

The Coffee Industry – An Overview
It is believed that coffee was first consumed as a hot beveragein East Africa during the 11th century. Today, coffee is oneof the world’s most popular beverages, with more than $70
billion in retail sales worldwide. The coffee industry provides a
livelihood for an estimated 25 million coffee farmers in morethan 60 coffee-producing countries.*
There are two commercially viable species of coffee – robusta
and arabica. High-quality arabica coffee is grown on farms that
range from very small family-run parcels to large-scale estates,
located primarily between the Tropics of Cancer and Capricorn
and situated at higher elevations. These elevations provide
the right climatic conditions needed to grow coffee that is
considered specialty grade.
The coffee market has always been prone to ups and downs,
mostly related to the balance between supply and demand.
In 2001, world arabica coffee prices were at a record low of$0.42 per pound ($0.93 per kilogram*) and fluctuated near
this price for several years. These particular market conditions
created a climate of economic instability that had a negative
impact on many farmers and their communities. Today’s market
conditions are greatly improved, and in fiscal 2007, world
arabica coffee prices averaged $1.14 per pound ($2.53 per
kilogram).
Starbucks purchases only high-quality arabica coffee beans,paying prices that premium quality commands. These coffees
are sold under the Starbucks, Seattle’s Best Coffee andTorrefazione Italia brands.
* International Coffee Organization• Seeking continuous improvement to strengthen our supply chain
into the future.

About Coffee• Total worldwide coffee production (Oct. 2006–Sept. 2007):
16 billion pounds (7 billion kilograms)*• Total coffee purchased by Starbucks (Oct. 2006–Sept.
2007): 352 million pounds (160 million kilograms)• Number of coffee farmers worldwide: 25 million*• Number of countries where coffee is grown: About 60*• Number of countries where Starbucks bought coffee in fiscal
2007: 25
* International Coffee Organization

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report20Coffee – Sustainable
Relationships
Through our relationships with coffee farmers, suppliers andexporters, we have been able to achieve greater stability,
consistency of supply and the opportunity to increase the amount ofcoffee we buy. This has been critical to Starbucks growth and ourplans for future expansion.
We are committed to building and strengthening relationships with
farmers and suppliers that will provide them with stability and theopportunity to build and sustain their businesses.
In short, these relationships must be mutually beneficial. They
must also be collaborative in nature in order to advance measuresand practices that contribute to the sustainable production of highquality coffee – and sustainable livelihoods for farmers and theirfamilies.
In 2007 these principles were tested, and, in the end, it led tosome valuable lessons. The situation concerned a disagreement
over the Ethiopian government’s efforts to trademark certain
Ethiopian coffee designations.

“Although much has been made of our initial differences with
the Ethiopian government, we always shared an interest in
supporting Ethiopian farmers. We now have an extraordinary
opportunity to continue to partner with the Ethiopian coffee
community to support their efforts to produce some of theworld’s finest coffees.”
Howard Schultz
Starbucks chairman, president and ceo

Learning from Our Experience in Ethiopia
During 2006 and into 2007, Starbucks became involved in acomplex discussion with the Ethiopian government regarding theirefforts to gain trademark rights for the specialty coffee designationsfor Sidamo, Harrar and Yirgacheffe. The Ethiopian government
hoped that by forming alliances with companies like Starbucks, theywould be able to expand the branding and marketing of Ethiopia’sworld-renowned fine coffees in order to help achieve better prices
for their farmers. While we initially felt that other establishedapproaches might work better than trademarking, we have always
felt that we shared a common goal with the government to improve
the livelihoods of Ethiopian coffee farmers and their communities.
Unfortunately our differences in approach overshadowed ourareas of agreement, and toward the end of 2006 and into 2007
the trademark issue became the subject of an Oxfam campaign.
News headlines picked up on our differences and characterized
the situation as a heated dispute between Starbucks and theEthiopian government.

“We will be working closely with Starbucks to bring badly
needed investment and technology to our coffee industry, as
well as brand recognition and promotion for our high-grade
arabica beans. These measures will afford Ethiopia newleverage in the global coffee market.”
The Honorable Meles Zenawi
Prime Minister of the Federal Democratic Republic of Ethiopia

Although we strongly believe that issues or disagreements are best
approached through open and direct dialogue, it did not happen
immediately in this case. Initially Starbucks and the Ethiopian
government attempted to work with third parties. Once we actually sat
down to talk with the Ethiopian government we were able to start a
constructive dialogue. During this process, we asked for their input andhonest feedback, and provided them with ours. We gained an expanded
perspective beyond the business and legal approach we had previously
taken. It was direct engagement that proved most helpful in resolving
the issue.
In June 2007, Starbucks and the Ethiopian government signed a
distribution, marketing and licensing agreement that provides aframework for us to promote jointly the Harrar, Sidamo and Yirgacheffe
designations, and to strengthen the Ethiopian coffee sector. It also
includes the license of Ethiopia’s specialty coffee designations where
they may be recognized as trademarks, and establishes a framework
for their use when they are not.It’s important to us that we continue tolearn and grow from this experience. We have carefully examined ouractions and decisions related to this issue. Input and feedback havealso been gathered from a variety of the parties involved, including
Oxfam and the Ethiopian government. We hope this leads to moreconstructive engagement in the future, especially when differences of
opinion or approach arise.
Starbucks will continue to provide support for Ethiopia’s farmers
through a number of avenues. In addition to purchasing and promoting
high-quality Ethiopian coffees, we will be opening an Ethiopian-based
Farmer Support Center in 2008.

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report21Strengthening Our Relationshipwith Rwanda and East Africa
Our relentless search for premium-quality coffee takes us
all over the world, including Rwanda. Coffee is currently
Rwanda’s most important export crop, accounting for 30–
50 percent of the country’s gross domestic product1 andrepresenting 75 percent of their export income.2
In 2006, we selected Rwanda Blue Bourbon as one of our
Starbucks® Black Apron Exclusives® coffees, recognizing it
as one of the rarest and most unique of Starbucks offerings.
Our discovery of this coffee reinforced our desire to build
and sustain strong relationships with local growers in
Rwanda. Today it is a priority for us, especially as we look toincrease our coffee purchases from Rwanda as well as other
East African countries.
For this reason, we are planning to establish a fieldpresence by opening two Farmer Support Centers (FSCs) in
Africa in 2008, modeled after Starbucks FSC in Costa Rica.
One will be located in Ethiopia and the other in Rwanda.
These additional facilities will enable Starbucks to work
directly and collaboratively with farmers throughout theregion, helping them improve the quality and sustainabilityof their growing practices so that they can achieve better
prices. We are also looking at products beyond coffee that
we might purchase, such as textiles from Ethiopia.
Through our new FSCs, we will also seek to promote Coffee
and Farmer Equity (C.A.F.E.) Practices, and increase thenumber of participating suppliers and improve their scores.
Our on-the-ground support will include training and capacity
building for local coffee producers, with a primary focus on
coffee quality, agronomy and environmentally responsible
growing and processing techniques. We believe that having
a hands-on presence in the region will serve to strengthen
the overall coffee sector in East Africa“We are very excited to have a regional Starbucks Farmer
Support Center here in Rwanda. We look forward to working
with Starbucks to offer additional support to the coffeefarming community here and in the neighboring countries,”
said Paul Kagame, president of the Republic of Rwanda.
“This center will offer many new opportunities to enhance
our methods and produce even greater volumes of our highquality specialty coffees.”
OECD, Africa Economic Outlook 2007
Rwanda Ministry of Agriculture and Animal Resources

1 
2 

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report22

Sustainable Prices$1.43 per pound
average price Starbucks paid for coffee in fiscal 2007

One Example of How Much Farmers Got Paid
Paying for Coffee Quality
For Starbucks, prices are directly linked to coffee quality.
When working closely with people throughout our coffee
supply chain – the farmers, millers and exporters – we havealways emphasized the importance of quality as the best, mostsustainable driver of higher prices. Coffee farming, like any
business, must be profitable to be sustainable. When coffee
farmers do not bring in sufficient income, they may switch
to other crops or perhaps stop growing coffee altogether. The
same applies to other critical players – such as millers andexporters – who add value along the supply chain.
What does Starbucks pay for coffee?

Here we provide an example of how the price we paid in one of our
fiscal 2007 coffee contracts for Guatemalan coffee was distributed
through the supply chain and to the producer. In this contract, webought coffee for $1.37 per pound from a local Guatemalan coffee
exporter. The exporter paid $1.32 per pound to the producer whogrew and milled the coffee. The exporter retained five cents perpound for financing, documentation and profit. We received the following documentation from the exporter as specified in Starbucks
transparency requirements: notarized receipts and statements fromthe producer reflecting the quantity of coffee and price received
from the exporter. Starbucks supply chain is diverse and complex,
so the price distribution varies around the globe. This is due todifferent purchase and delivery structures, production costs, quality
premiums and the margin distribution within each country.

Starbucks is committed to paying the higher prices thatpremium-quality coffee commands. Over the past six years,
the average prices we’ve paid for coffee have reflected thiscommitment and helped give farmers more predictability andprotection against the lows of the coffee commodity market.

$1.37 per poundstarbucks paid....................

What Determines Price?

$1.32

Quality is the most important factor, but not the only
determinant of the prices we pay for coffee. The cost of
production and the prevailing market conditions, which varyfrom country to country and even from region to region, arealso reflected in the price.

Paid to farmer$.05

What Did Starbucks Pay for Coffee?
In fiscal 2007, Starbucks purchased 352 million pounds (160
million kilograms) of coffee and paid an average price of $1.43
per pound ($3.16 per kilogram).

Paid to exporter

The breakdown shown here is one example of the pricedistribution from one of our top three coffee origins.

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report23

“C” Market price vs. starbucks
What is the “C” Market Price?
Arabica coffee is traded as a commodity on the New York “C”
market (the worldwide pricing mechanism and reference usedby coffee traders). In the early 2000s, “C” market prices weredepressed due to an oversupply of coffee that exceeded demand.
In the past few years, demand and supply have been more inbalance, which has been reflected in the rise of “C” prices.

price per pound
1.42

$1.50

1.20

1.20

While the “C” market price tends to fluctuate, a result ofweather conditions, speculation and other factors, the price wepay remains relatively stable. In 2002 and 2003, Starbucks
paid approximately two times the “C” market price. Now that“C” prices have risen, the average price paid by Starbucks isstill above the market price.

1.20

1.14

$1.00

Why Doesn’t Starbucks Buy Coffee at the “C” Market Price?
Prices for premium quality arabica beans, beans, sold asspecialty coffee, are often negotiated independent of the “C”
prices and set higher to compensate farmers for premium
quality. Coffee can be purchased from exporters, brokers,
cooperatives and, in some cases, directly from farmers.

$.50

1.43

1.28

.56

2002

.62

03

1.04

1.04

05

06

.70

04

07

Fiscal year.........................................................
“C” market price annual average

Starbucks average price01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report24Defining Criteria
for Sustainability:
C.A.F.E. Practices
Product Quality (prerequisite): All coffee purchased from
C.A.F.E. Practices suppliers must meet Starbucks standardsof high quality. These are clearly defined in our Green Coffee
Quality Manual.

Starbucks has been working to build a strong coffee
sustainability model for the past 10 years. In 1998, we began
to integrate conservation principles in our coffee-buying
practices through our work with Conservation International (CI).
Three years later, we collaborated with CI to create and pilot
Starbucks Preferred Supplier Program (PSP), which was basedon a set of socially and environmentally responsible coffeebuying guidelines. These early efforts laid the groundwork forwhat eventually became Coffee and Farmer Equity (C.A.F.E.)
Practices.

Economic Accountability (prerequisite): Transparency isrequired of C.A.F.E. Practices suppliers. They must submit
evidence of payments made at all levels along the coffee supply
chain. This is a contractual requirement included in coffee
purchasing contracts with suppliers.
Social Responsibility (components evaluated by third-party
verifiers): C.A.F.E. Practices suppliers – and other entities
within their supply network – must have certain practices inplace that ensure safe, fair and humane working conditions; theprotection of workers’ rights; and adequate living conditions.
The minimum wage requirements and addressing child labor/
forced labor/discrimination indicators are mandatory.

Formally introduced in fiscal 2004, C.A.F.E. Practices was
designed to help ensure that high-quality coffee is grown
and processed in a socially and environmentally responsible
manner, an approach that extends throughout our coffee
supply chain. It was also designed to be inclusive of all types ofsuppliers regardless of their size – from small family farms andcooperatives to large estates – including farms that also milland process their coffee.

Environmental Leadership (components evaluated by thirdparty verifiers): In the growing and/or processing of coffee,
measures must be in place to manage waste, protect water
quality, conserve water and energy use, preserve biodiversity
and reduce agrochemical use.

C.A.F.E. Practices encompasses sustainability measures thatare defined by a comprehensive set of criteria. These criteria,
which are aligned with the original conservation principles wehave been using for many years, serve as the basis for ourcomprehensive C.A.F.E. Practices guidelines. In addition toconservation, the guidelines are focused on four areas: productquality, economic accountability, social responsibility andenvironmental leadership.

	The C.A.F.E. Practices scorecard of indicators is available at www.scscertified.
com/csrpurchasing/starbucks.html

Components of C.A.F.E. PracticesaMust meet these prerequisites
All coffee purchased from C.A.F.E. Practices
suppliers must meet Starbucks standards ofhigh quality. These are clearly defined in ourGreen Coffee Quality Manual.

b

C.A.F.E. Practices suppliers – and other entities within
product
qualitysocialresponsibility+
Transparency is required of C.A.F.E. Practices
suppliers. They must submit evidenceof payments made at all levels along thecoffee supply chain. This is a contractual
requirement included in coffee-purchasing
contracts with suppliers.

Evaluated by third-party verifiers

economic
accountability

prerequisites

their supply network – must have certain practices
in place that ensure safe, fair and humane working
conditions; the protection of workers’ rights; andadequate living conditions. The minimum wage
requirements and addressing child labor/forced labor/
discrimination indicators are mandatory.

environmental
leadershipevaluatedcomponents

In the growing and/or processing of coffee, measures
must be in place to manage waste, protect water
quality, conserve water and energy use, preserve
biodiversity and reduce agrochemical use.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report25

Timeline: Evolution of Starbucks Model for Sustainability
1998–2000

Conservation Principles for Coffee Production
Started integrating conservation principles in our coffee buying practices through work with Conservation International (CI).
A multistakeholder forum developed the Conservation Principles for Coffee Production (CI, Rainforest Alliance, andSmithsonian Migratory Bird Center) which was adapted by Starbucks for the coffee supply chain.

2001

Starbucks Preferred Supplier Program (PSP)Created PSP in collaboration with CI to ensure the sustainable production of high-quality coffee. The program was basedon a set of quality, social, environmental and economic guidelines with financial incentives for farmers directly tied toperformance based on independently verified scores.

2002-2003

Conducted a two-year pilot of PSP with coffee farmers, processors and exporters.
Gathered feedback from global stakeholders, NGOs and experts to improve the program, including the introduction of more
relevant and specific guidelines and strengthening of the third-party verification process.

2004

C.A.F.E. Practices
The PSP program was enhanced with guidance from Scientific Certifications Systems (SCS), and renamed Coffee andFarmer Equity (C.A.F.E.) Practices.
Economic transparency became a prerequisite and defining component of C.A.F.E. Practices.
Opened Farmer Support Center in Costa Rica to work more closely with farmers, millers and suppliers worldwide who are
implementing the C.A.F.E. Practices guidelines.

2005

Continued to improve guidelines based on feedback from farmers, cooperatives, suppliers and NGOs.
Created a supplement to the guidelines for smallholder farmers and cooperatives.
Increased the number of verifiers and farmers trained in C.A.F.E. Practices in Latin America.

2006

Introduced C.A.F.E. Practices to our local suppliers in East Africa and Asia Pacific.
Worked with the African Wildlife Foundation to extend C.A.F.E. Practices to East African coffee farmers and cooperatives.

2007

Introduced a new scorecard for C.A.F.E. Practices (Version 2.0) based on stakeholder feedback.
Developed and launched an online reporting system for verification organizations to complete and submit reports.
Increased the number of verifying organizations that we work with in Latin America and East Africa.
Continued to gain input on ways to improve C.A.F.E. Practices from our work with organizations, including Earthwatch andScientific Certification Systems.
Began preparations for the 2008 openings of Farmer Support Centers in Ethiopia and Rwanda to enable us to work moreclosely with coffee farmers throughout East Africa.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report26

Sustaining the Integrity of
C.A.F.E. Practices
We have put systems and processes in place to help ensure thatthe intent and integrity of C.A.F.E. Practices can be sustained. For
instance, Starbucks has a third-party verification system to evaluate
farmers and processors against the criteria before they can beapproved for C.A.F.E. Practices.

C.A.F.E. Practices Verification Chain

We cannot assume that farmers and processors always receive
their equitable share of the purchase price paid for coffee.
Starbucks requires C.A.F.E. Practices suppliers to provide reliable
documentation regarding prices paid throughout the supply chain todemonstrate economic transparency.

1

Strengthening the Verification Process2

When suppliers apply for C.A.F.E. Practices, they undergo an
independent third-party evaluation to verify the degree to which
their practices are aligned with our comprehensive set of criteria.
When the evaluations are completed, the verifier submits a reportto the applicant and to Starbucks for review. The report given by
the verifier determines the supplier’s approval status in C.A.F.E.
Practices.

Conduct verifications of farms and mills using the Version 2.0
C.A.F.E. Practices scorecard.

In fiscal 2007, SCS provided training to six new verification
organizations in Latin America: four in Guatemala, one in Mexicoand one in Colombia. In addition, SCS held training sessions in
Kenya for potential verifiers in East Africa, and provided online
training for verification organizations in East Africa and Asia Pacific.
These training sessions informed inspectors on how to use
Starbucks newly revised guidelines and scorecard for C.A.F.E.
Practices, which we refer to as Version 2.0. The new version
includes more than 200 specific indicators designed to make thescorecard tool less subjective and clearer to implement.

verification
organizations
Oversee inspectors’ work and provide organizational capacity
to administer C.A.F.E. Practices verifications.

3

Evaluations involve field inspections, worker interviews anddocument reviews. Reverification is encouraged every one to three
years depending on approval status in order to measure continuous
improvement.
Since launching C.A.F.E. Practices in 2004, Starbucks has worked
with Scientific Certification Systems (SCS) to help develop, expand
and oversee the verification system, and conduct ongoing verifier
trainings on how to evaluate and score suppliers against C.A.F.E.
Practices criteria. Currently, SCS is working with Starbucks toexpand the pool of accredited verifiers in East Africa and Asia
Pacific.

Inspectors

Scientificcertification
systems (ScS)
Provide oversight, training, accreditation and support throughverifier audits, making sure that verification organizations haverobust processes in place to ensure the quality of inspectors
and their reports.

4

Starbucks CSR
department
Verifies quality of SCS services and audits by conducting spot
checks, reviewing audits conducted and soliciting feedback
from suppliers.

5

moss adams:
certified public
accounting firm
Independently verifies the data and claims included inStarbucks CSR Annual Report, including C.A.F.E. Practices
purchases and progress statements. See the Moss Adams
independent assurance report online at starbucks.com/csr for
more information.

SCS plays a significant role within our broader verification system,
which encompasses a global network of verification organizations.
The system represents 28 different organizations that have a
network of more than 160 inspectors conducting verifications for
Starbucks in 19 countries.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report27

List of Verifier Organizations
Requiring Economic Transparency
Going into fiscal 2008, the following third-party organizations
were part of our global network of verifiers for C.A.F.E.
Practices. They evaluate suppliers for C.A.F.E. Practices
and help to ensure that coffee is being produced in anenvironmentally and socially responsible manner.
Africa Now
Africert
Aires de Cambio S.C.
Aksenta
Assefa Tigneh

To help ensure farmers receive an equitable share of the purchaseprice paid by Starbucks, a requirement for economic transparency isembedded in our coffee contracts, including contracts with suppliers
not yet participating in C.A.F.E. Practices. This provision requires our
suppliers to provide credible evidence of payments made and prices
paid along various points of the coffee supply chain, which often
extends to the farm level.
In fiscal 2007, 99 percent of all our coffee contracts included an
economic transparency clause requiring documentation of payments
made along the supply chain. In 95 percent of these contracts,
economic transparency was required down to the farm level.

BIOCertBio Latina
BiotrópicoCERCA, Certificaciones de Centro América
CERES, GmbHCONTROL UNION CERTIFICATIONS, Indonesia
CONTROL UNION CERTIFICATIONS, LATIN AMERICA
Eco-LOGICA S.A.
Fundación Interamericana de Investigación Tropical (FIIT)
Fundación Natura
Dr. Hassen Jemal
IMO Control Latinoamérica
Koffee Seedz Guatemala S.A.
Latcert S.A.
MACS Guatemala
María Regina Barillas
Mayacert, S.A.
Rainforest Alliance
SalvaNATURA
SEM
Søren Knudsen Group/Vaering Group
Tanzania Organics Limited
TechnoServe

Herbazú Coffee Farm, Costa Rica
High in the mountains of Lourdes de Cirrí de Naranjo, theBarrantes family’s 106-acre farm exemplifies the successthat can be achieved through an ongoing commitment tosustainable farming. Since 2004, the owners of Herbazú Farm
have worked with experts from Starbucks Farmer Support
Center to improve their annual yield, analyzing the soil toreduce the use of fertilizers, restricting insecticides solely
to pest-infested clusters, and upgrading the equipment attheir micro-mill to decrease the amount of water needed forprocessing.
In addition to the implementation of these and otherenvironmentally sustainable farming methods prescribed by
C.A.F.E. Practices, the Barrantes family has been able toincrease their farm’s profitability. The premium price paid byStarbucks for their high-quality coffee has helped them pay
off the loan that allowed them to build their processing milland make other farm improvements. But perhaps the mosttelling indicators of Herbazú Farm’s environmental success are
the abundant populations of birds and butterflies that havereturned to live among its coffee plants.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report28

C.A.F.E. Practices: Fiscal 2007 Highlights
In many ways, C.A.F.E. Practices is both aspirational and tangible.
Our vision is to raise industry standards for sustainability and toprovide hope and opportunity for producers and their families. We
are committed to continuously working toward realizing this vision.
Starbucks sets forward-looking targets for the amount of coffee
we plan to purchase from approved C.A.F.E. Practices suppliers,
and then we measure our progress against these targets. Sixty-five
percent of our coffee purchases in fiscal 2007 were from C.A.F.E.
Practices suppliers, and we are planning to meet our goal of 80
percent by fiscal 2013. In the meantime, we must continuously
focus on increasing participation in C.A.F.E. Practices by expanding
to new regions, motivating thousands of farmers and suppliers toapply, and guiding potential participants through the application
process.
Good progress was made in fiscal 2007, and several steps weretaken to help advance C.A.F.E. Practices in the future. Below are a
few highlights from fiscal 2007.
• Exceeded our goal with purchases of 228 million pounds (103
million kilograms) of coffee from C.A.F.E. Practices–approved
suppliers, a 68 percent increase over last year and representing
65 percent of our total coffee purchases.
• Introduced a new scorecard – Version 2.0 – for C.A.F.E.
Practices. Version 2.0 includes more than 200 specificindicators, making the supplier implementation morestraightforward.
• Held 30 training sessions on C.A.F.E. Practices with more than
600 producers and processors and conducted technical visits toapproximately 250 farms and 100 mills. These trainings continue
to provide us with viable information for agronomy research anddata collection in Central America.
• Implemented a new technology system for online verification
reporting that has helped to streamline the reporting process.
• Continued to work with and solicit input from various parties,
including Conservation International, African Wildlife Foundationand Scientific Certification Systems, on ways Starbucks cancontinue to improve elements of C.A.F.E. Practices.
• Began a new three-year project with Earthwatch to validate
C.A.F.E. Practices agricultural best practices for soil health andconservation. At the end of the three years we intend to delivera tool that can be used by farmers around the world to better
manage soil quality and biodiversity via precision agriculture
techniques.

C.A.F.E. Practices Purchases
Starbucks established an aggressive goal to purchase 225 million
pounds (102 million kilograms) of green (unroasted) coffee from
C.A.F.E. Practices suppliers in fiscal 2007. We exceeded that goalwith purchases of 228 million pounds (103 million kilograms),
representing 65 percent of all coffee purchased by Starbucks in fiscal
2007. (See graph below for purchases.) The 228 million pounds ofcoffee purchased under the program were produced on farms that
represent a total of approximately 330,000 hectares (815,000 acres)of sustainable land.

Percent Purchased by Supplier Group
There are three status levels for C.A.F.E. Practices suppliers: Strategic,
Preferred and Verified. Of the 228 million pounds of coffee purchasedfrom C.A.F.E. Practices suppliers in fiscal 2007, the percentage
purchased from each supplier group compared to fiscal 2006 is asfollows:
Strategic Suppliers(those with scores of 80% and higher in eachof the social and environmental areas)

Preferred Suppliers(those with scores between 60% and 79% ineach of the social and environmental areas)

Verified Suppliers(those with scores of less than 60% in eachof the social and environmental areas)

Fiscal 2006

Fiscal 2007

19%

34%

12%

32%

69%

34%

The strong increase in the percentage of Strategic and Preferredsuppliers is a result of continuous improvement efforts of our suppliers,and direct participation from our partners around the world with regard
to quality and improved agronomy practices through our commitment
with the Farmer Support Center.

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report29Fair Trade Certified™
and Certified Organic
Coffees
Today the majority of Starbucks® coffee comes from approved
C.A.F.E. Practices suppliers, assuring us that our coffee is producedby suppliers striving to grow and process coffee in a responsible
and sustainable manner. In addition, we continue to purchase thirdparty certified coffees grown and produced in ways that contributeto environmental preservation and/or economic sustainability. Fair
Trade Certified™ and certified organic are two examples of certified
coffees we purchase. Starbucks also purchases from farmers
participating in the Conservation Coffee™ program. Beginning in2007 we decided not to track Conservation Coffee™ purchases
specifically. Instead we will only report certified organic and Fair
Trade Certified™ coffee purchases because in many cases this is thesame coffee.

Fair Trade Certified™ Coffee
Starbucks began purchasing Fair Trade Certified™ coffee in 2000.
The Fair Trade system allows only smallholder farmers who belong
to democratically run coffee cooperatives to participate. Overthe past seven years, the amount of Fair Trade Certified™ coffee
purchased by Starbucks has steadily increased, keeping pace with
consumer demand.

Total Purchases of Fair Trade
Certified™ Coffee – Fiscal 2007
Starbucks global purchases of Fair Trade Certified™ coffee totaled
20 million pounds (9 million kilograms), representing approximately
16 percent of global Fair Trade Certified™ coffee imports and 32
percent of U.S. Fair Trade Certified™ coffee imports in fiscal 2007.

In fact, Starbucks has been and remains the largest purchaser, roasterand distributor of Fair Trade Certified™ coffee in North America, andamong the largest worldwide.

Distributing and Promoting
Fair Trade Certified™ Coffee
Fair Trade Certified™ coffee is now offered in our stores in 28 countries
around the world, an increase from 24 countries in 2006. It is sold
most notably as Starbucks® Café Estima Blend.® Estima, a Spanish
word that translates as “mutual respect,” captures the spirit of ourrelationships with Fair Trade Certified™ farmers, and the reason wechose it for our Fair Trade Certified™ offering.
Awareness of the Fair Trade movement continued to build in 2007,
resulting in more demand for Café Estima Blend® among our restaurant
and hotel accounts. Café Estima Blend® is also offered on many college
and university campuses in the U.S., another market segment thatkeeps growing. In addition to Starbucks, Seattle’s Best Coffee includes
five Fair Trade Certified™ coffees in their lineup that are offered in theircafes, on college campuses and through foodservice channels.
We have continued to find ways to promote Fair Trade Certified™ coffee
to our customers, often working in tandem with Fair Trade licensing
initiatives around the globe. For instance, Fairtrade Fortnight, which
ran from April 28 to May 13, 2007, provided an opportunity for someof our international markets to promote and offer brewed Fair Trade
Certified™ coffees. And in October 2007, Starbucks participated in“Fair Trade Month” by featuring Café Estima Blend® twice as the
Coffee of the Week in our U.S. stores. Starbucks UK has made brewed
Café Estima Blend® available daily since mid-2006 in response to ourcustomers’ request for more Fair Trade Certified™ coffee.
As we’ve increased our purchases of Fair Trade Certified™ coffee, wehave recognized the need to ensure that Fair Trade Certified™ coffee
will be consistently available in our stores when our customers request
it. We have also worked collaboratively with TransFair USA to identify
a more streamlined approach to the global distribution of this product– one that enables continuity among country-specific Fair Tradelicensing organizations. The need for this has been heightened as
we have expanded the distribution of Kirkland Signature™ Fair Trade
Certified™ coffees through Costco stores. Costco now distributes thiscoffee in the U.S., Canada, UK, Japan, Taiwan and Korea. In addition
to the wholesale channel, Café Estima Blend® will be available ingrocery stores in the UK, later in 2008.
Fair Trade is one of the ways we demonstrate our commitment tosmallholder farmers, and work to sustain coffee farms. Starbucks
and the Fair Trade movement share common goals – to ensure that
farmers receive an equitable price for their coffee and have access tointernational markets. This is why we have been working collaboratively
with our Fair Trade suppliers, sharing best practices, promoting
economic transparency down to the farm level, and encouraging
participating Fair Trade cooperatives to improve quality and sustainableproduction practices.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report30

What Is Fair Trade Certified™?

Certified Organic Coffee

The Fair Trade Certified™ labels are owned by Fairtrade
Labelling Organizations International and the Fair Tradelicensing initiatives around the world. Starbucks pays licensing
fees to the licensing initiatives, and in turn is able to affix the
Fair Trade Certified™ trademark on our packaging. According to
the licensing initiatives, a majority of the fees are allocated tothe cost of certification.

Certified organic coffee is grown without the use of synthetic
pesticides, herbicides or chemical fertilizers, maintaining healthysoil and groundwater. Many of the coffees Starbucks buys are grownusing organic methods, yet don’t carry the certification mark; thesemethods are included in the criteria for C.A.F.E. Practices. Only a small
percentage of coffee in the world is actually “certified organic.” Official
certification requires farmers to verify that they are using acceptedorganic farming practices. In some cases, they must conduct three
years of soil testing, and annual testing thereafter. This process canoften be very costly.

Fair Trade products appeal to socially minded consumers whoplace a high value on the Fair Trade certification seal. Fairtrade
Labelling Organizations International certifies to consumers,
through the seal, that a minimum price of $1.24–$1.26 perpound ($1.39–$1.41 per pound for organics) was paid tothe farmer cooperative that produced the coffee in the firsthalf of 2007. Effective June 1, 2007, the minimum price
was increased to $1.29–$1.31 per pound ($1.49–$1.51 fororganics).

Serena Organic Blend® is one of our certified organic coffees. For somecustomers, organic certification provides peace of mind, which explains
why it’s named Serena, the Spanish word for “calm,” “tranquil.” Ourother organic offerings include Organic Shade Grown Mexico and five in
the Seattle’s Best Coffee lineup.

Fair Trade certification includes criteria to be met by coffee
cooperatives, such as fair labor conditions, freedom of
association and certain environmental standards. To be
certified as Fair Trade, the coffee is only to be produced by
farmers who belong to farmer-owned, democratically run coffee
cooperatives and associations listed on the Fair Trade registry.
An estimated four percent of global coffee production is Fair
Trade Certified.™

“Starbucks commitment to Fair Trade shows that you cangive consumers a great product, while still paying farmers
a fair price and taking care of the environment. Starbucks
is helping customers make a tremendous difference in the
lives of thousands of family farmers.”
Paul Ricepresident and ceo, TransFair USA

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report31Investing in Coffee
Communities
We believe that our investment of resources to help sustain
coffee farms and strengthen surrounding communities is mutually
beneficial. There are a number of approaches we have taken,
including our support of the following programs:

Since launching our original joint project with CI in Chiapas several
years ago, it has recently evolved to a fee-for-service delivery modelwith diversified funding sources so the local cooperatives can besustained without direct support from Starbucks.

• Conservation International

Our continued support of CI’s Conservation Coffee™ program will bethrough our purchases of coffee from project sites in Mexico andPeru. These coffees are sold as Starbucks® Organic Shade Grown
Mexico, Starbucks® Decaf Shade Grown Mexico, Starbucks® Mexico,
Starbucks® Peru, and they are also used in some of Starbucks blends.

• African Wildlife Foundation’s Kenya Heartland Coffee Project• Starbucks® Black Apron Exclusives® coffees• Investments in Coffee Community Projects through Coffee
Contracts• Access to Credit	Learn more about our social programs in coffee communities in ourSociety section.

Conservation International
We formed a relationship with Conservation International (CI) in
1998 to encourage environmentally sound coffee-growing practices,and to improve farmers’ livelihoods. From 1998 to 2006, Starbucks
and CI collaborated in four major areas:• Developing Conservation Coffee™ field projects in several coffeegrowing communities, such as in Chiapas, Mexico.
• Implementing Sustainable Coffee Purchasing Guidelines in the
supply chain.
• Increasing awareness of the connection between coffee
production and biodiversity conservation for consumers.
• Providing affordable credit for farmers through CI’s Verde
Ventures Loan Fund.

During fiscal 2007, we provided a $25,000 grant to CI’s Verde
Ventures Loan Fund for administration and training purposes. Throughsales of rainforest-themed plush toys in our North America companyoperated stores, Starbucks also donated more than $73,000 to CI for
projects designed to assist smallholder farmers.
In fiscal 2008, Starbucks announced a five-year commitment with CI
to tackle climate change by working together to support farmers andcommunities who are preserving forests in coffee regions. This is a
critical effort given that deforestation currently accounts for about 20
percent of all carbon emissions – nearly double the amount producedby all cars, trucks, and trains around the world. The project will begin
with two launch sites in Sumatra, Indonesia, and Chiapas, Mexico.
Our renewed partnership will focus on supporting farmers, workers andtheir communities to help ensure our coffee is responsibly grown andethically traded, while contributing to positive global climate solutions.
Through this effort, we hope to reinforce and expand the potential of
C.A.F.E. Practices to benefit farmers, biodiversity and climate change
in coffee-producing countries. We also hope to engage Starbucks
partners (employees) and customers in support of these initiatives.

“It is clear that ethical sourcing has become engrained inStarbucks DNA. Conservation International is proud of the
program we have built together. We have seen firsthandStarbucks commitment to serve responsibly grown andethically traded coffee to its customers. It is our goal tobuild on our shared geographies and stakeholders andtake conservation beyond the farm. Going forward, we willaddress it on an entirely new scale as part of the solution
to the most pressing issue facing our planet, global climatechange.”Peter Seligmannceo, Conservation International

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report32

Kenya Heartland Coffee Project(African Wildlife Foundation)
The Kenya Heartland Coffee Project was launched by Starbucks
and the African Wildlife Foundation (AWF) in January 2005. It has
since become a focal point of our coffee community investments in
Kenya. The three-year project is aimed at helping farmers improve
the quality and quantity of Kenyan coffee, introducing sustainable
growing and processing best practices, as well as supporting
wildlife and biodiversity conservation.
The project is also intended to help extend C.A.F.E. Practices toEast African coffee farmers and cooperatives; an effort we hope will
result in increased profitability for local producers. To advance thisvision, AWF is helping us provide quality training, and encourage
the adoption of sustainable coffee practices while conserving thewildlife and wildlands of Africa.
The project was made possible by a three-year, $600,000
commitment from Starbucks, including $275,000 in fiscal 2007
to AWF as part of the agreement for continued collaborative work.
Starbucks provided an additional $100,000 beyond the initial$600,000 commitment to AWF to expand the existing projectin Kenya.
Other joint accomplishments of the Kenya Heartland Coffee Projectin fiscal 2007 included:

Going forward, Starbucks and AWF will continue to work on advancing
sustainable growing practices, and preserving the natural environmentthat is vital to the longevity of these regions and local residents. We
plan to sign a new Memorandum of Understanding for Phase II of the
project and provide additional financial support to AWF. Specific plans
for the Kenya Heartland Coffee Project in 2008 include:• Continuing to build on key agronomy, training and educational
activities.
• Continuing to promote C.A.F.E. Practices and encouraging the
adoption of sustainable coffee practices.
• Safeguarding the ecological and economic landscape in the Kenya
Heartlands region.
• Establishing a coffee quality laboratory (tasting room) in Nyeri andincreasing coffee agronomy expertise among local farmers.
• Establishing tree nurseries and collaborating with the Coffee
Research Foundation of Kenya.
• Helping to protect the Mt. Kenya ecosystem that sustains wildlife
and coffee-based livelihoods in the area.

• Helping 2,130 farmer co-op members from the Kiamariga andKihuyo areas of Kenya improve their coffee quality as a resultof being introduced to sustainable growing and processing bestpractices.
• Introducing C.A.F.E. Practices to East African producers andproviding locally relevant and translated documents. These
included making Starbucks quality requirements for coffee
available to local producers, and translating C.A.F.E. Practices
tools (including scorecard, guidelines and self-evaluation tools)
into Swahili.
• Contributing to positive changes in Kenya’s complex coffee
auction system by supporting AWF’s efforts to continue toadvocate for coffee marketing outside of the Nairobi coffee
exchange.
• Increasing the price offered to farmers by 36 percent throughdirect treaty contracts, a more straightforward and user-friendly
alternative to the traditional coffee pricing method in East Africa.
• Reducing human-wildlife conflict by providing natural wildlife
habitat through reforestation and water conservation efforts,
including the planting of 20,000 indigenous tree species.
• Reinforcing and primate-proofing 11 miles (18 kilometers) offence at Aberdare National Park in Kenya to reduce humanwildlife conflict.

01 Products
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report33Black Apron Exclusives®
Starbucks® Black Apron Exclusives® program was designed torecognize some of the most extraordinary and unique coffees in
the world. Typically limited in quantity, these coffees are often
discovered in small, remote areas of Africa, Latin America andAsia Pacific. Once a specific coffee becomes a Black Apron
Exclusives® offering, Starbucks awards $15,000 to the farming
community to use for a targeted project that will serve to improve
the sustainability of its farms, the village or the local environment.
Since launching the Black Apron Exclusives® program, Starbucks
has featured 15 distinct coffees, including four that wereintroduced in fiscal 2007.

“Starbucks has a profound effect on the lives of coffee farmers.
By rewarding quality with a higher price, schools and healthclinics are built where there were none. Electricity andrunning water are brought to homes. Helplessness is replacedwith hope. These changes go unreported and unnoticed by
the outside world, because they are done by the farmers
themselves, but they are real.”David Browning
vice president,
Coffee Initiative, TechnoServe

Investments in Coffee Community
Projects through Coffee Contracts
The combined total of Starbucks investments in coffee-growing
communities through some coffee contracts was $1.5 million in
fiscal 2007. The funds were used to pay for 50 projects locatedin 11 countries, benefiting more than 50,000 local farmers, theirfamilies and community residents.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report34

Access to Credit
During the growing and harvest cycles, coffee farmers often rely onmodest reserves to pay their expenses. Sometimes farmers experiencea cash shortage, which may prompt them to sell their crops early to
local buyers, despite the lower prices they are paid. Or they may needto borrow money at exorbitant interest rates until they can generate
income from their crop. This inevitably cuts into their profits and sets
up a similar scenario the next year.
Starbucks works with several alternative financing organizations thatmake loans to coffee grower associations so they can wait and sell theircrops for more favorable prices. The loans also enable farmers to invest
in capital improvements.

In fiscal 2007, we increased our loan to Root Capital, formerly
EcoLogic Finance, by $1 million, bringing our total commitment to
Root Capital to $7 million. Root Capital uses Starbucks capital to makeloans both to coffee and cocoa farmers.
We also continued our $1 million loan commitment to Calvert
Foundation and $2.5 million loan commitment to Verde Ventures, aloan program managed by CI.
Our total commitment to these financing organizations is $10.5 million(See chart below).

farmer loan programs
Name of
Organization

Amount ofStarbucks
loans to Fund

Total number& value ofloans madewith Starbucks
funds in fiscal
2007

Average loan
size (perborrower) madefrom Starbucks
capital infiscal 2007

Purpose(s) ofloans madefrom Starbucks
capital# of farmers
participating

Countries where
borrowers ofloans made byStarbucks live

Calvert Foundation$1 million loaned
in fiscal 2004

7 loans valued at$3.25 million*$304,913

Prefinancing of Fair
Trade and organic
coffee contracts

24,600

Mexico, Nicaragua,
Peru

Verde Ventures,
managed by CI$2.5 million loaned
in fiscal 2004

8 loans valued at$2.12 million$135,000

Prefinancing of
C.A.F.E. Practices
or Conservation
Coffee™ farms;
working capital forthe above coffee
farmers

7,279
smallholder farmers
participating inCI’s Conservation
Coffee™ program
sites, andapplicants to
C.A.F.E. Practices

Mexico, El Salvador,
Guatemala,Indonesia, Peru

Root Capital(formerly EcoLogic
Finance)$2.5 million loaned
in fiscal 2004

88 loans valued at$19.85 million*$225,595

Prefinancing of Fair
Trade, organic andspecialty coffee andcocoa contracts;
capital investments
for infrastructure

109,055
smallholder farmers

Boliva, Honduras,
Colombia, Indonesia,
Costa Rica,
Mexico, Nicaragua,
East Timor, Peru,
Ecuador, Rwanda,
El Salvador,
Tanzania, Ethiopia,
Uganda, Guatemala$2.5 million loaned
in fiscal 2005
$1 million loaned infiscal 2006
$1 million loaned infiscal 2007

* Total exceeds amount of Starbucks loan because funds are rotated frequently for new loans to farmers.

The Association of Kilimanjaro Specialty Coffee Growers(KILICAFE) is C.A.F.E. Practices–approved and a Fair Trade
Certified™ association of 8,000 independent smallholder
coffee growers in Tanzania. With the capacity building help ofTechnoServe, economic development loans from Root Capital,
and financial and technical support from Starbucks, KILICAFE
has been able to add environmentally sustainable technology that
has increased coffee quality and improved the livelihoods of its
farmer members.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

35

Seeking Continuous
Improvement
The coffee industry, like the global economy, is dynamic innature. A variety of factors could potentially influence the supplyof premium-quality coffee in the short term and/or over the longrun. We are continuously seeking opportunities to strengthen ouroverall approach and build on C.A.F.E. Practices so it remains asustainable model for the production of premium-quality coffee.
We are doing this by collaborating and sharing with others on coffee
sustainability, understanding our constraints and opportunities, andmoving ahead accordingly.

Collaborating with Others on
Coffee Sustainability
Beyond strengthening our coffee supply chain and making social
investments, we believe more can be done to promote the longterm sustainability of coffee production. This includes sharing
the guidelines and scorecard for C.A.F.E. Practices with othercompanies that seek to develop sustainable coffee-purchasing
practices. We are also collaborating with others in the coffeeindustry, as well as with various international parties, NGOs andpublic agencies, to help address the challenges coffee farmers andtheir communities face.
In fiscal 2007, we participated in a number of forums, sharing
C.A.F.E. Practices and our approach to working with coffee
communities. These included specific presentations and sessions at
the following events:• Sustainable Food Lab Conference• Cal Safety Compliance Corporation (CSCC) Working Group
Conference

Linking Our Customers, Partners andCoffee Farmers in the Field
In 2002, Starbucks and the Earthwatch Institute beganoffering Starbucks partners (employees) and customers theopportunity to take part in Earthwatch Expeditions, and work
alongside environmental research scientists in the field.
Recognizing that there is great value in connecting our partners
and customers to the farmers who produce Starbucks® coffee,
we decided to refine our Earthwatch program and focus the
expeditions around coffee sustainability. In fiscal 2007,
Starbucks began a three-year pilot program that enables agroup of customers and partners to go on an Earthwatch
Expedition and spend time at coffee farms of the CoopeTarrazú
cooperative in Costa Rica. The project works with 27 C.A.F.E.
Practices–approved farms.
Three separate expeditions took place in fiscal 2007, providing
19 customers and 11 Starbucks partners with this unique
opportunity. They spent time at the co-op farms, assistingscientists with soil testing, identifying best practices for pest
management and mapping farm sites.
The results of this work will be used to help farmers improvetheir sustainable farming techniques and the quality of theircoffee. The findings will also serve as a baseline as we continue
to hone and improve the guidelines for C.A.F.E. Practices.
Earthwatch plans to publish the findings of the three-year
pilot and make them available to scientists who are working onsustainability and farming issues.

• Specialty Coffee Association of America (SCAA) Annual
Conference• National Restaurant Association Conference• University of San Diego Supply Chain Management Institute’s
Annual Forum• Stanford University Supply Chain Management Institute• National Coffee Association member webinar• Sintercafe Annual Conference
In addition, Starbucks worked with the National Coffee Association
to help its members learn from our experiences relating to coffee
sustainability, trademarks and sustainability certifications.
Our openness and willingness to share also led to case studies
which have been made available to companies, academics andother parties for their use. Read the United Nations Global Compact
case study that profiles C.A.F.E. Practices and the Harvard Kennedy
School and FSG Social Impact Advisors case study that profiles thecollaboration between Starbucks and Conservation International.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report36Moving Ahead on Our
Sustainability Initiatives
While Starbucks is striving to instill a sustainability mindset
throughout our company operations and supply chain, we recognize
there are certain realities that cannot be overlooked. Problems
such as pervasive poverty, hunger, disease, natural disasters andglobal environmental issues, among others, are beyond our directcontrol. Nevertheless, we believe we can contribute to solutions byfocusing on measures that promote social equity, environmental
preservation and economic sustainability. We will continue to evolve
our approach to integrating social and environmental responsibility
into our coffee sourcing. By extending the reach and potential of
C.A.F.E. Practices, we can do the most good in this regard.

Future Goals
Some of the initiatives we will focus on in 2008:• Purchasing 65 percent of our coffee from approved C.A.F.E.
Practices suppliers, aiming to purchase 80 percent C.A.F.E.
Practices–verified coffee by 2013. Our annual goals will be
evaluated each year and adjusted, depending on businessconditions or business needs.
• Evaluating the data collected from the launch of C.A.F.E.
Practices Version 2.0 and using it to understand regional
differences, identify where improvements or more training
and support are needed, and determine how best to continue
expanding C.A.F.E. Practices in East Africa and Asia Pacific.
• Providing verifier and supplier guidance on interpretation of
C.A.F.E. Practices indicators for regional conditions.
• Establishing more locally based support through regional
Farmer Support Centers in Ethiopia and Rwanda.
• Hiring additional agronomists to focus on helping coffee
farmers worldwide implement C.A.F.E. Practices.
• Extending our support for the Kenya Heartland Coffee
Project by signing an agreement for Phase II of the projectwith the African Wildlife Foundation.
• Providing additional financial support to the Conservation
International (CI) Verde Ventures Loan Fund and assessing
opportunities to collaborate on new initiatives and programswith CI to engage our suppliers, customers and partners inbiodiversity conservation around the world.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report37Responsible Cocoa
Sourcing Program –Cocoa Practices
Cocoa is an important ingredient in many of our products,
although Starbucks annual purchases of processed cocoa are
relatively small in comparison to other companies whose coreproducts are cocoa‑based.
This fact doesn’t diminish our commitment to buy cocoa thathas been produced and traded in an ethical, transparent andsustainable manner. Recently Starbucks has taken significant steps
to work with the industry, cocoa growers, processors, exporters andmanufacturers to ensure that our supply chain is aligned with ourcore values.

About Cocoa
Approximately five million farmers around the world depend on
cocoa for their livelihoods, of which 90 percent are smallholder
farmers, growing cocoa on two to five hectares (five to 12
acres) of land.* A combination of low and volatile commodity
prices, lack of credit, and pest and disease challenges havemade cocoa farming unpredictable for many of the families
who depend on this crop for their livelihoods. At the same time,
cocoa farmers cultivate in some of the most biodiverse regions
on the planet where their stewardship of these areas is vital.
Worldwide cocoa production for the 2006/2007 crop year was
7 billion pounds (3 billion kilograms), of which the majority wasproduced in West Africa. In fiscal 2007, Starbucks purchased
22 million pounds (10 million kilograms) of processed cocoafrom our suppliers sourced from seven countries but primarily
from the Côte d’Ivoire in Africa.
*International Cocoa Organization and World Cocoa Foundation

Developing Cocoa Practices
Sourcing Guidelines
Since 2004, Starbucks has been developing and refining a set of
guidelines for our suppliers in their cultivation and processing of cocoa.
In fiscal 2006, we piloted Starbucks Socially Responsible Cocoa(SSRC) Sourcing Program in Côte d’Ivoire, working in conjunction
with two established suppliers, one of which represented nine
farmer cooperatives and hundreds of farmers. In fiscal 2007, we
commissioned an audit of the SSRC Sourcing Program and developed
a set of sustainable cocoa production guidelines for suppliers andfarmers as an extension of our earlier efforts.
In creating Cocoa Practices, which formally launched in 2007,
Starbucks built on the foundation of C.A.F.E. Practices (our guidelines
for coffee) and collaborated with Theo Chocolate, an organic Fair
Trade chocolate manufacturer located in Seattle, to develop theguidelines based on best practices in the industry. We also consulted
with our business partners and suppliers, environmental and labororganizations, the cocoa industry and farming experts, and obtained
input from third-party certification organizations.
Cocoa Practices provides a way to evaluate and recognize producersof high-quality, sustainably grown cocoa. Similar to C.A.F.E. Practices
for coffee, Cocoa Practices provides guidelines for the cultivation andprocessing of cocoa in a manner that is environmentally sustainable,socially responsible, and promotes equitable relationships with farmers,
workers and communities. The guidelines and corresponding scorecard
contain more than 200 specific indicators divided into six focus areas:
Product Quality, Economic Accountability (transparency), Internal
Control Systems, Organizational Stability, Social Responsibility, andEnvironmental Stewardship.
The scorecard and indicators are specifically designed to address theissues facing smallholder farmers. Suppliers, farmers, processors andexporters who participate in Cocoa Practices must comply with therequired indicators, as well as demonstrate best practices, all of which
are subject to independent verification.
	Learn more about the guidelines for Cocoa Practices at www.starbucks.com/cocoa

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report38Assessing Results of Audits
In fiscal 2007 Starbucks hired TechnoServe, an international
nongovernmental organization (NGO), to conduct an independent
audit of the SSRC Sourcing Program in West Africa. TechnoServewas chosen from a large pool of applicants because of its
experience working with farmers in Africa, and its understanding of
the cocoa sector.
Results from audits conducted in fiscal 2007 found that our
two cocoa exporters in Côte d’Ivoire advanced efforts to procure
traceable, sustainably produced cocoa amidst the highly complex
and challenging environment of the Ivorian cocoa industry. Threeof the challenges our suppliers will be addressing with cooperatives
include improving the dissemination of training materials to farmers,
ensuring the proper distribution of market premiums earned byparticipating farmers, and improved financial management at thecooperative level.
We realized, based on this feedback, that additional support tofarmers and suppliers is needed. As part of the pilot, our suppliers
took action to tackle their outstanding issues and reported back to
us in November 2007. They will undergo a third-party verification in2008 to evaluate performance against Cocoa Practices.

Sourcing Sustainable Cocoa
We sourced 22 million pounds (10 million kilograms) of cocoa
beans through our SSRC Program in 2007, meeting our projected
goal. The cocoa will be used into fiscal 2008. We learned more
about the opportunities and challenges of sustainable cocoa
harvesting, such as promoting internal control systems for farmer
cooperatives, which we believe will help the implementation of
Cocoa Practices in our supply chain. Starbucks continues to deliver
updates to our stakeholders on the progress of our Cocoa Practices
pilot via our website.

Collaborating with the Chocolate
Industry to Promote Sustainability
Starbucks strives to have a positive impact on the premium chocolate
industry by sharing what we are learning about sustainable cocoa
farming and production. Our collaboration with Theo Chocolate tosupport the development of Cocoa Practices, and our discussions withother companies and membership with the World Cocoa Foundation,
provides opportunities to share, influence and lead by example. In
2007, we teamed up with The Hershey Company, drawing upon thepremium expertise of its Artisan Confections Division, to develop
and market a new Starbucks-branded premium chocolate platformin the United States. A shared value and central component of ourrelationship is Hershey’s commitment to a sustainable approach tosourcing the cocoa beans for these products by implementing Cocoa
Practices in the supply chain.

Social Development Projects
Our approach to cocoa sourcing is designed to be holistic and support
our business objectives of ensuring a long-term supply of sustainablecocoa and contributing positively to the environment and communities
where we conduct our business. This includes investing in local
community projects in the cocoa-growing regions of West Africa.
In 2007, Starbucks committed $32,000 to support the ECHOES(Empowering Cocoa Households with Opportunities and Education
Solutions) Alliance, a joint project with USAID, the World Cocoa
Foundation and Winrock International. ECHOES aims to improve thequality and relevance of education in cocoa-farming communities
and improve the youth livelihoods and education opportunities
in the agricultural sector in West Africa. Starbucks support will
be used specifically to fund scholarships and microenterprisedevelopment for 80 families, simultaneously supporting a student’s
education, increasing retention probability, while enhancing themother’s income-generation potential.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report39

Access to Credit for Cocoa Farmers
As is typical with farming, cocoa crops often provide farmers andtheir cooperatives with a sporadic source of income. It’s common
for farmers to experience a cash shortage, which can lead themto sell their crops early, be charged high interest rates and receive
lower prices for their crops.
Starbucks has been working with Root Capital (formerly EcoLogic
Finance) since 2004 to provide access to affordable credit forcoffee farmers, with the goal of helping support these small
businesses, fostering economic self-reliance and promoting
environmental conservation. In 2005, we expanded ourcommitment to allow $500,000 specifically for affordable loans
to cocoa farmer enterprises, drawing from the $5 million loan capital
Starbucks had already provided. As of fiscal 2007, Starbucks has
loaned a total of $7 million in funds to Root Capital for use primarily
in coffee and cocoa communities, which in turn provided $800,000
in loans to four cocoa farming cooperatives during the year.
Our loan agreement with Conservation International’s Verde
Ventures was amended in 2006, allowing up to 25 percent of the$2.5 million in capital we provide to be loaned to cocoa farmers.

Future Goals
As we move forward in fiscal 2008, we plan to continue
implementing our Cocoa Practices and collaborating withothers in the chocolate industry to support sustainability.
Specific goals we will strive for in fiscal 2008 include:• Purchasing 28 percent of our total cocoa from suppliers
evaluated by third-party verifiers using Cocoa Practices.
• Reviewing the results of first-year Cocoa Practices audits,
including feedback from our pilot suppliers and third-party
verifiers, regarding the Cocoa Practices guidelines.
• Creating an approved list of third-party verifiers anddisseminating it to all of our cocoa suppliers.
• Developing a verifier reporting system for Cocoa Practices
evaluations.

Addressing the Challenges
We recognize that there are formidable challenges to implementing
a sustainable sourcing model in West Africa’s cocoa industry.
The West African cocoa sector is inherently complex and volatile,
exemplified in part by a high turnover of traders, recent politicalconflicts and other factors that make it very difficult to develop bestpractices and advance sustainability.
There is a great need to strengthen farmers’ business knowledge
and build a more solid infrastructure of the farmer cooperatives
and cocoa consolidation firms that collect, process and exportcocoa. We are trying to address this need, but understand that it
is far from an easy task. Our key hurdle to implementing the Cocoa
Practices guidelines is establishing viable long-term relationshipsthat extend throughout the entire supply chain.
Despite the challenges, cocoa holds promise of being anenvironmentally sustainable and socially responsible crop. It canbe grown in areas between the rainforest’s canopy and forest
floor without disturbing the “roof” of the rainforest formed by thetreetops, thus preserving this vital resource. And given that cocoa
is primarily grown by smallholder farmers, cocoa farming canoffer economic stability for rural communities as well as provide a
livelihood for farming families.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report40

Tazo® Tea – Advancing
Our Commitment to
Sustainability
Tazo Tea, the tea brand within Starbucks portfolio, is sold in Starbucks
stores, grocery and other retail outlets. Tazo is dedicated to bringing
distinctive blends to our customers, using high-quality teas and botanicals.
Similar to Starbucks approach to sustainable coffee sourcing, weare committed to a long-term strategy of ethical tea sourcing andsupporting farmers and their communities throughout our tea supply
chain. We have been working with the Ethical Tea Partnership (ETP)
since 2005 to collaborate more closely with others in the tea industry,
and to make sure that our tea has been produced in a socially
responsible way. Our work with ETP is complemented by our supportof the Community Health and Advancement Initiative (CHAI) project, ajoint partnership that includes Mercy Corps.

About Tea
Global tea production in 2007 was 8 billion pounds (4 billion
kilograms). In fiscal 2007, Tazo purchased 7 million pounds (3million kilograms) of tea and botanicals from 24 countries.
1

F.O. Licht’s World Tea Markets Monthly, Vol. 9, No. 1, July 2007

1 

The Ethical Tea Partnership (ETP)The ETP is a unique, long-term ethical sourcing initiative that works inpartnership with more than 20 member tea companies to independently
monitor living and working conditions in tea gardens. The UK-basedorganization also strives to improve working conditions in the tea industry.
We are an active member of ETP and our participation helps us to ensure
the teas we purchase are produced in a socially responsible manner.
	Learn more about ETP at www.ethicalteapartnership.org

Community Health and Advancement
Initiative (CHAI)CHAI is at the center of Tazo’s social development strategy, and is ourway of investing in regions that produce Tazo® tea ingredients. It was
first launched in the hills of Darjeeling, India, as a partnership between
Tazo, Mercy Corps, the Assam Branch of the India Tea Association, andthe Darjeeling Earth Group. Now celebrating its fifth anniversary, CHAI
has expanded significantly.
Since 2002, some 35 CHAI projects have been launched in small rural
tea and spice-growing communities in India and Guatemala, targetinga range of needs from health services to economic development
programs. In 2004, the program expanded to cardamom spice villages
in Guatemala and, beginning in 2006, Tazo and Mercy Corps worked
together to broaden the project to four tea estates in Assam, India. By
the end of fiscal 2007, CHAI projects had benefited nearly 10,000
people.

One example of our work with CHAI can be found in the Himalayanfoothills of Darjeeling, India. Here our continued purchases of teasfrom smallholder tea growers help contribute to the region’s economic
development. We are also collaborating with local tea growers, inpartnership with the Darjeeling Earth Group, to improve their tea
production and green leaf handling techniques. This is being done
through the CHAI Project’s Organic Tea Project for Small Farmers
which, in fiscal 2007, conducted workshops on plantation techniques,
use of organic spray for pest control, and the production of handmade
green and oolong teas.
Funding for CHAI comes from Starbucks and our tea suppliers. Since
2003, more than $1.9 million has been contributed to the CHAI
Project, including donations in fiscal 2007 of $520,000.
Some of our accomplishments in 2007 include:• Providing financial and technical support to promote tea
management and assist communities in Assam with setting up andfacilitating microenterprises for unemployed and seasonal laborers.
• Rolling out Assam CHAI’s Education Retention Program (CERP), a
comprehensive package aimed at increasing retention rates in highschool, improving performance on exams and enhancing students’ability to read, write and speak.
• The CHAI Project in Assam made significant progress toward reaching
our objectives on four tea estates in Assam. CHAI Guatemala
successfully expanded to make a difference in two additional
cardamom producing villages in the central Alta Verapaz region.
• Launching projects in two new Guatemalan communities, in addition
to the nine communities targeted earlier for CHAI projects, andreaching an additional 435 people this year.
• Implementing economic diversification and environmental protection
projects in Guatemala.
• Making a joint presentation with Mercy Corps to members of the
ETP about our CHAI social development project.
Future Goals
As we move forward in fiscal 2008, we plan to continue ourmembership with the ETP and our support of CHAI. Three
specific goals we will work toward include:• Encouraging ETP to incorporate social projects and an
environmental focus in its monitoring guidelines within thenext two years.
• Increasing our funding for CHAI projects to be in direct
proportion to our purchases of raw tea and botanicalingredients.
• Expand CHAI into other countries where we purchase tea
and spices.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report41

Sustainable
Procurement
Manufactured Goods
When it comes to procuring merchandise for sale in our storesand for use in our operations, Starbucks is committed to sourcing
these goods in a socially and environmentally responsible way. Thisis good not only for society and the environment, but also for ourbusiness. We strengthen our business when we work with suppliers
who share Starbucks values.
To provide a framework for our procurement practices, we havedeveloped a Supplier Social Responsibility (SSR) Program, andStandards for Manufactured Goods and Services. They represent
our overall approach to integrating responsible buying practices
throughout Starbucks global supply chain for manufactured goods
and services.
In fiscal 2006, we piloted our SSR Standards for manufactured
goods and began implementation in fiscal 2007. Underpinning the
SSR Standards is a philosophy based on long-term partnerships
with a focus on continuous improvement. We are committed
to working collaboratively with factories to help them meet our
expectations for performance.

Starbucks Standards Training
To introduce our suppliers and factories to our SSR Program, we
conduct two-day training sessions for suppliers, factory owners
and members of their management teams. Working with anonprofit organization, Verité, we communicate Starbucks social
responsibility standards and methods for factory self-assessment
and performance remediation. To help factories prepare for on-site
assessments of their facilities, we conducted four factory trainings
in which 89 factories participated in fiscal 2007.

Factory Assessments
In fiscal 2007, we analyzed Starbucks supply base and segmented
it by perceived risk based on volume, country of origin, branded
items and production type. This segmentation helped us to identify
and prioritize the factories to be introduced to this program.

If a factory is transparent about their challenges, and commits tocontinuous improvement, Starbucks approach is to work together
with them to address the issues. In some cases, we hire a third-party
consultant to analyze root causes with factory managers, and workwith the factory to develop, implement and verify a performance
improvement plan.
While the majority of factories were able to meet Starbucks zerotolerance standards, we either did not award or discontinued doing
business with 14 factories due to supplier social responsibility issues infiscal 2007.

Results of Audits by Country – Fiscal 2007
Country

Factory Assessments
Conducted

Number of Factories Failing
Zero Tolerance Standards

Bangladesh

1

1

China

72

40

El Salvador

10

Mexico10

Taiwan10Vietnam20Collaborating with Others
In fiscal 2007, Starbucks joined the Fair Factories Clearinghouse, anonprofit collaborative industry effort created to harness the existing
pool of factory compliance information collected by companies,
facilitate responsible sourcing and increase efficiency in auditing.
Starbucks also joined Business for Social Responsibility’s Beyond
Monitoring working group in 2007, which brings companies andstakeholders together to help address the root causes of social andenvironmental issues in global supply chains. Through this group
we are working to develop a framework for identifying a successful
supply chain strategy that includes buyer internal alignment, supplierownership, empowerment of workers, and public policy frameworks.

We work with two factory monitoring firms, Intertek and Levelworks,
to conduct independent assessments on behalf of Starbucks. To
be awarded business and participate in Starbucks performance
improvement program, factories must meet a set of minimum
standards. These “zero tolerance” standards include transparency,
commitment to continuous improvement, ensuring payment ofwages, allowing access for assessments, no child labor, no forcedlabor, and no harassment and abuse. As of the end of fiscal 2007,
our monitoring firms had conducted 78 assessments.

Future Goals

Monitors found 41 instances of failure to comply with Starbucks
zero tolerance standards. The most common zero tolerance violation
was a lack of transparency, primarily related to wages and working
hours. (See chart.)• Improving data reports through the implementation of Fair
Factories Clearinghouse data management tool.

As we move ahead, we will continue to build on our progress infiscal 2007. Some specific goals have been set for fiscal 2008,
including:• Conducting four factory training sessions for an estimated
60 factories.
• Developing an online system to provide factories in our
supply chain with materials to support the training process.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report42

Quality Assurance andProduct Recalls
Starbucks places the highest priority on the safety and well-beingof our customers and partners. Our quality assurance (QA) process
is extremely rigorous and extends from coffee, dairy and otheragricultural products to manufactured goods, such as brewers,
mugs and gift items.
Our commitment to product safety means that we not only comply
with government regulations, but strive to openly communicate
with our customers when we have an issue, explaining the situationand describing the corrective action we are taking. Several years
ago we formed an internal Product Incident Team, comprised ofrepresentatives from QA, Legal, Operations and Communications inorder to provide additional monitoring of product quality.
The team is tasked with weekly review of product performance
information, customer and partner feedback, and other productusage information in order to proactively assess any potential
issues. Should an issue relating to product quality, failure or safety
arise, an extensive response system, including communications andoperational components, is rapidly implemented. Despite having
extensive QA controls, certain unforeseen situations can arise,making a product recall necessary in order to bring a product into
government compliance and/or to ensure the health and safety ofpartners and customers.
In Starbucks history, we’ve had very few incidents that warranted
a product recall, and in each situation we took a proactive anduniversal approach to rectifying the situation and maintaining
customer trust and loyalty.
In fiscal 2007, we conducted two rapid voluntary recalls. One
involved an eight-cup coffee brewer and the other was an
ornamental snowglobe. In both cases, the issue was related tofaulty manufacturing by the supplier. Our internal monitoring ofproduct performance alerted us to the issue and our Product
Incident Team allowed us to quickly and effectively respond to the
problem.

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43

01

Products

02society03

environment

04

workplace05

diversity

SOCIETYSTARBUCKSCOMMUNITY &GROWTH IMPACTS
In an era of increasing globalization, when communities aroundthe world are striving to preserve their cultural uniqueness,some may question whether a global coffee company canstay in touch with the needs of individual communities or its
individual customers.
As Starbucks has grown from a single store to having a
global presence, we have worked hard to honor the intent ofStarbucks Guiding Principle – to contribute positively to ourcommunities – and to operate each store as if it were our only
location. Our approach is based on building lasting, personal
relationships with our customers and neighbors and staying
in touch with the concerns, issues and desires of our local
communities and customers. Whether they are concerned
about cultural sensitivity, neighborhood character, nutrition,
health care or how Starbucks contributes to their community,
we are listening and doing our best to be responsive.
Throughout this section, we discuss Starbucks role in our society,and the relationships we have with our communities and customers.
We examine some of the specific issues related to Starbucks
growth, explain our perspective, and share what we are doing to bea responsible neighbor. Some of the topics discussed are:• Starbucks presence in local communities, and continuing global
marketplace evolution• Being respectful of community concerns and local relevancy• Contributing to local economic development, and building civic
partnerships• Being responsive to our customers• Being locally relevantStarbucks
Community& Growth
Impacts

02 Society
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report44Operating in the Global Community
As Starbucks presence has been extended to markets beyond
the U.S., we are respectful of every new place – appreciating thateach one is uniquely characterized by its history, culture, sense ofcommunity and natural environment. We have also been introduced
to and welcomed by millions of enthusiastic customers. Our overall
experience of doing business throughout the world has been
overwhelmingly positive.
To gain objective feedback about how our international customers
perceive Starbucks, specifically as a company that respects
their local culture, we have begun conducting consumer insightsurveys. The results of surveys conducted during fiscal 2007 in 12
international markets, including Korea, New Zealand, Philippines,
Thailand, Beijing, Chengdu, Shanghai, (Suzhou & Hangzhou),South China (Guangzhou/Shenzhen), Taiwan, Chile, Puerto Ricoand Mexico (Mexico City, Monterrey, Puebla, Tijuana, Guadalajara),
found that 40 percent of our customers perceive Starbucks as
respecting their local culture.
There are times when doing business on the global landscapepresents challenges, including dealing with the wide spectrum ofperceptions people have of America. In some parts of the world,
there has been a rise in anti-American sentiment, much of it
attributed to the conflicts in the Middle East. As a global company
with an American heritage, we strive to be respectful of otherperspectives, and responsive when we encounter misconceptions
that may affect our relationships with our customers, neighbors
and/or business partners.

Closing Our Store in China’s
Forbidden City
Doing business globally presents us with opportunities to learn andgrow, especially as we introduce the Starbucks Experience to new
customers in different countries. Many factors are weighed when
considering a specific location for Starbucks, with the goal of serving
our customers in a welcoming environment. However, for any numberof reasons, some locations may end up not being a lasting fit.
In fiscal 2007, we closed a Starbucks store located in China’s
Forbidden City in Beijing. The store opened in 2000 at the invitationof Forbidden City management, who at the time needed to raise
funds to maintain the 600-year-old complex of villas and gardens.
For more than six years, Starbucks provided a welcoming place for
Chinese and foreign tourists at this location. In the spring of 2007,
the Forbidden City announced that it would replace concessions andstores operated by outside companies with ones managed by the
Forbidden City itself. After reviewing our options with the Forbidden
City, Starbucks respectfully decided to end our lease agreement.

Being Respectful of Community
Concerns
The growing presence of global brand retailers has heightenedawareness about the level of homogeneity in the marketplace.
Although Starbucks typically receives a warm and enthusiastic
welcome when opening a new location, we are sensitive tocommunity concerns which generally focus on neighborhood
character, and the relationship between national andindependent retailers. When concerns are raised, there isno one-size-fits-all response – in these cases, we roll up oursleeves and strive to work collaboratively with local residents.

Being Locally Relevant
Providing a consistent experience for our customers is oneof Starbucks greatest strengths. At the same time, we arerespectful of our local communities throughout the world, and,
when possible, modify our store environment and customer
experience in various ways. For instance, we have adapted
our menu at times to include special food items in Asia,
Europe and elsewhere; adjusted the days and hours of ourstore operations, depending on local customers; incorporated
architectural elements in our store design to reflect theuniqueness of a neighborhood; and created different types ofstore environments that are culturally attuned and meet ourcustomers’ needs.

Case Study: Starbucks Store on
Pearl Street – Boulder, Colorado
Pearl Street is a pedestrian mall in Boulder, Colorado, andhome to many unique and locally owned shops. Starbucks
opened a store on Pearl Street in the late 1990s, at which time
we were met with a mixed reception from the community. There
was concern that entry would lead to the loss of the uniquepedestrian experience, and a small but vocal group lobbied toban national chains from locating on Pearl Street.
Today, Pearl Street Mall is a national model for downtown
pedestrian malls. When Starbucks opened, it was the eighth
store on Pearl Street Mall. Of those eight, two later closed,
but locals agree Starbucks opening was not a factor. Thereis a healthy mix of stores – 85 percent of the businesses are
locally owned and Boulder undertook a $4 million renovation tocelebrate Pearl Street Mall’s 25th birthday in 2002. Businessowners credit Starbucks with drawing customers, stimulatingcompetition and contributing stability to the retail andcommercial corridor.

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Surveying Our Customers
Simply put, we want to be a good neighbor – the type of neighborthat local residents value and appreciate in their neighborhoods.
In order to stay attuned and relevant to our customers andcommunities, we conduct ongoing surveys among U.S. coffee
consumers and our customers who had visited Starbucks within 30
days. In fiscal 2007, we expanded the distribution of the customer
survey that was initially launched in fiscal 2006, in order to gain
more representative feedback and insights.
One key finding in fiscal 2007 was that among our customers who
were surveyed, 86 percent responded that they were extremely orvery likely to recommend Starbucks to a friend or family.
Our recent surveys also found that most respondents were
unaware of the company’s socially responsible initiatives, including
Starbucks support for community activities. Although awarenessof our efforts was higher among customers than the general

population, 38 percent of all respondents – both customers andnoncustomers – associated Starbucks with good corporate citizenship.
Starbucks is devoted to acting responsibly in all areas of our businesspractices, and we appreciate that our customers share our concerns.
To gauge customer acceptance of Starbucks in local neighborhoods, werecently asked survey respondents, specifically those who presently live
near a Starbucks store, what their overall feeling was about having a
Starbucks near their home. We found that 48 percent had very positive
feelings about having a Starbucks store in their neighborhood, while
seven percent indicated negative feelings.
When we asked those who do not currently live near a Starbucks how
they would feel about having a Starbucks store open near their home,
36 percent indicated positive feelings and nine percent had negative
feelings. (See chart.)

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Contributing to Local Economic
Development

Case Study: Making a Positive Impact
in Athens, Georgia

Starbucks is committed to being a good neighbor, andstrives to have a positive impact on every community itenters. Starbucks impact goes beyond offering premium
coffee beverages, various products and a positive consumer
experience. Each store creates an economic ripple effect thatcan be traced throughout its local community. Consideringthat we have some 6,800 company-operated locations acrossthe U.S., we are generating a total economic impact that issignificant and very positive.

Our presence in Athens, Georgia, provides an example of
how Starbucks has helped stimulate that local economy andhelped to energize the community. When we opened a store in
downtown Athens in 1999, Starbucks became one of the firstnational retailers to locate – and stay – in the area. This wasgood news to city leaders who were interested in attracting
retailers that could help to spur growth and development.

To fully understand the local economic footprint of our U.S.
stores, Starbucks commissioned an economic impact study infiscal 2007.1 The study found that Starbucks stores contributeto local economic growth, create new jobs and add to local tax
revenues. Some specific findings from the study are presented
below:• For every dollar spent at a Starbucks store, on average,$2.23 is put back into the local economy through employee
wages and benefits, taxes, and payments to local vendorsthat provide some of our goods and services.
• In addition to the people working in a Starbucks store,
an average of 20 new full-time jobs are created in thecommunity as a result.
• Every year, each Starbucks store generates, on average,$70,000 in state and local annual tax revenue.
Starbucks stores make substantial efforts to buy products
and services, such as baked goods, from local vendors. Local
sourcing amplifies the positive economic impact of eachstore, resulting in the indirect benefits of creating new jobs,
generating additional income for the community and providing
increased tax revenue.
In addition to the economic benefits described above, thepresence of a Starbucks store can be a catalyst for the growth of
nearby businesses by increasing foot traffic and the number ofpotential customers that may visit other surrounding retail stores.

Starbucks tapped local Athens talent for employment
opportunities, and catered to some unique community needs.
This included supporting a local women’s shelter and extending
our hours of operation during exam weeks so students attending
the University of Georgia could have another place to go.

Having an Impact inUnderserved Communities
In 1998 Urban Coffee Opportunities, LLC (UCO) was created, apartnership between Starbucks and Johnson Development Corporation,
a company owned by Earvin “Magic” Johnson. The goal of UCO is tobring Starbucks stores to diverse local communities in the U.S.
	Learn more about UCO in our Diversity section.

Building Neighborhood Alliances
Starbucks works closely with civic organizations to help us better
understand the opportunities, concerns and challenges faced by
local communities. Infrastructure, workforce development and urban
revitalization are just a few of the issues we have addressed throughthese relationships. Through our involvement with the U.S. Conferenceof Mayors, and the National Trust Main Street Center, we havebecome more knowledgeable about how communities are impacted bysustainability and preservation issues. An example of our collaborative
approach took place in Lake Tahoe, Nevada, where our engagementwith the League to Save Lake Tahoe led us to offer a special blendof coffee that provided monetary support to preserve this treasured
natural resource.

Methodology: the direct, indirect and induced impact on the economy oflocal communities was accomplished by analyzing detailed financial data
about the operation of Starbucks retail stores of different configurations
in several selected metropolitan regions in the U.S. These data were used
to estimate the economic impact through the use of an established andwell-documented economic impact model appropriate for the geography ofthe store locations.

1 

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Starbucks Growth

Continuing Marketplace Evolution

In fiscal 2007, Starbucks opened 2,571 new stores, bringing
the worldwide total to 15,011 locations in 43 countries. We
expect to add 2,150 net new stores next year.

Over the past several decades, the marketplace has become
increasingly more global and competitive in nature. Starbucks
has become one of the world’s most successful and admiredlarge retail companies, and we have done this by continually
striving to be neighborhood-centered and locally relevant inevery community we are in.

To realize our ambitions for Starbucks long-term growth, wework closely with local communities when opening new storesand operating our business. When Starbucks is viewed asproviding an inviting gathering place for residents, supportingneighborhood interests, and stimulating local economic
development, we are almost always welcomed in.
Occasionally, Starbucks entry into an area raises concerns
among local residents. Our approach is to engage withneighbors, merchants and other stakeholders openly
and directly. Starbucks has designated a global team ofpartners who focus on building positive community and civic
relationships with our neighbors and key stakeholders.

A common misperception is that large global brand retailers
and small, independent businesses cannot coexist. But,
specialty coffee retailers may offer an example of suchcoexistence. Just as Starbucks has grown in the U.S.,
thousands of independent coffee shops have also sprung up.
This would suggest continuing synergy between the growth ofStarbucks and that of smaller coffee retailers. See chart below.
Market Segmentation
Independent Stores (1-3 units)

57%

Micro Chain Stores (4-9 units)3%

Large Stores (10+ units)

40%

Source: Specialty Coffee Association of America

As Starbucks has grown, so has the industry, all of which has
benefited coffee consumers.
In the following pages, we discuss the other ways Starbucks iscontributing positively to local areas through community investments
and grants from The Starbucks Foundation. Specifically, we address:• Starbucks community investments• The Starbucks Foundation• Starbucks commitment to health and wellness• Being responsive to our customers• Public policy and government affairs

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Starbucks Community
Investments
Starbucks has always cared about the communities where we dobusiness. Over the years, we have contributed to many worthy
causes, addressing children’s literacy, poverty alleviation, and theenvironment, to name a few.
We are proud of our contributions, and honored to have worked
with so many gracious and dedicated people around the world
who support local communities through their work with schools,
libraries and community-based organizations. As we have grown,
we have considered how much greater our impact might be if we
focused our philanthropic efforts on fewer causes. With more than
172,000 partners and 15,000 stores in 43 countries, we offer a
sizeable force to unite behind a common goal to make the world
a better place.
In Starbucks 2006 CSR Report, we shared our intent to focus andalign the charitable efforts of Starbucks Coffee Company and The
Starbucks Foundation. In fiscal 2007, we examined our investment
priorities as a global company to determine how we could best
focus our efforts to create community impact. We sought advice
externally – from charitable foundations and community partners,
and from customers and many of our partners around the world.

As we explored possibilities, we kept one fact in mind – that today, 50
percent of the world’s population is under the age of 25. If technology
could be leveraged as a tool, we began to imagine that Starbucks
could help young people connect and work together on identifying andtackling issues in their own communities – a process that could build
their confidence and their capacity to shape the future.
This led us to create a new approach and focus to our local giving
programs. It will be centered on our vision to strengthen local
communities by aligning resources and leveraging technology tosupport young social entrepreneurs who are seeking to change theirlocal communities through innovative ideas, volunteerism and civic
action. We hope to advance greater and more measurable outcomesthat contribute to the long-term sustainability of local communities– and ultimately inspire positive change in the world.
In the following pages of this section, we provide an overview
of our community efforts and further explanation about ouractivities, including:• Total Giving in Fiscal 2007
• Starbucks New Approach to Supporting Local Communities• Fiscal 2007 – A Transitional Year
• Our Contributions to Communities – U.S.
¤¤ Starbucks Partners’ Community Efforts• Our Contributions to Communities Around the World• Investments in Coffee- and Tea-Growing Communities• The Starbucks Foundation“We cannot always build the future for our youth, but we canbuild our youth for the future.”Franklin D. Roosevelt

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Total Giving in Fiscal 2007
In fiscal 2007, Starbucks cash and in-kind contributions were valued at $18.0 million, or 1.7
percent of the company’s earnings before income tax. (See pie chart below.)

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Starbucks New Approach to Supporting
Local Communities
For some time, Starbucks Coffee Company and The Starbucks
Foundation have sought a unified framework for supporting our
local communities. After many discussions with internal andexternal stakeholders, two common themes emerged: the idea that
Starbucks could serve as a connection point for people interested
in engaging with their local communities, and a strong passion forsupporting young people who are striving to create positive change
in their communities.
Our new approach to supporting local communities will combine
and build on these two themes. We will leverage the uniquestrengths of Starbucks Coffee Company and The Starbucks
Foundation in a way unlike anything we’ve done in the past.
We will build on what we learned from making several
demonstration grants in fiscal 2007, including one with Youth
Venture that is described in more detail later in this section.
During 2008, our efforts will focus on grants and activities,
beginning in the U.S., Canada, Japan, Philippines, Malaysia,
Australia, New Zealand, China, Mexico, Brazil, the UK,
and Germany.
In addition to leveraging our resources to support young social
entrepreneurs through Starbucks Foundation grants, Starbucks
Coffee Company plans to bring other resources to the table,
such as:• Online tools that will provide opportunities for people to connect
with each other and learn of projects that will improve their local
communities.

Fiscal 2007 – A Transitional Year
Our efforts in fiscal 2007 were largely focused on engaging with ourpartners and community stakeholders, and using their input to help
us develop our new approach to supporting local communities. At thesame time, we continued to provide support to many important causes
around the world, and reached out to our existing community partners,
explaining our plans to refocus Starbucks giving and how this may alter
our support in the future. We reassured all of our long-time community
partners that Starbucks will honor any multiyear commitments
previously made.

Our Contributions to Communities
In fiscal 2007, we contributed to local communities in the U.S. andaround the world, through cash and in-kind donations, and throughour U.S./Canada partner volunteer and matching gift programs.
Representative highlights of our partnerships and volunteer programsfrom fiscal 2007 are summarized below.

Starbucks Partners’ Community Efforts
Giving back is part of our corporate culture and the way we dobusiness. We have many programs that encourage and support partners
to make a difference in their communities. Year after year, our partners
inspire and amaze us with how enthusiastically they take advantage ofthese programs to make the world a better place.
Make Your Mark and Choose to Give!, described on the following
pages, are programs unique to the U.S. and Canada, but many of ourinternational partners are also involved in their communities throughsimilar programs.

• Partner volunteerism and company-matched gifts in support ofour partners’ work in communities.
• Starbucks stores as places where in-store promotions can help
people connect on issues that are important to them and where
local organizations have an opportunity to tell their story.
• A website to serve as a global community forum for people whoshare a passion for community engagement and the developmentof young social entrepreneurs. It will feature program recipients;
enable people to make donations; and share outcomes ofprojects.
• In-kind donations of products and resources where appropriate.
• Talent, resources and expertise to help organizations become
stronger and more self sufficient.

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Make Your Mark Volunteer Program –U.S. and Canada
Make Your Mark (MYM) is our volunteer program, started sevenyears ago, that brings partners and customers together to workon projects that directly affect their communities. Our partners
organize projects – such as park cleanups, AIDS walks and reading
events – in conjunction with local nonprofit organizations.
In addition to the hands-on help from Starbucks partners, wedonate $10 to MYM projects for every hour volunteered – bypartners and customers alike – up to $1,000 per project. Since
it was started in 2000, MYM has inspired our U.S. and Canadianpartners and customers to volunteer 1.5 million hours for thousandsof community organizations.

Starbucks partners and customers took part in 2007 World Water Day
events – such as Walk for Water – in 26 cities in the U.S. and Canada.
The Walk for Water raises awareness about the struggle children andtheir families in developing countries face on a daily basis to obtain
access to safe, clean drinking water. Nearly 11,000 Starbucks partners
participated in last year’s World Water Day events, doubling the number
from the previous year.
	Learn more about our other support of water-related
initiatives in Ethos Water Fund and World Water Initiatives later in this section.

In fiscal 2007, partners and customers volunteered 320,000
volunteer hours in MYM events. Although this represents a decline
in MYM hours from fiscal 2006, MYM continues to be a valued
program that inspires our partners and customers to make adifference in their communities. We are committed to keeping
opportunities for partner involvement vibrant.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report52Choose to Give! Gift Matching Program –U.S. and Canada
We encourage our partners to make their own charitable gifts
to organizations they care about. Respecting that our partners’charitable giving is their personal decision, Starbucks designed
Choose to Give!, a flexible workplace-giving program that matches
each partner’s charitable contributions, up to $1,000 annually. In
fiscal 2007, 3,500 of our partners’ charitable contributions werematched by Starbucks for a total of $650,000.

NAACP Strategic Alliance – U.S.
In May 2006, Starbucks announced a five-year, $2.5 million
commitment of cash and in-kind donations to the National
Association for the Advancement of Colored People (NAACP).
Starbucks and the NAACP work together to identify and support
projects reflecting our shared commitment to social and economic
equality.
In partnership with the NAACP, Starbucks is proud to havehelped support the restoration and preservation of one of themost historically and culturally significant restaurants in thecity of New Orleans – Dooky Chase. The restaurant was left
with a collapsed roof and four feet of floodwater after Hurricane
Katrina, and insurance did not cover the costs of renovation.
In 2007, Starbucks contributed $175,000 through NAACP to Dooky
Chase and its executive chef, Leah Chase, to provide the final, crucial
donation needed to complete reconstruction prior to its September
2007 grand reopening.
Leah Chase, owner and chef of Dooky Chase – and daughter-in-law
of its founder – is known as the “Queen of Creole Cuisine.” Leah
has served Rev. Jesse Jackson, Duke Ellington, Justice Thurgood
Marshall, James Baldwin, Ray Charles, Rev. Martin Luther King, Jr.
and countless others at Dooky Chase. The restaurant opened in 1941
as a sandwich shop and was one of the few commercial meeting
places for African-Americans. In the 1960s, it became a gathering
place for the civil rights movement. More recently, it has become an
important gallery for an extensive African American art collection.

“The generosity and ‘hand up’ Starbucks and the NAACP
have given to Dooky Chase Restaurant has given me theboost I need to keep me on the battlefield of life.”
Leah Chase
Owner and Chef
Dooky Chase Restaurant

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Communities Around
the World
Across our international markets there are examples of how
Starbucks supports local communities through philanthropy, partner
engagement and by opening our doors for community events. Hereare some examples from fiscal 2007:

Greater China

Asia Pacific• Mainland China – Partners helped collect donated books,
dictionaries, and study materials, and then distributed themwhile visiting students in rural areas. Partners also volunteered
their time to participate in a wide variety of activities supporting
the greater community, including the GIVES International Foodand Fun Fair, a Grounds for Your Garden event and a celebrationof Children’s Day.

• Japan – Partners in Japan continued to be involved with Make a
Wish of Japan, a nonprofit organization that helps grant the wishesof seriously ill children. In December 2006, the efforts of our store
and field partners led to hundreds of additional holiday gifts for
Make a Wish Japan’s “Play Santa” Campaign. These were donated tofour children’s organizations.

• Starbucks Taiwan – We continued our long-term support ofaboriginal children through World Vision Taiwan, in addition
to sponsoring an environmental awareness campaign and acommunity cleanup. Several partners from stores regularly visit
children in remote mountain areas to provide academic tutoring
services.
	Learn about the China Education Project later in this section.

• During a period when Tanzanian coffee was featured, Starbucks
Japan organized a Tanzanian art exhibition in three Japanese cities.
A limited number of special tumblers with Tanzanian art were sold,raising $3,800 to support education in Tanzania.
• Singapore – Starbucks partners in Singapore supported awalkathon, raising more than $2,000 for the Pathlight School forstudents with autism.
• South Korea – Starbucks Korea supported the Korea Welfare
Foundation with a total of more than $100,000 in donations, andhundreds of hours of volunteer time. Our donations have helped
support World Vision Korea and Citizen’s Network for Drinking Water.
• Philippines – Starbucks Philippines and our licensee, Rustan
Coffee Corporation in the Philippines, have been working with
Project SparkHope, an initiative with UNICEF Philippines tocreate early childcare development programs in poverty-stricken
communities. Our efforts helped build and restore daycare centers
and train parents and volunteer teachers. To date through Project
SparkHope, Starbucks has donated $31,515 and helped 12 severely
disadvantaged communities in remote areas in the Philippines.

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Latin America• The UK – Starbucks partners worked with the National Literacy
Trust for seven years to develop All Books for Children (ABC), a
program that introduces preschool children and their families
to the benefits of libraries and reading. Hundreds of Starbucks
partners have been involved with the program since its inception.

• Mexico – Our partners in Mexico have continued the support of
the Chiapas School Project, a three-year program developed byStarbucks and the Comon Yaj Nop Tic coffee cooperative, focusedon bringing higher education to the coffee-growing communities of
Chiapas.

• In fiscal 2007 Starbucks invested $115,000to take morethan 1,000 preschool children and their families though the
ABC program. These families received a share of more than
3,400 new books to take home and keep. For the third year ina row, UK partners were honored for their outstanding efforts
to support literacy, with a prestigious award from Business in
the Community – a movement that encourages positive civic
engagement by businesses.

• In early 2007, Starbucks Mexico, with the support of Fundación
Alsea, launched the book, Our Coffee: A Journey to the Biosfera del
Triunfo in Chiapas. The book celebrates the farmers who cultivate
coffee in the Chiapas region and gives a firsthand glimpse of their
daily lives. In October 2007, Starbucks raised $73,000 through thesale of the book, a themed bookmark, and Organic Shade Grown
Mexico coffee sales for the FONCET’s (El Fondo de Conversación El
Triunfo AC) Chiapas School Project.

• Germany – In 2007 Starbucks began a partnership with
Youth for Understanding Foundation, a network of nonprofit
organizations that organize educational opportunities throughyouth exchanges between countries around the world.
Starbucks donated $7,000 toward scholarships.

• Brazil – Starbucks partners in Brazil have focused their supportof literacy with their involvement in Ciranda da Leitura – a project
developed by Starbucks Mexico and Ipanema Coffees to providea mobile library for impoverished children in rural communities.
In 2007, partners organized several in-store book drives thatgave customers an opportunity to donate books to children. The
generosity of our customers allowed Starbucks Brazil to donate morethan 700 books to Ciranda da Leitura children’s library.

• For its five-year anniversary celebration, Starbucks Germany
raised an additional $16,000 through the sale of commemorative
anniversary mugs. The money was donated to Wünsch Dir Was(Make-a-Wish) in October 2007, a foundation that fulfills wishesof seriously ill children.

Canada• ABC CANADA Literacy Foundation – for the second year, Starbucks
Coffee Canada worked with the Gift of Words™ (GOW) program toaddress the significant need for funding for family reading initiatives
in schools, libraries and literacy organizations. The goal of the
program is to provide children with more access to books and oneon-one reading opportunities to encourage their development aslifelong readers and learners. Starbucks Coffee Canada is dedicatedto supporting family literacy and working with national and local
literacy organizations to enrich the reading and writing experiencesof young Canadians. Starbucks provided grants to facilitate reading
circles and book donations. There were also some opportunities forpartner involvement, and some local stores supported GOW withcoffee service donations.

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Investing in Coffee- andTea‑Growing Communities

Guatemala Education Initiative with Save theChildren

Rural communities that are dependent on cash crops, such as
coffee and tea, often face challenges that begin at the farmand extend beyond. Starbucks invests in programs designed tostrengthen local economic and social development. We work
collaboratively with nongovernmental organizations (NGOs)
that have the experience and expertise to work with farming
communities and improve their capacity to consistently bring theirhighest quality coffee and tea to market.

In fiscal 2005, Starbucks Coffee Company committed $1.5 million
over four years to support the Guatemala Education Initiative, an effort
with Save the Children to bring education programs to remote highland
villages of Guatemala. Indigenous Mayan communities like these are
frequently marginalized from the Guatemalan economy and typically
suffer the highest rates of poverty and the lowest levels of education
attainment in the nation. Our aggregate contribution to this effort from2005-07 totaled $1.1 million.

Our efforts can involve supporting programs that introduce
growers to better farming practices or help to preserve a forestof environmental and agricultural importance to the surrounding
regions. In this and a variety of other ways, we are helping farmers
and their communities become more resilient to market, weather
and other forces, such as crop diseases and soil degradation,
therefore improving their crop quality and production of sustainable
coffee.

In the past year, 5,076 Guatemalan children in 22 schools learned
from updated curricula that honors and incorporates their cultural
traditions. Save the Children worked with parents to increase their levelof commitment and involvement in local schools, trained teachers on
how to facilitate interactive learning in the classroom, and provided
teachers and students with new learning materials.

 earn more about these investments in coffee-growing communities in ourL
Products section.

In 2007, we supported projects involving wildlife conservation,
microlending, biodiversity preservation, education and poverty
alleviation. Among our efforts, The Starbucks Foundation provided
funding for community development programs in Ethiopia, andStarbucks Coffee Company supported a community development
program in Guatemala.

Gewgew Dingete Community Development
Program with CARE in Ethiopia
Since 1992, Starbucks and The Starbucks Foundation havecontributed to CARE, an international humanitarian and development
organization. Our support to CARE has allowed us to respond tohumanitarian crises, and helped empower community developmentin parts of Asia, Africa and Latin America. In fiscal 2007, The
Starbucks Foundation made a gift of $492,000 to help fund athree-year program focused on improving economic and educational
prospects for 6,000 people, or 1,500 households, in Ethiopia’s
rural coffee-growing region of West Harrarghe. The project combines
education, savings and lending groups, and agricultural training
methods to provide both immediate and long-term benefits.

Starbucks partners enthusiastically supported this initiative again
in fiscal 2007 with their personal contributions of more than
$40,000. Eight U.S. partners, selected through an essay contest,
traveled to Guatemala to visit the area and volunteer at two of
the schools that receive assistance from Save the Children.
	Learn more about the Guatemala Education Initiative and Save the Children, at
www.savethechildren.org/starbucks.

Coffee Kids
Since 2000, Starbucks has been a supporter of Coffee Kids, anorganization that has worked with the specialty coffee industryfor 20 years on ways to help coffee-farming families improve thequality of their lives. In fiscal 2007, Starbucks provided $25,000
to support programs in Mexico and Nicaragua, helping many local
families. Projects we helped support include:• Workshops for 735 women about diverse subjects such as gender
equity, breast cancer prevention, microfinances, women leadership,business planning and administration in Nicaragua• 30 microcredit and savings organizations in Northern Nicaragua• 336 scholarships (217 high school, 84 university and 35 adulteducation) in Costa Rica

Over the next three years, Starbucks UK is adding $400,000 tothis commitment to support small-scale projects that will deliver
life-long learning in Gewgew Dingete. Starbucks partners in the
EMEA are helping raise money toward the effort by donating
volunteer time toward charitable projects in their local communities,
with money donated toward projects in Gewgew Dingete for eachhour of donated time. Part of the funds will help support CARE’s
projects to improve access to water in a community of coffee
farmers in West Harrarghe.
“We view this project as an example of empowering households
to take command of their own futures and their potential througheducation and training,” says Abby Maxman, country director for
CARE Ethiopia.

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56

The Starbucks
Foundation
The Starbucks Foundation was founded in 1997 with a mission
to create hope, discovery and opportunity in communities where
Starbucks does business. Since that time, The Foundation
has provided more than $26 million in funding to programs inunderserved communities. The Starbucks Foundation, a separate
501(c)(3) charitable organization, receives the majority of its
funding from Starbucks Coffee Company. The remaining funding isfrom private donations. In fiscal 2007, The Foundation made 141
grants to nonprofit organizations, totaling just over $8 million dollars.
In this section, we summarize The Starbucks Foundation’s activities
in fiscal 2007, including:• Demonstration Grants for new community-giving strategy• Giving Voice Grants• Special projects to support the U.S. Gulf Coast• Education Programs in China• Ethos Water Fund and World Water Initiatives• Social Development Grant – CARE

The

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report57Demonstration Grants for New
Community Giving Strategy

Special Projects to Support the
U.S. Gulf Coast

In fiscal 2007, The Starbucks Foundation prepared for thelaunch of our new community giving approach by piloting several
grant‑making projects in a number of Starbucks markets, including
Boston, Dallas, London, and in Washington state where we worked
with an organization called Youth Venture.

Communities along the U.S. Gulf Coast that were affected by the2005 hurricanes have faced a long and difficult job of recoveringand rebuilding. Following the storms, The Starbucks Foundation andStarbucks Coffee Company pledged $5 million over five years for relief,
recovery and rebuilding efforts. Our efforts to date have included:	More information on Starbucks new global philanthropic program in Starbucks
New Approach to Supporting Local Communities earlier in this section.

• In 2005, an initial $1 million was contributed to directly support
relief in the aftermath of the hurricanes.

Dream It. Do It.
with Youth Venture – Washington State• In 2006, The Foundation supported early rebuilding projects withmore than $1 million.

The Washington state program successfully demonstrated thepower of investing in youth in local communities. The Foundation
selected Youth Venture as a partner organization for thedemonstration program. Youth Venture, a global organization, iscreating a movement focused on inspiring and investing in teamsof young people to start social ventures, and working to build apowerful network of young social entrepreneurs. (www.genv.net).

• In 2007, The Foundation committed $465,000 toward rebuilding
and revitalizing Gulf Coast communities through the COAST Fund(described below).

This demonstration project awarded 10 young social entrepreneurs up
to $1,000 each in seed money. The selections were made by a panelof Youth Venture staff, Starbucks partners and community members.

The Foundation will continue to monitor rebuilding efforts in the region,
working with community leaders to determine how the remaining $2
million of the five-year commitment will be invested over the next three
years, and how these funds can best serve Gulf Coast communities.

Giving Voice Grants
Giving Voice is a regional grant program supporting youth literacy
programs. In fiscal 2007, the final year of Giving Voice, The
Starbucks Foundation gave more than $1 million in grants to
support 120 organizations across the U.S. and Canada. The
programs reach youth, ages 6–18, and integrate literacy withpersonal and civic action in local communities.

• Since 2005, The Foundation has matched the volunteer effortsof 200 Starbucks partners and customers with contributions ofmore than $47,500 to the ACORN Institute, a New Orleans-based
nonprofit organization that helps low-income communities.

In fiscal 2007, The Foundation’s approach to revitalizing affected
communities took two paths: small, community-based grants throughthe Creators of a Strong Tomorrow (COAST) Fund, and larger grants formore significant rebuilding projects.

The COAST Fund
The COAST Fund was launched in 2007 in cooperation with fourLouisiana regional community foundations. COAST Fund grants areawarded to community-based, grass roots organizations that are
directly involved in the recovery efforts. Local Starbucks partners
participated in the COAST Fund grant- making process by helping
review proposals and making grant recommendations. In fiscal 2007,
the COAST Fund awarded 21 grants ranging from $2,500 to $10,000.
	Learn more about The COAST Fund at www.starbuckscoastfund.com.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report58China Education Project
The Starbucks Foundation also made several contributions infiscal 2007 to New Orleans community organizations that provide
places for people to gather and spend time with friends and family.
Each contribution underwrites the rebuilding of a community asset
destroyed by Hurricane Katrina. Following are three examples:

In 2005, The Starbucks Foundation pledged $5 million over five years
to create the Starbucks China Education Project at Give2Asia, anorganization dedicated to encourage charitable giving to meet needs in
Asia. In fiscal 2007, the Starbucks China Education Project supported
the following activities:

City Park of New Orleans• Water Education: $600,000 over two years was committed to the
All-China Women’s Development Foundation to provide training to
women in 14 regions of five provinces. Training is focused in theareas of water safety, sanitation and conservation, as well as training
people about the connection between clean drinking water and good
health. The organization conducted baseline research to assess thecurrent situation of water, health, sanitation, water purification andhabits of local residents. The findings will shape the curriculum andfuture direction of the training program.

This 1,300-acre park is located in the center of New Orleansand offers many recreational activities for New Orleans residents.
Starbucks adopted a section of the park and invested $250,000 in
restoration projects, including rebuilding picnic shelters and picnic
tables.

Café Reconcile
Café Reconcile employs and trains local at-risk youth fromthe Greater New Orleans area for hospitality and construction
employment. A grant of $120,000 funded two years’ salary for a
director’s position to extend the food service operations at the café.

Louisiana Children’s Museum
The Louisiana Children’s Museum is an interactive haven forchildren and families. Though it managed to reopen ten months
after the storm, funding limitations kept it closed on Sundays.
The Starbucks Foundation’s contribution made it possible for theChildren’s Museum to open its doors on the first Sunday of eachmonth, free of charge to all visitors. Starbucks Coffee Company has
augmented The Foundation’s donation with signage in Starbucks
stores, provided assistance with promotion and partners’ volunteer
efforts, and helped attract thousands of visitors.
“It was amazing! There was never a lull at the front desk, and often
a group of ten or so waited to be counted and welcomed. [People]
were so thankful and appreciative! We continue to be awed byyour investment in us and by your understanding of the support
you consequently give to children and families,” says Julia Bland,
Executive Director of the Children’s Museum.

• Tutoring: Through the Xi’an Women and Children Activity Center,$16,000 was given for a one-year program to support students fromfamilies of land-lost peasants, migrant workers and impoverishedcity residents. The program provides extracurricular tutoring forstudents, and potential volunteering opportunities for Starbucks
partners.
The China Education Project’s partnerships with the China Soong Ching
Ling Foundation (CSCLF) continued this past year:• Rural Teacher Training Program: Two trainings sessions wereconducted this past year and included sessions focused on school
principals. The most recent session took place in Kunming, thecapital city of Yunnan Province, and brought together more than 500
primary school teachers from Yunan, Ningxia, Sichuan, Shaanxi andChongqing. The session focused on the reform and development ofbasic education; theory of new curriculum; and active teaching.
CSCLF will continue to integrate what it has learned in order toimprove future training sessions.
• Teaching College Scholarships: The Starbucks Student Assistance
Scholarship Program provided support to 300 students from 15
universities in China who are studying to become teachers. Eachstudent received an award to assist them with their tuition fees andeducation expense. Recipients were selected based on their financial
needs and outstanding academic performance.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report59Ethos Water Fund andWorld Water Initiatives
The Ethos Water Fund is housed within and directed by The
Starbucks Foundation to support nonprofit, nongovernmentalorganizations working to bring safe water to those in need aroundthe world.
For each bottle of Ethos™ water purchased in the United States,$0.05 is contributed to the Starbucks Foundation’s Ethos Water
Fund. For each bottle purchased in Starbucks stores in Canada,$0.10 is contributed to The Starbucks Foundation’s Ethos Water
Fund. Our goal is to contribute at least $10 million by 2010 insupport of nonprofit organizations who are working to alleviate theworld water crisis through a range of integrated and sustainable
water, sanitation and hygiene education programs. Since Starbucks
first launched the sale of Ethos™ water in Starbucks stores inAugust 2005, we have announced grants of more than $4.2
million, benefiting approximately 370,000 people in Ethiopia, India,
Indonesia and Kenya.
The programs we support empower community members to act asagents of change by making decisions about water and sanitation
systems while contributing time, labor and financial resources.
Programs are designed with sustainability in mind so communities
can continue to benefit from improved access to water, sanitationand safe hygiene practices long after grants are administered.
The Ethos Water Fund helped support the following water initiatives
in fiscal 2007:

Mercy Corps in Indonesia
In its second year of a $1 million, two-year commitment, Mercy
Corps’ Healthy Schools Program on Sumatra Island addresses
anemia and other serious nutritional and health problems causedin part by a lack of potable water in schools. The ultimate goal of
the Ethos-funded program is 170,000 healthy elementary school
children in four provinces of Sumatra Island. Highlights of thesecond six months of implementation included the creation of acomprehensive water and sanitation database of more than 200
schools, and advocacy efforts that led to eight new memorandumsof understanding with district governments to replicate the program,benefiting an additional 58,000 schoolchildren.

WaterAid in Madhya Pradesh, India
Millions of residents of Madhya Pradesh struggle daily with theconsequences of poor water supply and sanitation. Only nine percent of
the rural population has access to adequate sanitation, and fewer than
50 percent are not able to obtain adequate amounts of water per day.
Urban populations also face alarming deficits in water and sanitation
services.
In fiscal 2007, WaterAid embarked on a three-year work plan to bringwater and sanitation to 80 rural villages and 40 urban slums, wherean estimated 120,000 people will benefit. Supported by a grant of$1 million, WaterAid will teach the most impoverished and vulnerable
communities how to advocate for their water needs, and will work with
community and government representatives to plan and construct
integrated water, sanitation and hygiene initiatives.

International Medical Corps in Kenya
In the remote Samburu district of Kenya, 98 percent of the land iseither marginal or semidesert, and communities lack the resources tomanage, operate and maintain the limited water that does exist.
In fiscal 2007, the Ethos Water Fund committed $1 million over two
years to support a program of the International Medical Corps (IMC) inthis region. The IMC program will focus on:• Increasing access to clean water• Forming Village Water Committees to manage and rehabilitate
water sources• Reducing waterborne illnesses through the provision of water,
sanitation and hygiene awareness in schools and households
International Medical Corps expects the project to directly benefit
45,000 Samburu district residents, and will assess the impactof the program to ensure that it helps communities make lasting
improvements.
	Learn more about The Starbucks Foundation at www.starbucks.com/foundation.

WaterAid in Ethiopia
In 2006, the Ethos Water Fund pledged $1.1 million over three
years toward WaterAid’s work to bring safe water, sanitation andhygiene education to 22 remote villages in the mountains ofnorthwestern Ethiopia. The project is on track to achieve its goalof providing access to water and sanitation for 100 percent of the
population in this region. More than 50 percent of the targeted
population had access to water and sanitation in the first year of
the three-year project, and more than 20 wells were dug and fittedwith pumps. The engagement of communities and local government
helps ensure that health and other gains will continue after the
project is completed.

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Starbucks
Commitment to Healthand Wellness
As concern over the worldwide public health issue of obesity
mounts, Starbucks is continually listening to what customers
are telling us, and we are making adjustments according totheir preferences, including providing a variety of menu options
and balanced offerings. In fiscal 2007, Starbucks implemented
a number of specific health and wellness measures to address
our customers’ needs, such as:• Removing artificial trans fats from our beverages and bakery
products in North America• Switching our North American milk standard to reduced fat• Offering more options for beverages and encouraging
customization• Extending the choices for bakery and other food items• Creating nutritional guardrails• Providing better access to nutrition information for customers• Strengthening our long-term commitment to health andwellness

Eliminating Artificial Trans Fats
Our customers’ concerns about nutrition are important to us
and we are continually working to address them. For instance,
we focused on eliminating artificial trans fats in our beverages
and food items. As of the end of 2007, Starbucks stores
located in the continental U.S., Alaska and Canada are nolonger serving food and beverage products containing artificialtrans fats. Efforts are also underway to begin removing
artificial trans fats from products in some of our markets
outside North America.

Working Together on Removing
Trans Fats
Starbucks reached out to our suppliers – and in some cases
worked closely with them – to ensure the removal of artificialtrans fats from our beverages and food products. We also
considered the issue of trans fats when evaluating potential
new suppliers.
For instance, when Howard Schultz, Starbucks chairman,
president and ceo, visited Seattle’s local Top Pot Doughnuts
for the first time, the brand immediately resonated with him
as did the quality of the products. He knew that if Starbucks
could work with them to eliminate artificial trans fats, Top Pot
doughnuts could become a featured item in Starbucks U.S.
stores.
Starbucks encouraged Top Pot to take an aggressive approachto reformulating its doughnuts – a process that involved
experimenting with various oils and testing for consistency,
quality, taste, and artificial trans fats. Starbucks offeredsome direction and guidance on product testing, while Top
Pot embraced Starbucks health and nutrition requirements.
Our collaboration has helped Top Pot Doughnuts grow from asmall retail bakery to become a major supplier of Starbucks
U.S. stores today.

The approach we have taken is to eliminate artificial transfats, while retaining or improving the quality, flavor and overall
nutrition of our products. As a result, we will continue to use
ingredients in some of our products, such as dairy items, that
may contain small amounts of naturally occurring trans fats.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report61Our Milk Offerings

Our Bakery Selections

Milk is a nutrient-rich beverage, providing nine essential
nutrients including protein; calcium; potassium; phosphorus;
vitamins A, D, and B12; riboflavin; and niacin. We want
our customers to feel good about the dairy products they
consume and the benefits their daily intake provides forenergy and nutrition.

As with our beverages, we expanded our menu offerings andprovided more reduced-fat baked items, as well as somesmaller portioned items. In January 2007 we began offeringa Reduced Fat Cinnamon Chip Mini Loaf on a national basis
in the U.S. New regional offerings were introduced, including
multigrain and whole wheat bagels, muffins and breads.

After listening to our customers – and conducting detailed
research to ensure great taste – Starbucks decided to modify
our milk standard for all espresso-based drinks, switching fromwhole milk to reduced fat or two percent milk. The change
was finalized in all Starbucks stores in the U.S. and Canada at
the end of calendar 2007. Currently, Starbucks is exploring asimilar move in markets outside of North America.

We also introduced several new lunch and ready-to-eat items
that expanded our lineup with more whole grains, fruit,
vegetables and lean meats. These offerings include our Fiesta
Salad and Peachy Raspberry Parfait.

Our store partners overwhelmingly support the switch to
reduced fat milk, believing it is completely aligned with what
our customers want and have been requesting.
Whole, nonfat and reduced fat milk and soy milk will continue
to be offered at Starbucks, enabling our customers tocustomize as they please.
	Learn about our switch to rBGH-free dairy products in Customer
Feedback later in this section.

Creating Nutritional Guardrails
Starbucks collaborated with nutrition experts to develop
nutritional guardrails that are used as an internal guide to ourongoing product development. Since adopting the nutritional
guardrails, Starbucks has made significant progress in reducing
the percentage of calories, fat and saturated fat in our foodand beverage products. The change to 2 percent milk as thebeverage default was a significant driver behind calorie, fat andsaturated fat decreases (see graph).

Our Beverage Offerings
We believe we have a responsibility to provide options so ourcustomers can make their own choices. In recent years ourcustomers have requested a wider range of beverage options
and we have responded by expanding our offerings on botha companywide and regional basis. We have continued tobuild on the options currently offered, such as nonfat milk,
soy milk and the sugar-free syrups used in some of Starbucks
handcrafted beverages. In fiscal 2007, we introduced sugarfree cinnamon dolce and caramel syrups.
In January 2008, we introduced Skinny Lattes, a Starbucks
espresso drink made with nonfat milk and a choice of sugarfree syrup (sugar-free vanilla, hazelnut, mocha, cinnamon dolceor caramel). These beverages have the same great flavor as ourregular lattes, but contain significantly fewer calories.

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The Anatomy of a Starbucks Tall Caffè Latte
Below is the nutritional profile of a Starbucks® Tall Caffè Latte – a rich, full-bodied Starbucks® espresso in steamed milk lightly topped
with foam. With our recent switch to reduced fat (two percent) milk, Starbucks reduced the calories, fat and cholesterol contained in ourespresso-based beverages. Customers can request nonfat milk and enjoy further reductions, or order plain espresso or brewed coffee. All
espresso and coffee beverages can be ordered as decaffeinated.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report63Nutrition Information on Starbucks
Beverages and Fresh Food
We encourage our customers to compare the difference
between a standard tall Caffè Latte at Starbucks made withtwo percent milk versus the same beverage made with whole ornonfat milk. Having current information available to our U.S.,
Canadian and UK customers via an in-store brochure enables
them to customize and create their favorite beverages exactly
as they like – from lighter versions to indulgent splurges.
Customers can also go to our website for nutrition informationon all fresh food items offered at Starbucks stores in the
U.S., the majority of which are regional offerings. Customers
visiting the nutrition page on Starbucks website are prompted
to enter their local zip code and then they can access nutrition
information on specific fresh food items offered at their local
Starbucks store.
	Nutrition information is also available online atwww.starbucks.com/retail/nutrition_info.asp.

Over the past four years, approximately 10 million customers,
including more than 3.5 million in 2007, visited Starbucks.com
for nutrition information. This indicates to us that Starbucks
customers are taking personal responsibility to make wellinformed choices about their daily energy source.

Our Long-term Commitment to Healthand Wellness
Our commitment to health and wellness is part of Starbucks history
and culture. It is reflected in the way we care for our partners andin the relationships we have with our customers. In recent years,
Starbucks has become an advocate for healthcare reform in the
U.S. Learn more about Starbucks advocacy efforts in Advocating for
Healthcare Reform in our Workplace section.
We believe in being proactive when it comes to addressing the sharedconcerns of our customers and the public at large. We actively reachout to stakeholders and experts from the nutrition community and our
suppliers.
In Starbucks 2006 CSR Report we stated our plans to establish a
Health and Wellness Advisory Panel of experts from the medical andnutrition communities to provide insight and advice to Starbucks.
After much consideration, Starbucks is pursuing a different approachby engaging a number of senior level nutrition experts and seeking
targeted advice on key health and wellness initiatives. We are finding
this approach to be helpful as we are able to gain more in-depth input
and strategic insight related to specific areas.
For example, we consulted on an unpaid honorarium basis with Dariush
Mozaffarian, MD, a cardiologist and professor at Harvard School of
Public Health, who helped inform our decision to eliminate artificialtrans fats from our foods and beverages. Janet C. King, RD, Ph.D., asenior scientist and professor at University of California at Berkeley
and Davis, also worked with us on dairy initiatives and helped informour decision to switch to two percent milk. Maintaining these types ofcritical relationships will help to ensure that we are on the cutting edgeof nutritional research.
Future Goals
Our customers’ health and wellness is and will continue to be a
top priority for Starbucks. We will continue to innovate new andhigh-quality products, providing our customers with a broader
range of menu options and up-to-date nutrition information sothey can make informed decisions.
We will measure our progress through customer surveys.
Currently, 21 percent of our customers surveyed view Starbucks
as having healthy menu options. We have set an ambitious
goal. By 2010, we are aiming to increase the percentage ofcustomers who view Starbucks as having healthy menu options
to 50 percent.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report64Being Responsive to
Our Customers
At the end of fiscal 2007, we were serving customers aroundthe world approximately 48 million times per week. To ensure
Starbucks continues to deliver an outstanding experience every
time, we let our customers know that their opinions matter to us.
And we work very hard to respond to every customer comment
appropriately and in a timely manner.
There are a number of channels available for customers to provide
their feedback. They can call Starbucks customer relations at a
toll-free number, fill out comment cards in our stores, or submit
comments online at Starbucks.com. The comments we receive fromour customers are shared with partners, management and others as
appropriate.
In fiscal 2007, Starbucks received more than one million customer
contacts. The majority of these customer contacts concerned
the use of a Starbucks Card or the service in a Starbucks store.
Customer contacts concerning Starbucks CSR practices totaled 6.5
percent, up from less than two percent in fiscal 2006. Consistent
with prior years, the areas of social responsibility that customers
asked about most often pertained to Starbucks recycling policies,
ethical sourcing, and the nutritional value of our products.
Starbucks strives to act responsibly in all areas of our business, andwe appreciate that our customers share our concerns.
	Learn more about Starbucks ongoing environmental efforts
in our Environment section, the way we source and purchasecoffee in our Products section or Starbucks health and wellness
policy in Our Long-term Commitment to Health and Wellness
later in this section.

Customer Feedback
Through various channels, customers also expressed their interest
in other CSR-related issues in fiscal 2007, including our support of
the U.S. military, rBGH in dairy products and a situation involving
Starbucks and the government of Ethiopia. A summary of Starbucks
positions on the military rumor and rBGH-free dairy are below.
	Learn about the Ethiopian trademark issue in our Products section.

Starbucks Support of the U.S. MilitaryMore than four years ago a single e-mail erroneously accused
Starbucks of not supporting U.S. military personnel. The private e-mailbegan to circulate widely online. In a subsequent e-mail, the author
apologized for the early misstatement and retracted it. Despite this, theoriginal, inaccurate e-mail has continued to circulate, and customers
have frequently asked about it. We have assured them that this online
rumor is absolutely false.
Starbucks and our partners have consistently demonstrated supportof U.S. military personnel. For example, since 2005 Starbucks has
donated a total of more than 100,000 pounds (45,000 kilograms) ofcoffee to the American Red Cross for distribution to U.S. troops serving
in Afghanistan, Iraq and Kuwait. We have made a commitment to the
Red Cross to continue providing coffee for American troops serving inthese areas of conflict.

Dairy: rBGH-free
Several years ago, we explored the possibility of serving milk sourced
from cows not treated with rBGH, a synthetic growth hormone given toincrease milk production. But we ran into constraints due to the way
milk may be co-mingled during the production process. In response tocustomer requests, throughout fiscal 2007 we worked with our existing
U.S. dairy suppliers to buy milk from dairy farmers whose cows havenot been treated with rBGH. As of January 1, 2008, all core dairy
offerings in our U.S. company-operated stores – fluid milk, half andhalf, and whipping cream – are sourced from dairy farms that do not
use rBGH.

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report65

Public Policy andGovernment Affairs
As a growing and increasingly more complex global business,
Starbucks participates in the public policy arena, which includes
direct and indirect lobbying at the local, state and federal level in
the U.S. In all of our efforts, we strive to comply with all applicablelaws and regulations, and work fairly and honestly with government
officials and others in our communities. Starbucks policy forbids
partners from offering or making payments or gifts on behalf ofthe company in order to influence a government official, or from
representing their personal views as those of the company.
In fiscal 2007, Starbucks did not have a Political Action Committee
established for our partners to make political contributions, nor did
the company make any corporate political contributions.

Public Policy Focus Areas
Starbucks has a responsibility to maximize and protect thecompany’s value for our partners and shareholders. Our efforts arefocused on the following:• Tax Policy – Sound tax policy will continue to play a key role inthe competitiveness of U.S.-based companies. Starbucks closely
monitors tax policy developments and has advocated for a tax
structure that maintains incentives for increased productivity.
• Trade Policy – Starbucks supports bilateral and multilateral trade
agreements that help to create opportunities for investment
in emerging markets. We provide input to U.S. and foreign
governments on specific trade agreements that help to reducebarriers to U.S. exports, provide safeguards for intellectual
property and trademarks, and promote transparency on bothsides of the trading relationship. In fiscal 2007, our advocacy
efforts related to Peru, Colombia and Korea Free Trade
Agreements, as well as general market access issues.
• Healthcare – Providing healthcare benefits to our eligible fulland part-time partners is a commitment by which Starbucks
stands. However, we are greatly concerned about the impact
rising healthcare costs will have on our long-term ability tosustain these benefits. In fiscal 2007, we focused on identifying
and prioritizing the macro issues that we believe will help to solve
Starbucks current healthcare challenges, which we are using to
inform our objectives and action items for fiscal 2008.

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66

01

Products

02society03

environment

04

workplace05

diversity

ENVIRONMENTOUR COMMITMENTTO ENVIRONMENTAL
STEWARDSHIPStarbucks understands that environmental responsibility is necessary
if we hope to preserve our world for generations to come. Ourcommitment to contribute positively to the environment is a Guiding
Principle of our company. We elaborated further on this commitment
in 1992 when we adopted our environmental mission statement,
which guides our approach to minimizing our environmental footprint.
Since then, Starbucks has continuously evolved and expanded ourdefinition of environmental responsibility and what it means to be anenvironmental leader.
In keeping with this spirit, we are focused on a number of boldinitiatives Starbucks plans to take over the next decade aimed at
dramatically reducing our environmental impact.
	Learn more about these initiatives in Starbucks Long-Term Commitment toEnvironmental Responsibility later in this section.

In this section, we describe the initiatives we undertook in fiscal 2007
to be environmentally responsible, and we report on our progress todate. Specific topics include:• Our Climate Change Strategy¤¤ Starbucks Greenhouse Gas Emissions¤¤ Renewable Energy¤¤ Energy Conservation¤¤ Collaborating and Advocating• Understanding and Improving our Environmental Footprint¤¤ Greening Our Stores through Design¤¤ Water Conservation¤¤ Recycling, Reusing and Waste Reduction Initiatives¤¤ Involving our Partners¤¤ Engaging our Customers• Footprint of a Typical Starbucks Store• Sustainable Packaging and Paper Initiatives¤¤ Paper Hot Beverage Cups¤¤ Plastic Cold Beverage Cups: Lifecycle Assessment

Our Commitment• Starbucks Long-term
Commitment to Environmental
to Environmental
Responsibility – Our Future Goals
Stewardship¤¤ Packaging Reductions¤¤ Paper

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report67Environmental Mission Statement
Starbucks is committed to a role of environmental leadershipin all facets of our business. We fulfill this mission by acommitment to:• Understanding environmental issues and sharing
information with our partners.
• Developing innovative and flexible solutions to bringabout change.
• Striving to buy, sell and use environmentally friendly
products.
• Recognizing that fiscal responsibility is essential to ourenvironmental future.
• Instilling environmental responsibility as a corporate
value.
• Measuring and monitoring our progress for each project.
• Encouraging all partners to share in our mission.

Our Climate Change
Strategy
Climate change is one of the most critical global challengesof our time. We believe that an increase of carbon dioxide andother greenhouse gases (GHG) has resulted in the warming of
the earth’s climate. This rise in temperature is already posing aserious threat to the future of our planet by adversely affecting
human communities and natural ecosystems around the world.
Starbucks core business is high-quality coffee, an agricultural
product which requires specific climatic conditions in tropicalmicroclimates for its production. Since climate influences theyield and quality of coffee crops, we are concerned that climatechange will threaten the production of high-quality coffee crops
and ultimately impact our business.
Addressing climate change will not be an easy task. We
continue to believe that governments, organizations andindividuals have a shared responsibility to take meaningfulaction to reduce GHG emissions, regardless of the size of theirrespective contributions. At Starbucks, we are actively working
to identify how we can minimize our own GHG emissions.
Since 1992, Starbucks has been evolving and implementing
an environmental strategy focused on the stewardship of
key coffee-growing regions. We revamped our coffee-buying
practices several years ago to include evaluated criteria forenvironmental preservation of these areas. We believe thisapproach will help to support and encourage ecological stability
and resilience in coffee-growing areas across the globe.

Our Climate
Change1. Purchasing renewable energy
Strategy
2. Focusing on energy conservation measures

To address other aspects of our business operations, Starbucks
established a three-year climate change mitigation strategy,
which includes:

3. Educating and advocating the need for collaborative action
We selected these criteria after assessing our GHG footprint
and identifying the points of our greatest impact. We
are currently in the final year of implementing this initialstrategy. Our progress is described throughout this section.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report68Renewable Energy
Starbucks Greenhouse Gas Emissions
In 2004, we conducted an inventory of our 2003 GHG
emissions as part of a broader effort to better understandand quantify our environmental footprint. Using the World
Resources Institute Greenhouse Gas Protocol, we conducted
an inventory of major emissions from our company-operated
retail stores, coffee roasting, administrative operations anddistribution network. We did not include our international
retail operations or other businesses. The inventory foundthat 81 percent of our GHG emissions are attributable toelectricity purchased for use in our stores, while 18 percent
comes from coffee roasting. We have used this inventory as a
guide in the development of our climate change strategy andhave directed our focus to emission sources under our directcontrol, primarily electricity used in our stores and coffee
roasting (Scopes 1 and 2 in the World Resources InstituteGreenhouse Gas Protocol1).

During fiscal 2007, we continued to purchase renewable energy inthe amount that represents 20 percent of the total energy used in ourcompany-operated stores in the U.S. and Canada. Our commitment willremain consistent for fiscal 2008.
For our renewable energy purchases, we worked with 3Degrees™
(formerly 3 Phases Energy) to buy wind renewable energy
certificates2 (RECs), offsetting 153 million pounds (69,482
metric tons) of carbon dioxide in fiscal 2007. This is equivalent
to removing 15,042 cars from the road for one year. Our REC
purchases help to reduce our carbon footprint, as well as drive thedevelopment of additional wind power resources nationwide.
Pooling our purchasing power with other companies has helped us
obtain favorable rates for our renewable energy – less than a two
percent premium over our average rate for conventional electricity.

Promoting Renewable Energy
In 2007, we reached out to 387 of our largest suppliers in
the U.S. and encouraged them to purchase RECs throughour preferred rate contract in an effort to “green” oursupply chain. This innovative project represents a new way
for large purchasers of renewables to multiply the effectsof their commitment by inspiring demand for renewableenergy along their entire supply chain. Eleven suppliers
took advantage of this opportunity, and while Starbucks and3Degrees hoped for a greater degree of participation, weboth counted it as a qualified success.

Starbucks used the World Resources Institute Greenhouse Gas Protocol: A
Corporate Accounting and Reporting Standard, Revised Edition to assess
our baseline greenhouse gas emissions. According to the Protocol, Scope 1
includes direct GHG emissions from sources that are owned or controlled
by the company. For Starbucks these include coffee roasting and naturalgas, and company-owned vehicles and aircraft. Scope 2 includes indirect
GHG emissions from the generation of purchased electricity consumed
by the company. Scope 3 is an optional reporting category that includes
all other indirect emissions that are a consequence of the activities of thecompany, but offer from sources not owned or controlled by the company.
For complete information on the Protocol, visit www.ghgprotocol.com.

1 

Starbucks is a member of the U.S. Environmental Protection
Agency’s (EPA) Green Power Partnership. In fiscal 2007, Starbucks
purchased 185,000 megawatt-hours (MWh) worth of RECs, ranking
Starbucks tenth overall among other EPA Green Power Partners
and among the largest in the food services sector.

Special Recognition by the EPA
In December 2006, Starbucks was recognized by the EPA
with the Green Power Partner of the Year Award. In presenting
Starbucks the award, the EPA emphasized our program aimed
at “greening” our supply chain, calling it “a model for how U.S.
companies shape the actions of their stakeholders to achieve
corporate environmental goals.” According to the EPA, “theimpact that this program can have on renewable energy growthis immense.”
Future Goal
In 2008, we plan to conduct a second GHG inventory which
will measure our global emissions for sources under our
direct control. The results from this inventory will provide
the most current information on our environmental footprint,
and help us better understand how to address our impact.

A Renewable Energy Certificate represents one megawatt-hour (MWh) of renewableelectricity generated and delivered somewhere on the power grid. Each MWh ofclean renewable electricity results in one less MWh of power coming from a CO2
emitting process. Therefore, a Renewable Energy Certificate also represents theenvironment benefits of replacing this type of power with clean power. (Source:
3Degrees)

2 

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Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report69Collaborating and Advocating
Energy Conservation
We see energy conservation and efficiency as practicalmeasures that can be taken to reduce our GHG emissions.
In the past, we have struggled with getting an accurate
assessment of how energy is consumed in our operations – andspecifically in our stores.
This led us to begin a comprehensive energy audit during fiscal
2007, which involved 24-hour monitoring of all aspects ofenergy usage among a representative sample of 19 Starbucks
stores in the U.S. over a six-month period. The stores selected
for the audit account for variations in store design, size andage, as well as climatic regions.
The data collected to date is currently being analyzed, and final
results of the audit will be available for Starbucks to evaluate inspring 2008. Our intent is to use these findings to establish abaseline, identify conservation opportunities, and measure ourprogress going forward.
We have focused attention on our energy usage because thiscurrently represents our greatest climate impact and our best
opportunity to make significant improvements.

We believe Starbucks can play an important role in addressing climatechange. By leveraging the strength of Starbucks brand and the scaleof our operations, we are in a position to inspire consumers andencourage collaboration among parties that share our concern aboutclimate change. Some specific steps we took in fiscal 2007 included:• Launching Planet Green Game, an interactive, educational online
game that engages and informs individuals about climate change.
Planet Green Game was developed in partnership with Global Green
USA, a nonprofit organization that works to create a global value
shift toward a sustainable and secure future (www.globalgreen.org).
The game offers real-world examples of how individuals can change
their own behavior, and assists individuals – through simple tools
and links – in advocating action by elected officials, business andcommunity leaders. Planet Green Game won a 2007 Stevie® Award1
and was recognized in June 2007 by Games for Change2 as agame that inspires social change. Tens of thousands of people havealready experienced and played the game.
	Learn more at www.planetgreengame.com.

• Hosting a “National Day of Discussion: Solutions to Climate
Change” on August 15, 2007. Meaningful conversations took
place in 48 Starbucks stores across the U.S. on the impactsof climate change and simple changes that people can maketo positively affect the environment. Partners, customers,
community members and others participated in the discussions.
The events coincided with Starbucks Entertainment’s launch andpromotion of the family-friendly film Arctic Tale, which highlights
the impacts of climate change.
• Placing three full-page advertisements in the New York Times
that promoted the need for collective action on this issue. The
advertisements discussed the problem; highlighted Starbucks
emission reduction activities; provided simple, high-impact
actions readers could take to contribute to solutions; andinformed readers of our partnership with Global Green USA.
• Driving awareness of climate change by engaging celebrities andartists to turn Starbucks green umbrellas into expressive works ofart depicting their vision of climate change.
• Supporting and participating in organizations that are taking
effective action on the issue of climate change, including the World
Resources Institute’s Green Power Market Development Group (www.
wri.org); The Climate Group (www.theclimategroup.org); Global
Green USA; and Earth Day Network (www.earthday.net).
• Helping to elevate the issue within the business community throughspeaking engagements and participating actively in peer groups,
such as the Paper Working Group, Sustainable Packaging Coalitionand others.

Starbucks won a Stevie® Award: International business award in the categoryof Websites: Brand Building/Promotion. Stevie Awards honor the efforts,
accomplishments, and positive contributions of companies and business people
worldwide. Source: Stevie Awards, The International Business Awards, www.
stevieawards.com.
2 
Games for Change provides support, visibility and shared resources toorganizations and individuals using digital games for social change. Source: www.
gamesforchange.org.
1 

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report70Understanding
and Improving Our
Environmental
Footprint
We continually strive to better understand our environmental
footprint and reduce our impact. In fiscal 2007, we launched andcontinued progress on several initiatives that we believe will help
us achieve a consistent, high level of environmental performanceacross our operations and the lifecycle of our products.

Greening Our Stores through Design
Since the design and operation of our retail stores affectthe company’s environmental performance, we have taken acomprehensive approach aimed at reducing our impact. Validating
the process through certification, which we discuss on the right, isan extension of our overall approach.
For a number of years, we have worked to incorporate sustainablebuilding materials, furnishings, and energy- and water-efficient
fixtures and measures in our stores. In fiscal 2007, we continued toadvance our efforts by:• Changing the standard thermostat setting in our stores from72 to 75 degrees Fahrenheit on warm days, which conservesenergy and provides a more comfortable and consistentambient store temperature for our customers and partners.
• Beginning the installation of new emissions control equipmentat our Kent, Washington, roasting plant, which is intended
to reduce natural gas consumption and thus reduce carbon
emissions.

LEED Certification
For several years, Starbucks has worked collaboratively with the
U.S. Green Business Council (USGBC) to identify and explore green
building certification opportunities in the retail sector. The USGBC
has developed the Leadership in Energy and Environmental Design(LEED) Green Building Rating System™, which is the nationallyaccepted benchmark for the design, construction and operation of highperformance green buildings. LEED promotes sustainable building byrecognizing performance in site development, water savings, energy
efficiency, materials selection and indoor environmental quality.
Given that similar building design, materials and strategies are usedin many of our stores, we wondered whether the USGBC’s processof LEED certifying individual buildings could be modified to work on
a “volume certification” level, where LEED standards would become
integrated into our design and construction standards, thus addressing
our entire portfolio through the certification of a prototype. This led us
to play an active role in the LEED Portfolio Pilot Program and the LEEDfor Retail Program – a pilot program that is working to shape a LEED
standard for the retail sector. We continued to be involved with thispilot in fiscal 2007, and are currently working on the final applicationfor our volume certification prototype, anticipated to be completed
in 2008. The Portfolio Program represents a new certification modelfor the USGBC and has the potential to greatly increase the impact ofgreen building throughout the retail sector globally.
In the meantime, we worked with our landlord to improve theenvironmental performance of our Starbucks Support Center in Seattle
and received LEED-Existing Building (EB) Gold certification in 2007.
The 1.5 million-square-foot building was built in 1912 and is thecountry’s largest and oldest to receive LEED-EB Gold certification fromthe USGBC.
Future Goals
We plan to build a new office building in Seattle, and a roasting
plant in Columbia, South Carolina, in accordance with the
LEED Silver standard. The two projects are targeted to becompleted in 2009.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report71Recycling, Reusing and Waste
Reduction Initiatives
Reducing the volume of solid waste we generate is primarily
accomplished through recycling and composting biodegradable
materials.

Recycling

Composting – Grounds for Your Garden
At a typical Starbucks store, coffee grounds make up more than athird of the waste stream by weight.
	See Starbucks 2002 Waste Audit table in this section.

Starbucks policy for company-operated stores is to recycle where
both space and commercial recycling services are available. During
fiscal 2007, 73 percent of our stores in the U.S. and Canada where
Starbucks controls waste removal (2,344 out of 3,192 stores),recycled at least one or more items, including cardboard, plastic,
paper and organic wastes.

That’s why we introduced the Grounds for Your Garden program in
North America in 1995, which offers complimentary five-pound(2.27-kilogram) bags of used coffee grounds to customers to use as
a nutrient additive to their soil. The program has spread to a varietyof locations including Chile, Greece, Australia, Hong Kong, Canada,
the UK and Korea.

Some of our stores are located in markets where recycling is greatly
hampered. This may be the result of commercial recycling services
not being available in a specific area; the landlord, not Starbucks,
controlling solid waste disposal; or a building owner not providing
adequate exterior space to place recycling bins. Between fiscal
2006 and fiscal 2007, the percentage of Starbucks companyoperated stores that recycled their garbage actually declined. In
2008, we plan to work more closely with our landlords and building
owners on fostering more robust recycling programs in areas wherecommercial recycling services are available.

During fiscal 2007, we worked to promote the Grounds for Your
Garden program throughout Starbucks greater China region. We hadsome success, but, after trying to implement the program a numberof ways, we canceled or suspended it in a few of the markets due tolocal environmental policies.

Future Goals• Increase the recycling rate of our stores in the U.S. andCanada where Starbucks controls waste and recycling to76 percent by the end of fiscal 2008.
• In 2008, we plan to pilot front-of-house recycling bins
in several major metropolitan markets in the U.S. andCanada.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report72

Involving Our Partners
Contributing positively to our communities and our environment is
one of our Guiding Principles, and a value shared with our partners.
We encourage our partners to find ways to be environmentally
responsible, not only in their work with Starbucks, but also in theireveryday lives.
While we have been working to “green” our own operations, wehave also sought to involve our partners. With the help of 3Degrees,
Starbucks launched a website encouraging our partners to calculate
their own carbon footprints, and offering them the chance to offset
their impacts by purchasing RECs through 3Degrees.

Earthwatch Expeditions
In 2007, we revamped Starbucks and the Earthwatch
Institute’s traditional environmental expeditions with a newprogram that enables partners and customers to work with
scientists and farmers of the CoopeTarrazú cooperative in
Costa Rica, a coffee farm that Starbucks buys from.
	Learn more about Earthwatch Expeditions in our Products section.

Starbucks also piloted an initiative in fiscal 2007, providing 409
store managers in eight regions with resource report cards thatgave them feedback on their store’s energy and water usage. The
intent was to help partners identify ways to use water and energy
more efficiently and help reduce costs. However, the initial pilot
did not produce the kind of results necessary to adequately informfuture strategies. We now realize adjustments are needed to refine
this project in order to generate more insightful and useful results.
Based on our findings from the initial pilot, we plan to refocus andlaunch a second pilot program in 2008.
At Starbucks Support Center (SSC) in Seattle, we encourage
partners to use a variety of transportation options to cut solo
commuting. Our Transportation Options Program (TOP) helps
partners identify all available commute modes to get to and fromthe SSC. In fiscal 2007, 37 percent of our partners at the SSC
took advantage of TOP by using one or more environmentally
preferable modes of transportation.

Future Goal
In 2008, we will work to increase the number of partners
participating in TOP to 38 percent.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report73Engaging Our Customers
Many of our customers share our interest in reducing theirenvironmental impacts. And to help them help us, we offer
a 10-cent discount in the U.S. and Canada to encouragecustomers to use their own “commuter” mugs for their
beverages. Customers can also request that their beverages beserved in a ceramic mug if it’s a “for-here” order.
Although customers in the U.S. and Canada increased theiruse of commuter mugs for their beverages to nearly 20 million
times during fiscal 2007, as a percentage of total transactions it
was a decrease over the previous year. We are hoping to reverse
this trend by exploring options that create incentives for ourcustomers to use their own mugs more often.

Celebrating Earth Day
Every April for the past five years Starbucks has turned
Earth Day into a month-long event to heighten environmental
awareness and inspire our partners and customers to makea difference. Below are some highlights from last year’scelebration:• On Earth Day 2007, Starbucks Canada once again
promoted the commuter mug program by inviting
customers to enjoy a complimentary cup of Fair Trade
Certified™ Café Estima Blend® coffee when they usedtheir own mug. More than 10,000 customers took
advantage of the offer, increasing commuter mug usage
by 19 percent, compared to Earth Day 2006.
• Stores in the Mid-Atlantic region of the U.S. offeredcustomers who used reusable mugs this past springa chance to donate their 10-cent discount to the
Chesapeake Bay Foundation. Redirecting the commuter
mug discount to a locally relevant nonprofit organization
increased customer participation in this promotion
nearly 18 percent, and sales of commuter mugs morethan doubled. As hoped, we saw an increase in reusable
commuter mug usage in the Mid-Atlantic region during
our Earth Month promotions, which was sustained beyond
the promotion period.
• Earth Month provided our partners with numerous
opportunities to volunteer and give back to theircommunities and the environment. Eighty-two events,
ranging from beach cleanups to habitat restoration, took
place in 25 states across the U.S. Volunteer opportunities
included activities such as participating in the 10th
Annual Streams Cleanup for the Chester-Ridley-Crum
Watersheds Association in Pennsylvania, and helping
inner city youth sell their home-grown produce through
The Food Project in Boston.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report74Footprint of a Typical Starbucks StoreAt the end of fiscal 2007, there were 15,011 Starbucks stores in
43 countries. Our stores operate similarly around the world, butwith local variations. A look at a typical Starbucks store provides
a better understanding of Starbucks environmental profile andchallenges.
Our stores are designed with furnishings and artwork in a stylethat lets someone know instantly they are in a Starbucks. Less
obvious are environmental features of some of the materials we use
in our stores. These may include high-efficiency lighting, flooring
containing recycled material, and furniture made from sustainably
harvested wood, certified by the Forest Stewardship Council.
Out of sight is an area where materials are delivered to the store.
These include items such as coffee and food, packaging (cups andother containers), disposable items (napkins and coffee stirrers),
and merchandise for sale. This is the area where the bulk of oursolid waste is created and recycled in many of our stores.
The store gets its electricity, water and other utilities from local
service providers. On average, each store uses about:• 6.78 kilowatt-hours of electricity per square foot per month
to light and cool the store and operate equipment.
• 0.058 therms of natural gas per square foot per monthto heat water and warm the store.
• 25 gallons of water per square foot per month to makeour beverages and clean up.
As a result of all these activities, waste is created. This includes:
By Volume

By Weight• 32% cardboard• 37% coffee grounds• 15% milk jugs

• 12% cardboard• 9% paper cups

• 7% newspaper• 8% pastry boxes• 6% food waste• 7% other dairy cartons• 38% other waste• 29% other waste
Source: Starbucks 2002 Waste Audit

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report75Plastic Cold Beverage Cups: Lifecycle Assessment
Sustainable Packaging andPaper Initiatives
Paper Hot Beverage Cups
In 2006, Starbucks introduced hot beverage paper cups
containing 10 percent post-consumer paper fiber in our U.S. andCanada stores. These revolutionary cups are the result of four
years of collaboration with our suppliers, and are the first directcontact food packaging containing post-consumer recycledcontent to receive a favorable safety review by the U.S. Food andDrug Administration (FDA).
In 2007, our first full fiscal year using the cups, we are pleased
with the results we have seen. Starbucks purchased 2.5 billion
paper cups in fiscal 2007. The Environmental Defense paper
calculator tool estimates that Starbucks use of hot cups with
10 percent post-consumer recycled fiber achieved the following
environmental improvements in fiscal 2007:
Resource savings

Equivalency

15,966 fewer tons of wood
consumed

about 110,000 trees

82 billion BTUs of energy saved

enough to supply 900 homes fora year66 million gallons (249.837 million
liters) of wastewater avoided

enough to fill 100 Olympic-sizedswimming pools

4 million pounds (1.8 million
kilograms) of solid waste prevented

equivalent to 153 fully loaded
garbage trucks

The true environmental footprint of any product is determinedby calculating the impacts of its entire lifecycle, which includes
extraction of raw materials, production, manufacturing, distribution,
use and disposal. Each step in the life of a product has associatedenvironmental and climate costs. To identify products with the least
environmental impact, we believe a comprehensive analysis of allthese steps is required. This involves looking at the entire lifecycle andenvironmental performance of one product and comparing it to viable
alternatives through a process called lifecycle assessment, or LCA.
In fiscal 2007, we began a thorough scientific LCA of polylactide(PLA) plastic resin, an alternative material made from corn that we areconsidering using in our cold beverage cups. We want to determine
whether using PLA plastic in place of our current PET (polyethylene
terephthalate) plastic cups is less impactful on the environment.
Our assessment will be completed in 2008. The results of ourassessment will inform our cold beverage cup sourcing beginning inthe summer of 2008.

 ource: Environmental Defense (www.environmentaldefense.org),S
calculation by www.papercalculator.org

We plan to continue this level of commitment in fiscal 2008.
Although we do not have immediate plans to distribute thesecups outside North America, we are committed to working
with our international business units in hopes of finding similar
opportunities to reduce our consumption of virgin tree fiber.
Starbucks hot beverage paper cups are made of paper fiberwith a lining of low-density polyethylene plastic (PET). The
paper provides the rigidity for the cup, while the plastic layer
keeps the paper layer intact by protecting it from the hot
beverage. This plastic layer also makes the hot beverage cups
unrecyclable in most paper recycling systems.
Our efforts to reduce the environmental impacts of our
disposable cups date back to the mid-1990s. Over the last
decade, we have adopted additional measures, including:• Eliminating most double-cupping by utilizing corrugated
hot beverage sleeves made of 60 percent post-consumer
recycled fiber.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report76PaperThrough our membership in the Sustainable Packaging Coalition,
we are exploring more sustainable alternatives to conventional
packaging as well as methods for analyzing material choices.
Starbucks also considers environmental impacts whenpurchasing paper and has tracked the recycled and unbleachedfiber content of our paper purchases for seven years (seecharts). The decreases in post-consumer fiber and unbleachedpaper percentages were mainly driven by increases in tonnage but
no significant increase to PCF or unbleached changes in productcategories. We are close to maximizing PCF and unbleached inmany categories without having operational impacts to products.
To better address the entire paper product lifecycle impacts,
we have been active participants in the Paper Working Group(PWG), a collaboration of 11 leading companies and the nonprofit
organization, Metafore. The Paper Working Group developed
the Environmental Paper Assessment Tool (EPAT), designed tohelp paper buyers better understand the environmental impacts
associated with the lifecycle of paper and to help them purchaseenvironmentally preferable paper. The Paper Working Group defines
environmentally preferable paper in terms of the following desired
outcomes:• Efficient use and conservation of raw materials• Minimization of waste• Conservation of natural systems• Clean production• Community and well-being• Economic viability of environmentally preferable paper• Credible reporting and verification
EPAT is based on these desired outcomes. Key environmental
indicators for these outcomes are measurable and within thestandard range of attributes monitored by the pulp and paperindustry. This newly released procurement tool compels suppliers
to take a more holistic lifecycle look at their supply chain andoperations. EPAT will enable us to perform a comprehensive
evaluation of our paper suppliers, and work with them to reduce
their environmental footprint.
Testing of this tool was not completed in 2007 as we had planned.
We hope to finish testing it with our largest paper supplier by 2008.
The results of this pilot will serve to inform our future direction andenable us to incorporate EPAT into our future paper procurement
decision-making process.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report77Starbucks LongTerm Commitment
to Environmental
Responsibility
Our 2003 Greenhouse Gas (GHG) Inventory indicated that81 percent of Starbucks overall GHG emissions could be
attributed to electricity purchased to run our stores. As aresult, we understand that meaningful reduction in Starbucks
climate footprint must concentrate on our stores as theprimary focus of our long-term GHG footprint reduction
targets moving forward.
Starbucks has established a set of focused long-term goals
that we believe will achieve a meaningful reduction in our
GHG footprint globally. Ultimately, we believe these strategies
will enable Starbucks to continue to grow into communities
around the world without increasing our carbon footprint
beyond 2007 levels. Specifically:• We aspire to have stores that are powered byrenewable energy¤¤ In 2008 and 2009, our goal is to build four test stores indifferent regions around the world to evaluate the latest
technologies designed to reduce energy and water use.
¤¤ By 2010, we plan to reduce in-store energy use by 25

We also recognize that Starbucks disposable hot and cold
cups, although not a major contributor to our GHG footprint,
present a major challenge to our environmental performance
as a company.
• In the long term, we aspire to a time when our cups create
no waste. Achievement of this goal will require multiple
solutions, including:¤¤ By 2010, reestablishing ceramic serveware as our global

standard for our customers that choose to enjoy the
Starbucks Experience in our stores.
¤¤ By 2010, increasing our customers’ use of reusable

commuter mugs tenfold.
¤¤ Maintaining 10 percent post-consumer fiber content inour hot cups.
¤¤ Continuing research and development into fully

recyclable hot and cold cups and working closely withlocal municipalities to support the development of morerobust local recycling infrastructures.

percent in all company-operated and international stores.
¤¤ By 2010, our goal is that 50 percent of our store energy

will come from certified renewable sources.
• We will aspire to build only green stores.
¤¤ By 2010, our plan is that all company-operated stores

will be certified green by the U.S. Green Building
Council and international equivalents.
¤¤ By 2010, our goal is to incorporate green building

standards into all new building construction.

03 Environment
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

78

01

PRODUCTS

02

society03

environment

04

workplace05

diversity

WORKPLACEPROVIDING A GREATWORK ENVIRONMENT
A lot happens in a Starbucks store besides a great cup of coffee.
Starbucks offers our customers a welcoming place to allow life to
unfold – to work, socialize, meet, relax – and more. Our employees,
whom we call partners, deliver that experience along with each cup ofcoffee they serve. We value and respect our partners because we knowthat our success depends on the contributions they make every day tocreate a welcoming experience.
In turn, we work to earn and maintain the respect of our more than
172,000 partners worldwide. We strive to create the best possible
workplace environment, to attract and retain talented individuals whowill grow their careers along with our company, and to be regarded byour partners as a great place to work. The following section provides
an overview of the ways in which we try to ensure a great work
environment, including:• Listening to Our Partners• Offering Benefits to Our Partners• Focusing on Health and Wellness• Recognizing Our Partners• The CUP Fund
• Partner Training and Career Development• Workplace Policies and Respecting Partners’ Rights• Health and Safety
We’re working hard to create a great workplace, and the world istaking notice.
In 2007, the Great Place to Work Institute, a research andmanagement consultancy based in the U.S., and with international
affiliate offices throughout the world, named Starbucks to several lists:

Starbucks Employment Profile – Fiscal 2007
Number of partners globally

172,000

U.S. partners – retail

136,000

U.S. partners – nonretail

8,000International partners – retail27,000International partners – nonretail

1,000

Net jobs created (Starbucks partners) in fiscal 2007

26,200Total wages and benefits paid to U.S. and Canada
partners*$3billion*Includes salaries, bonuses, vacation, payroll taxes, healthcare benefits,workers’ compensation and 401(k) match• 100 Best Companies to Work For in the U.S. (#16)• Best Companies in Mexico (#2)• UK’s 50 Best Workplaces (Top 10)• Best Companies to Work For in Latin America (#11)• Best Workplaces in Spain (#23)• 100 Best Workplaces in Europe

Providing A GreatWork Environment

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report79Listening to Our
Partners
We offer a flexible and progressive work environment that
fosters open, two-way communication. We encourage ourpartners to share their thoughts, opinions and concerns about
Starbucks and their work environment, and we value andrespect their input. Partner input often helps shape Starbucks
policies and actions as we strive to create the best possible
work environment.
Open communication is encouraged at all levels of thecompany on a daily basis. Several comprehensive, companywide channels have also been created so we can hear fromour partners on a regular basis. These include our biennial
Partner View Survey, our Mission Review and Business Ethics
and Compliance programs, as well as frequent Open Forums
and Town Hall meetings.

Partner View Surveys
Approximately every two years we survey our partners for their
feedback. Partners confidentially express their views on what
we do well, where we can improve, and how engaged they
feel in their work environment and our company. The mostrecent Partner View Survey was conducted in March 2006,
with 84 percent of our partners in company-operated stores– almost 102,000 partners globally – participating. Overall,
the results revealed that our partners remain highly satisfied
with Starbucks and engaged with their work teams.
Based on feedback from the 2006 survey, Starbucks set
goals to improve in the areas that our partners told us we
could do better. This included the areas of pay and benefits,communication within and between groups, and future job
opportunities. Goals were established in these three areas for
us to focus on in fiscal 2007. Our progress is highlighted here.

We took a number of steps in fiscal 2007 toward our goals
in the areas of pay and benefits, streamlining internal
communications and creating future job opportunities:

Pay and benefits:• Increased wages of the majority of hourly store partners in the
U.S. and Canada at the beginning of fiscal 2007, as a resultof our partners’ feedback and competitive market studies.
• Implemented market adjustments for most of our salaried
store partners in the U.S. and Canada.
• Made the decision to expand our management incentive
program to include about 1,200 additional partners in the
U.S. and Canada who will be eligible for the bonus/incentive
in fiscal 2008.
• Completed an international Total Pay assessment to review
Starbucks compensation and benefits in international
markets where we do business.
• Provided greater partner access to online Total Pay
information, including the redesign of Starbucks Total
Pay website.

Streamlining communication between andwithin groups:• Consolidated partner publications into one company-wide
publication, Siren’s Tale, and took it online to make it easierfor partners to access, while continuing to provide all of theinformation previously available to partners.
• Redesigned and upgraded the store portal, which is theintranet for partners in stores in the U.S. and Canada.
• Consolidated various links to partner-specific websites
available on Starbucks.com.

Creating future job opportunities:• Enhanced the Partner Career website, giving partners better
networking and career planning tools and raising theirvisibility to recruiters and hiring managers.
	Learn more about MyPartnerCareer later in this section.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report80Mission Review
Future Goals
As we look ahead to other areas that need to be strengthened,
we have established additional goals for fiscal 2008:• Identify strategies for closing any gaps in our International
Total Pay as part of our ongoing effort to ensure competitive
global pay packages.
• Further update and enhance Total Pay communications andthe Partner Career website, www.MyPartnerCareer.com.

Pulse Surveys
In fiscal 2007, Starbucks also conducted two smaller-scale“Pulse” surveys with approximately 15,000 randomly selected
partners. The Pulse surveys allowed us to gather partner feedback
to evaluate whether our efforts to improve in the areas identified
in the 2006 Partner View Survey were on the right track, and toadjust our action plans if necessary. The Pulse surveys also enabled
us to track our partner engagement levels to ensure that we arecontinuing to provide a great work environment for our partners.
The next Partner View Survey will be held in fiscal 2008, when ourpartners will again give us their opinions about their experiences
working at Starbucks.

Other Channels for Partner Feedback
While the comprehensive Partner View Survey is conducted every
two years, we enable partners to communicate with Starbucks
management whenever the need arises. Partners are encouraged
to speak up through the Mission Review and Business Ethics andCompliance programs. Through these channels we gather insight
into our partners’ observations about our business practices,and how well they believe Starbucks is living up to our Mission
Statement and Guiding Principles, as well as legal and ethicalstandards. There have even been times when our partners shareddrink recipes and other innovative ideas.

Through Mission Review, partners have the opportunity to voice theirconcerns and raise questions when they believe company policies
or practices are inconsistent with Starbucks Mission Statement andGuiding Principles. A member of the Mission Review team ensuresthat each partner submission receives a timely follow-up by someone
knowledgeable about the topic raised. Comments and summaries are
circulated for review by leadership and interested teams.
In fiscal 2007, we made Mission Review easier for partners to use
by providing online access through the Manager’s Work Station incompany-operated stores in the U.S. and Canada. We also madeMission Review accessible through the partner section at Starbucks.
com. Partners’ ability to submit inquiries electronically doubled
communications through Mission Review, and at the same time,
dramatically reduced the period of time between receipt and response
for many submissions.
Future Goals
To continue the improvement of the Mission Review process,we plan to focus on two key areas in fiscal 2008:• Responding to partner submissions more quickly, while
encouraging even more substantive, personal responses.
• Improving visibility of the ideas expressed through Mission
Review so that all levels of the business can benefit frompartners’ thinking.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report81Business Ethics and Compliance
Starbucks Business Ethics and Compliance (BEC) program develops
and distributes Standards of Business Conduct, facilitates legal
compliance and ethics training, investigates sensitive issues suchas potential conflicts of interest, and provides additional channels
for partners to voice concerns. Starbucks BEC program encourages
partners to raise any question or concern – including matters
too sensitive or uncomfortable to report elsewhere. The following
channels are available through our BEC program:• Business Conduct Helpline, a toll-free, independent call center
that partners may call anonymously 24 hours a day, seven daysa week• Business Conduct Webline, an online alternative to the Helpline

The majority of reports received by the BEC program involve
employee relations issues. This trend is consistent with othercompanies – retail or otherwise – that provide alternative reporting
mechanisms as part of a comprehensive ethics and complianceprogram. Starbucks encourages partners to report all types of issues
or concerns to the BEC program through their choice of the offeredcommunication channels.
By providing partners with a variety of reporting mechanisms, theprogram helps to ensure that Starbucks continues to provide a great
work environment for partners, and remains an employer of choice.
	Our comprehensive efforts to ensure an ethical workplace are detailed inStarbucks Standards of Business Conduct, and can be reviewed in the
About Us section of Starbucks.com.

• E-mail via BusinessConduct@Starbucks.com• Direct contact with BEC team members• Auditline, a toll-free phone number for third parties – vendors,
investors, customers, or others – to report possible accounting or
auditing irregularities• Referrals from other departments and programs, such as
Mission Review

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report82Offering Benefits to
Our Partners
Starbucks Total Pay philosophy is to recognize and reward
partners’ contributions toward achieving the company’s
strategic goals and business objectives, while aligning with
Starbucks Mission Statement and Guiding Principles.
Components of the program include competitive base pay,bonuses, comprehensive health coverage, income protection,
vacation, stock options, a savings program, adoption benefits,
tuition reimbursement and partner perks such as discounts onmerchandise. We constantly search for ways to update the Total
Pay package to optimize its benefits to our partners and ensurethat it is relevant to partners in different regions of the world.
Pay at Starbucks reflects the knowledge, skills and experience
required for a specific job. We regularly consult industry
salary surveys to determine competitive rates, and strive to
pay accordingly. As part of our ongoing efforts, we continue towork globally to identify and close any gaps to the competitivemarket where they may exist.

It’s important to us that our partners truly understand theirbenefits and know how to take advantage of them. Managers
are our first line of communication to partners about benefits.
Information is also available at our redesigned Total Pay
website, LifeAt.sbux.com or from our Partner Resources team.
In fiscal 2007, we tested a new technology-based system witha series of online modules that communicate our Total Pay
benefits.
After the end of each fiscal year, Starbucks board of directors
votes to approve a Bean Stock grant (stock options) of up to
14 percent of eligible partners’ base pay, based on Starbucks
annual performance. The first Bean Stock grant was awarded
in 1991, shortly before the company went public. Since then,partners have used Bean Stock to help purchase homes, pay
for college, save for retirement, catch up on bills, and for manyother purposes.

PARTNER BENEFITSThis chart summarizes the core benefits that our eligible part- and full-time partners receive.
PARTNER BENEFITSPROGRAM DESCRIPTIONS AND COVERAGE

ELIGIBILITY

Comprehensive health care benefits(U.S. and Canada)

Benefits include medical, dental, vision, prescription
drugs and alternative health coverage. In the U.S.,
Starbucks paid 81 percent of health coverage costs forpartners and 67 percent for dependents. In Canada, 75
percent of costs were paid for partners and 50 percent
for dependents.

Once initially eligible, full- and part-time partners whoare paid a minimum of 240 hours per calendar quarterand their eligible dependents, including spouses,
domestic partners and children. In fiscal 2007, 64
percent of U.S. partners and 60 percent of Canadianpartners were eligible for these benefits.*

Bean Stock – Starbucks stock option plan(eligible partners in Australia, Canada,
Chile, China, Costa Rica, Germany, Hong
Kong, Netherlands, Puerto Rico, Republicof Ireland, Singapore, Switzerland,
Thailand, U.S. and UK).

The board of directors determines annual stock option
grants based on company performance, up to 14 percent
of our partners’ eligible base wages. Every partner up to
the director level receives the same percentage of his or
her fiscal-year wages. For fiscal 2007 performance, thebasis for stock option grants was 10 percent.

Full- and part-time partners up to the director level who
have been employed by Starbucks since April 1 and havebeen paid for at least 500 hours from the first of the
fiscal year through March 31 or from April 1 through theend of the fiscal year. (Eligibility requirements may varyby country.) More than 85,000 partners qualified forBean Stock for fiscal 2007 performance.

S.I.P. – Stock Investment Plan (U.S. andCanada), Share Incentive Plan (UK)Partners can purchase company stock at discounted
prices on a quarterly basis (U.S. and Canada) or asemiannual basis (UK).

Partners who have worked as a regular partner at least
90 days for Starbucks and have been paid for an averageof 20 hours a week during the three months preceding
the offering. No hour requirement in the UK. In fiscal
2007, 29 percent of eligible partners in the U.S. andCanada participated in S.I.P.

Future Roast – Starbucks 401(k) Plan
(U.S.)Starbucks matches between 25 percent and 150
percent (based on the partner’s length of service frommost recent date of hire) on the first four percent of
pay that partners contribute to the U.S. 401(k) Plan.
Eligible partners in Canada receive a 25 percent matchon the first four percent of pay that they contribute to
the RRSP.

U.S. partners age 18 or older may participate after
the completion of 90 days of service. In fiscal 2007,20 percent of eligible U.S. partners participated in
Future Roast. Canada partners are eligible after one yearof service. Eleven percent of eligible partners in Canada
participated in the RRSP.

RRSP – Registered Retirement
Savings Plan (Canada)* Approximately 6,000 partners become newly eligible for health care coverage each month in the U.S.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report83Focusing on Healthand Wellness

We also advocated for transparency in health care costs and quality,
so that all consumers can make informed health care choices.
Starbucks advocacy and other efforts in this area are described
below.

Offering comprehensive and affordable medical coverage toall eligible part- and full-time partners is one of our proudest
accomplishments, and continues to be very important to us.
Despite significant increases in the cost of health care coveragein the U.S., Starbucks has been striving to minimize the impact
on partners. In fiscal 2007, the average partner contribution for
medical, dental and vision coverage did not increase, and instead
Starbucks absorbed the full share of medical cost increases.
The trend in rising costs will continue in fiscal 2008, and while
Starbucks plans to absorb the majority of these cost increases, ourpartners’ contributions for health coverage will unfortunately rise.

Thrive Wellness Initiative

In fiscal 2007, we continued to focus on ways to help partners
make informed decisions as health care consumers. We improved
our communications to partners about health and wellness byredesigning LifeAt.sbux.com, the Starbucks Total Pay website for
U.S. and Canadian partners, which was enhanced with improved
navigation and more robust information.

• Programs targeting many of the top health risks facing our partners

Thrive Wellness combines education, communication and active
participation to help our partners improve and maintain their health.
More than 14,000 partners have registered on the Thrive Wellness
website since its inception in 2004. The Thrive Wellness website, from
WebMD, links partners and their families to health-related tools andeducational forums, including:• WebMD’s confidential Health Risk Assessment (HRA)• A personalized health regimen based on the HRA• Electronic tools to record and track personal health data, such as
shots and doctor visits, and to easily retrieve the information for
medical visits or other purposes
Our Thrive Wellness Initiative also encourages partners to stay healthy,
active and connected with one another through:• Health club discounts at contracted facilities.
• Partner Connections, which covers 50 percent of the costs of teams
or clubs for partner groups of three or more. Partner Connections is
a popular and successful program that has spawned partner groups
from the expected, like golf and soccer, to those we could never haveimagined, like roller derby and dragon boat racing.
In fiscal 2006, Starbucks teamed with Kinetix, a personalized exercise
and nutrition company, to pilot a new program in the Thrive Wellness
Initiative. In fiscal 2007, we expanded access to Kinetix, offering 470
partners in Seattle (the location of our global headquarters) eightweeks of personal training and nutrition coaching from Kinetix staff.
An additional 1,200 partners registered online to download nutritional
advice, recipes and exercise programs. Kinetix will expand further infiscal 2008, offering, for example, virtual coaching to up to 3,000
partners via a website and community networking tools.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report84Advocating for Health Care Reform

Recognizing Our Partners

Like other employers, we have watched health care costs continue
to rise, sometimes alarmingly, and we know that finding quality
care can be difficult and confusing. We believe that creatingtransparency in health care costs and quality will help not only
our partners, but all consumers of health care, in making better
informed choices. The challenges of providing health care benefitscompel Starbucks to continue working for health care reforms.

Starbucks success reflects the quality, imagination and initiative ofour partners. To recognize partners’ contributions, we developed theStarbucks Partner Recognition Program. Currently there are 18 formal
recognition programs worldwide that partners use as tools to reward
and inspire one another. Among others, Starbucks has company awards
for leadership and exceptional service, “on the spot” awards given by
co-workers for a job well done, and team awards for groups of partners
who make a significant and positive difference at Starbucks in the spiritof our Mission Statement and Guiding Principles.

In fiscal 2007, we advocated for better patient care, higher-quality
service and increased value for all health care consumers.
Affordable health care is a national issue, and, as such, we support
and will encourage health care providers, insurers and others
to achieve the Secretary of Health and Human Services four
cornerstones for health care improvement:• Health information technology systems that allow secure andefficient exchanges of health care information between providers.
• Quality measurement and reporting programs that give
consumers access to knowledge of the quality of care deliveredby health care providers.
• Uniform tools for measuring and providing information on thecost of health care services.
• Innovative approaches to encourage and facilitate high-quality
and cost-effective health care, such as alternative methods ofreimbursement for providers or the use of high-performanceprovider networks.

The CUP Fund
Starbucks CUP (Caring Unites Partners) Fund allows partners to makea difference in the lives of their fellow partners. CUP Fund grants help
partners and their families through some of their most difficult times.
Many of the requests received are for assistance in situations such as
catastrophic injury, death and illness, natural disasters and domestic
violence. Partner contributions are voluntary and can be made at any
time, or through an automatic paycheck contribution. Currently the
CUP Fund is available in the U.S. and Canada. All Starbucks partners
in these locations are eligible to apply for assistance.
In total, the CUP Fund provided more than $2.2 million in direct
financial assistance to more than 2,500 partners in fiscal 2007.

We recognize that this initiative is part of an ongoing effort. These
cornerstones are the foundation for a value-driven healthcare
system that delivers continued progress in medical care and good
health for our partners and for all Americans.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report85Partner Training andCareer Development
In neighborhoods around the world, our partners are delivering theStarbucks Experience one cup at a time. That is why we strive togive partners the best possible training from the day they start withus, and then offer many opportunities for them to develop further
skills, deepen their knowledge of our business and eventuallyfind the right career path with Starbucks. This philosophy is evenmore important as we expand, and is a driving force behind ourinvestment to offer an array of training and career development
opportunities tailored specifically for our partners.

Other Partner Training Programs
In addition to function-specific training like that offered to retailpartners, Starbucks provides all partners with orientation andfoundational training to support high performance in their current roles
and their career advancement at the company.

Training for Partners in Our Stores

In fiscal 2007, Starbucks defined a global core curriculum which
includes leadership and personal development, as well as customerfocus and cultural awareness. Starbucks also outlines curriculum maps,
which support partner development in current roles and give visibility todevelopment for key roles in the company. Additionally, in fiscal 2007,
all Starbucks managers benefited from a new, Starbucks-specificfoundations of management program.

Partners in our stores receive comprehensive training, beginningwith a two-week Barista 100-level training program in which
partners learn to prepare and deliver our products. We revised
Barista 100 in fiscal 2007 with improved flow and newly updated
and recyclable training materials. Heeding a suggestion from ourpartners, we created a deck of recipe “flash cards” for each store,
to help partners master the beverages that customers may order.

U.S. and international partners have access to a breadth of learningand career development offerings – both traditional classroom andinnovative online learning. In fiscal 2007, nearly 350 programs were
offered at the Starbucks Support Center alone, serving more than
9,000 partners. In addition, several hundred programs were offeredin the field, serving thousands of partners across the U.S. andinternationally.

If a barista followed a path of increasing responsibility, he or she
would typically receive an additional four weeks of training as ashift supervisor, eight months of development as an assistant store
manager to become a store manager, multiple elective development
workshops as a store manager and four weeks of training when
promoted to district manager. Starbucks partners hired into thecompany at the assistant store manager, store manager, or district
manager level would be provided with training beginning at thebarista position, but in an accelerated time frame.

In addition to the global core curriculum, most partners have access tofunctional and technical training offered through their business units
or professions. In fiscal 2007, retail partners, as well as those in the
Starbucks Support Center, Supply Chain, and other business units,
benefited from Starbucks-specific and industry-standard programs
delivered at the enterprise, business unit and team levels.

In fiscal 2007, our U.S. and Canadian retail partners received,in total, an estimated 5.1 million hours of training in addition topractice hours.

Training specific to Starbucks international partners includes:• Seattle Cultural Immersion Experience, a program designed toenrich our international partners’ understanding of Starbucks
culture, mission, values, Guiding Principles and coffee knowledge.
This experience was redesigned in 2007 and has helped partners
convey the Starbucks culture within their market and build
enthusiastic partners around the globe.
• A 15-week training program for new international district managers.
• A 10-week training program for partners in new Starbucks
international markets (Brazil, Romania and Russia in fiscal 2007) on
Starbucks retail operations, coffee and culture.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report86Career Development
Many career planning tools are featured in our award-winningwebsite, MyPartnerCareer.com, which helps partners throughout
Starbucks connect with peers, discover career opportunities within
the company and access job-preparation tools. More than 120,000
partners have visited MyPartnerCareer.com since its launch in May
2006.
We retooled and enhanced MyPartnerCareer.com in fiscal 2007 tofurther help our partners grow in their career with Starbucks. To
provide better visibility to career opportunities we:• Provided job preparation tools, including resume writing andinterview tips to assist partners in advancing their careers.

Future Goals
In fiscal 2008, we plan to continue to develop partners andimprove career opportunity access by:• Creating career paths on MyPartnerCareer.com to assist
partners in mapping a future career.
• Deepening U.S. district managers’ coaching, businessacumen and problem-solving skills.
• Building a global learning architecture and global corecurriculum with a key focus on management and coaching.

• Created a Groups feature where partners can gather aroundcommon career interests.
Starbucks was honored for the development of MyPartnerCareer.
com with two prestigious recruiting awards in fiscal 2007:• Recruiting Excellence Award for the Best Corporate Careers
website by ERE Media, Inc.
• Training magazine’s Top 125 Best Practices

Partner Training and Career
Development
Starbucks “Look Internal First” philosophy is reflected in thefollowing figures from fiscal 2007:• 85 percent of shift supervisor positions were filled byStarbucks baristas.
• Approximately 72 percent of assistant store and store
managers were filled by internal partners.
• 70 percent of district manager positions and 80 percent ofregional director positions were filled by internal partners.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report87Workplace Policies
and RespectingPartners’ Rights

Health and Safety

At Starbucks, treating our partners with respect and dignity is oneof our Guiding Principles. Our workplace policies actively promoteequal employment opportunities, and strictly prohibit discriminationor harassment on the basis of race, national origin, age, sex,
religion, disability, sexual orientation, marital status, veteran status,
gender identity and expression, or any other basis, as well as anyother basis prohibited by federal, state, local or provincial laws. We
follow all laws regarding the employment of minors. The current
standard minimum age of employment at Starbucks is 16, although
it may be higher or lower in some locations as required by local
regulations.

We consider partner and customer safety first and foremost as wedevelop and select Starbucks products and equipment – and strive
to “engineer out” as many causes of injury as possible. When we
identify potential risks of injury in our stores and production facilities,
we develop and implement specific action plans to remove or mitigate
those risks through changes in design, engineering, equipment ormaterials. We take the same care and effort to protect partners andcustomers from common causes of injury such as repetitive stress,
lifting or falls.

The people who work at Starbucks are the heart and soul of
our company. We value and respect each partner because our
success would not be possible without the contributions they
make on a daily basis. We honor their free choices and strictly
comply with all state and federal workplace laws and guidelines,
including those associated with labor organizing activities. We
recognize our partners’ right to organize, and do not take action
or retaliate against partners who express their views about unions
or who take part in union activity. At the end of fiscal 2007, 24
Starbucks partners from one store in Canada had certified union
representation.

Starbucks is committed to creating a safe environment for our partners
and customers by working proactively to reduce the risk of injuries.
Safety programs for Starbucks stores and roasting plants are designed
to meet regulatory standards, wherever we do business.

Starbucks emphasizes partner awareness of our safety standards andany potential risks in the work environment. We reinforce companywide awareness of our safety standards through training, safe work
procedures, regular communication, inspections and audits.

We firmly believe that the direct employment relationship wecurrently have with our partners is the best way to ensure
a great work environment. We are proud to provide eligible
partners benefits that include a Total Pay package of competitivecompensation, flexible scheduling, health care coverage andcompany stock.
	Learn more about in Total Pay earlier in this section.

Likewise, we are proud of the open, direct relationship we have with
our partners. Together we have been able to address truly important
workplace issues.
With more than 172,000 partners worldwide, occasionally there
are labor and employment disputes that must be worked out
through the legal process. We continuously seek positive resolutions
to all disputes with our partners and others, while vigorously
defending claims that are groundless. Several matters are currently
progressing through the appropriate legal channels.

04 Workplace
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

88

01

PRODUCTS

02

society03

environment

04

workplace05

diversity

DIVERSITY
Fostering Diversity,
Inclusion andAccessibility
Diversity and inclusion are at the heart of how we define ourselvesat Starbucks. Our Guiding Principle to “embrace diversity as an
essential component in the way we do business” compels us tomove beyond words to action – to prioritize and institutionalize
diversity, inclusion and accessibility throughout our global business.
Our vision is to inspire partners to embrace the diversity of all people
in order to create the world’s most inclusive and accessible company
and brand.
As we expand throughout the world, Starbucks is recruiting andoperating within a broad range of multicultural, multilingual, andmultiracial environments. Not only must Starbucks actively prepare
to embrace and navigate diversity across the globe, we must design
scalable and sustainable solutions that will support our business as
we grow.
Our Diversity and Inclusion team works collaboratively across businessdivisions to address both the personal competencies and systemic
improvements required to achieve our vision. This involves educating,innovating and driving best practices to advance the goal of total
integration of diversity throughout our business. Featured in thissection are our efforts to embrace diversity:• Diversity, Inclusion and Accessibility in the Workplace• Supplier Diversity• Urban Coffee Opportunities: Bringing the Starbucks Experience
to Urban Communities

Fostering
Diversity,
Inclusion andAccessibility

05 DIVERSITY
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report89Diversity, Inclusion
and Accessibility in
the Workplace
At Starbucks our workforce includes men and women of diverse
ages, races, national origin, religious affiliations, sexual orientation,
disability, and differing levels of education, skills and experiences.
We view the richness of our diverse workforce as an asset thatencourages creativity and innovation, helps us recruit and retain
top talent and makes us more attractive as an inclusive employer,
ultimately enhancing our success.
Reaching our goal of creating a truly diverse and welcoming
environment – for our partners and customers – is a challenge.
It will take time, but we are dedicated to making the effort, stepby step. In fiscal 2007, Starbucks made notable progress on our
diversity goals through our partner network groups, our new andrevised educational offerings and our diversity leadership teams.

Partner Network Groups
Our Partner Network program is designed to capitalize on theenergy, passion, and experience of our partners in the advancementof Starbucks diversity and inclusion strategy. Built on a model ofshared accountability, the program empowers partners to foster
inclusion, develop solutions that contribute to business success,and enhance personal and professional development.

2007 Recognition for Starbucks
Diversity Programs• Black Enterprise magazine recognized Starbucks as one of
their “40 Best Companies for Diversity” in the U.S., 15 Bestin Senior Management Diversity, and 15 Best in Corporate
Board Diversity.
• Corporate Equality Index: In 2007, Starbucks achieved
a score of 100 percent on the Human Rights Campaign
Foundation’s Corporate Equality Index, a nationallyrecognized measure of gay, lesbian, bisexual and transgender
workplace equality.
• The Disability Rights Legal Center honored Starbucks withits “Corporate Award” for nurturing an environment ofrespect and sensitivity to people with disabilities.

Partner Network Groups – and their contributions to Starbucks – arelisted here:
Starbucks Access Alliance

The Access Alliance hosted the president of the American Association of People with Disabilities
to speak at a roundtable discussion with local corporations to address emerging accessibility
issues. Members of this network also helped teach access and disability classes, andparticipated in a marketing symposium focusing on disabilities.

Starbucks Black Partner Network

The Black Partner Network, launched in 2007, developed its mission and core areas of focus.

Starbucks Emerging Workforce Network

The Emerging Workforce Network focuses on driving innovative solutions for work and life. In
fiscal 2007, they piloted a successful telecommuting project and helped create a telecommuting
tool kit for partners and managers. They presented to Starbucks senior leadership team on
multiple occasions about the progress of this work.

Starbucks Hora del Café

Hora del Café, our network for Latino partners, participated in a recruiting event hosted by our
Global Staffing and Finance teams and sponsored events celebrating Hispanic Heritage Month.

Starbucks Pride AllianceFollowing a collaborative effort with the Pride Alliance (gay, lesbian, bisexual and transgender),Starbucks included gender identity and expression in our nondiscrimination and Equal
Employment Opportunity policies in the U.S. and Canada, earning us a 100 percent rating on the
Human Rights Campaign Foundation’s Corporate Equality Index.

05 DIVERSITY
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report90Creating a Welcoming Environment for
the Disability Community

Educational Offerings for Diversity
and Inclusion

In fiscal 2007, we hosted a two-day marketing symposium atStarbucks Support Center in Seattle to understand the disability
community as consumers. Leaders within the disability community
representing national nonprofit organizations were present, alongwith Starbucks partners from a variety of departments.

Our Diversity and Inclusion team, in partnership with our Global
Learning team, works to review and improve diversity classes andeducational programs.

As a result, Starbucks is reviewing many areas of our operationsin an effort to become more inviting to people with disabilities.
At the participants’ suggestion, we are examining our ordering
process, the universal design and layout of our stores, as well as
additional ways to become a more welcoming gathering place forthose with disabilities.
Future Goals
In fiscal 2008, we will focus on becoming more inclusive ofpartners and customers with disabilities. Based on what welearned from our disability marketing symposium, we plan to:• Pilot Braille and large print menus and advise ourpartners on how to communicate these options tocustomers.
• Develop and deliver a communication strategy toorganizations serving people with disabilities. This
communication plan will serve as our primary conduit
between our efforts and this emerging market.
• Tap Starbucks Access Alliance Partner Network Groupas an internal advisory council.

In fiscal 2007, we updated and revised many educational programs toincorporate best practices on diversity and inclusion. These included:• Training on interviewing skills to help managers understanddifferent communication styles and make hiring decisions basedon talent and skills.
• Diversity Deconstructed, a new foundational class piloted to the
Starbucks human resources department (which we call Partner
Resources) at Starbucks Support Center.
• Development of modules and case studies for New Manager
Training and Partner Resources 101.

Diversity Leadership Teams
As our company continues to grow, we recognize the importanceof creating channels to involve partners as owners of the diversity,
inclusion and accessibility strategies. Our partner engagement
approach has grown in significance and evolved into a much morestructured part of our overall strategic diversity plan. Our Diversity
Leadership Teams (DLTs) were created to engage leaders at all levelsof the company in taking action toward integrating diversity andinclusion principles into the way they operate their business units,
regions or functions.
In 2007, DLTs continued to emerge across regions and business
units. Many teams have adopted diversity and inclusion principles toenhance their work environment and strengthen their business goals
and strategies. Individual teams focused on outreach to the disability
community, partner development, flexibility, recruiting efforts, andconnecting to communities where we have stores. With the help of ourDLTs, Starbucks is becoming more inclusive throughout our businessand representative of the customers, shareholders and communities weserve around the world.

05 DIVERSITY
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report91Measuring Performance
Currently we track and report the percentages of women andpeople of color in our total U.S. workforce and among our vicepresidents and above, those who voluntarily disclose their raceand gender (see graphs below).
Starbucks executive leadership reflects our dedication to diversity
with a roster of senior officers (senior vice presidents and above)that included 27 percent women and 18 percent people of color
at the end of fiscal 2007.

05 DIVERSITY
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report92Supplier Diversity
To operate and grow our business, Starbucks depends on a broad
network of suppliers that range in size and scope. We are dedicatedto providing a world-class supplier program that supports diversity.
Starbucks instituted a Supplier Diversity program several years ago
to help ensure that qualified and certified diverse U.S. businesses
have equal opportunities to provide our goods and services. A
diverse supplier is defined by Starbucks as a business that iscertified by an independent third party to be at least 51 percent
owned, operated and managed by women, minorities, or individuals
who are socially or economically disadvantaged.
The commitment we’ve made to supplier diversity is intended toprovide not only opportunities for diverse businesses, but also
to create a positive and sustained economic impact on the local
communities where these businesses are based.
In fiscal 2007, Starbucks did $350 million in business with firsttier* women- and minority-owned businesses, exceeding our goal of$250 million. We also implemented a new coding system to better
identify minority- and women-owned suppliers.
*First tier suppliers are paid directly or relationships are managed
directly by Starbucks for their products and services. Only first-tiersuppliers are counted in our diverse supplier spending.
	Learn more about Starbucks Supplier Diversity program atwww.starbucks.com/aboutus/sup_div.asp.

Urban Coffee
Opportunities
Bringing the Starbucks Experience toDiverse Communities
In 1998, Starbucks formed a joint venture with Johnson Development
Corporation (JDC), which is owned by Earvin “Magic” Johnson.
Together we created Urban Coffee Opportunities, LLC (UCO), bringing
Starbucks stores to diverse communities. We opened 13 new UCO
locations in fiscal 2007 and ended the year with a total of 114 across
U.S. cities.
We are close to meeting our goal of having 125 UCO stores in the U.S.
and expect to reach this milestone by the end of 2008.
When scouting for new UCO locations, Starbucks and JDC consider the
economic vitality and long-term potential of a given market. In many of
the communities where UCO stores have opened, Starbucks arrival has
helped to serve as an economic stimulus with the creation of new jobs,
use of local suppliers, our support for community-based organizations,and by attracting other retailers to the area. The collective economic
impact that our UCO stores generated in fiscal 2007 included:• Providing more than 2,240 jobs in 114 UCO stores.
• Paying an estimated $34.8 million in salaries/wages and benefits to
UCO partners.
• Providing health care benefits to eligible and participating partand full-time store partners, their spouses, domestic partners andeligible dependent children.

Future Goal
In fiscal 2008, Starbucks will increase our goal for spending
with diverse suppliers to $375 million.

05 DIVERSITY
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report93INDEPENDENT ASSURANCE REPORTTo the Stakeholders ofStarbucks Coffee Company:
We have been engaged to provide assurance on the Corporate
Social Responsibility (“CSR”) Fiscal 2007 Annual Report (the“Report”) of Starbucks Coffee Company (“Starbucks”), for the fiscal
year ended September 30, 2007.

• Information and data provided in each area of focus of theReport (Starbucks and Corporate Social Responsibility, Products,
Society, Environment, Workplace, and Diversity); andOur responsibility is to report on the internal reporting processes,
information and data for CSR based on our evidence-gathering
procedures. Currently there are no statutory requirements or generally
accepted verification standards in the United States of America
that relate to the preparation, presentation, and verification of CSR
reports. There are international standards for the CSR reports thatwere approved by the International Auditing and Assurances Standards
Board (IAASB) in January 2005. Using the IAASB approved standards
as a guideline, we planned and performed evidence-gathering
procedures to provide a basis for our conclusion. However, we have not
performed an audit in accordance with the International Standards on
Auditing. Accordingly, we do not express such an opinion.

• The management and reporting for the preparation of thisinformation and data.

Our evidence-gathering procedures included, among other activities,
the following:

We have considered the subject matter against the following
evaluation criteria:

Testing the effectiveness of the internal reporting system used tocollect and compile information on each area of focus in the Report;• The procedures by which the CSR information and data wereprepared, collated and compiled internally and

Performing specific procedures, on a sample basis, to validate
the CSR data on site at Starbucks coffee buying operations in
Switzerland; C.A.F.E. Practices operations in Costa Rica; andCorporate headquarters in Seattle, Washington;

We have performed evidence-gathering procedures on the following
subject matter:• Key Performance Indicators Summary and Highlights for
Fiscal 2007;• The control environment over the quality of the informationand data.
Our statement should be considered in conjunction with theinherent limitations of accuracy and completeness for CSR data, as
well as in connection with Starbucks internal reporting guidelines.
The Board of Directors of Starbucks is responsible for both thesubject matter and the evaluation criteria.

Interviewing partners responsible for data collection and reporting;Interviewing partners at retail locations;
Assessing the information gathering and compiling process ofeach area of focus in the Report;
Reviewing relevant documentation, including corporate policies,
management and reporting structures; andPerforming tests, on a sample basis, of documentation andsystems used to collect, analyze and compile reported CSR
information and data.
In our opinion, based on our work described in this report, the CSR
information contained in the Report gives a fair representation of
CSR performance and activities of Starbucks Coffee Company forthe fiscal year ended September 30, 2007. Statements, assertions
and data disclosed in the Report are reasonably supported bydocumentation, internal processes and activities, and information
provided by external parties.

Seattle, Washington
March 5, 2008

Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report

94

RESOURCES
Forward-Looking Statements

Your Feedback Matters

This CSR Annual Report includes forward-looking statements about
the company’s business and the company’s future business plans,
initiatives and objectives. These forward-looking statements are basedon currently available operating, financial and competitive information,
and are subject to various risks and uncertainties. Actual future results
and trends 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 internal performance andexpansion plans, fluctuations in U.S. and international economies andcurrencies; the impact of initiatives by competitors; the effect of legal
proceedings; and other risks detailed in the company’s filings with
the Securities and Exchange Commission, including the Risk Factors
section of Starbucks Annual Report on Form 10-K for the fiscal year
ended September 30, 2007. The company assumes no obligation to
update any of these forward-looking statements.

In preparing Starbucks Fiscal 2007 CSR Annual Report, we provided
a copy of our previous year’s report to a broad cross-section of
stakeholders, and asked for their candid feedback and advice on theways in which we could improve transparency. We also received a great
deal of feedback from readers of last year’s report via an online survey,
something we are doing again.
We invite our readers to help us improve our future reporting by providing
feedback on Starbucks fiscal 2007 CSR Annual Report. Take our online
survey at www.starbucks.com/csrsurvey. Please be assured that all
feedback will be thoughtfully considered and greatly appreciated.

Verification
External verification of the data and statements made in Starbucks
CSR Annual Reports began in 2002, when the company retained
Seattle-based Moss Adams LLP, the 12th largest accounting andconsulting firm in the U.S. The selection of Moss Adams met Starbucks
criteria for a high-quality firm that had not worked with the company
previously, and a firm that could develop a customized approach forverifying CSR-related data and content.

For more information:
Starbucks Coffee Company
Customer Relations
PO Box 3717
Seattle, WA 98124-3717 USA

On the CoverPhone: 800-23-LATTE (800-235-2883)

Herbazú Coffee Farm
Costa Rica

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Resources
Starbucks Corporation Fiscal 2007 Corporate Social Responsibility Annual Report95