Starbucks Corporation - Climate Change 2023
C0. Introduction

C0.1(C0.1) Give a general description and introduction to your organization.

Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world. Beginning in 1971, we were a roaster and retailer of whole bean and ground coffee, tea
and spices with a single store in Seattle’s Pike Place Market. Today, we are privileged to connect with millions of customers every day with exceptional products and morethan 35,000 retail stores in 83 markets. Formed in 1985, Starbucks Corporation’s common stock trades on the NASDAQ Global Select Market (“NASDAQ”) under the symbol“SBUX.” Our objective is to maintain standing as one of the most recognized and respected brands in the world. To achieve this, we are focused on streamlining the business,
driving growth in the U.S. and China, and expanding our global reach through the Global Coffee Alliance. Guided by our Mission and Values, our long-term plan for growthwith focus and discipline is built on the belief that the pursuit of profit is not in conflict with the pursuit of doing good. Our employees, who we call partners, are at the heart of
the Starbucks Experience. Beginning in 1991, we turned Starbucks employees into partners by providing the opportunity to share in the financial success of the company
through Starbucks stock. Our collective efforts to build a more open, equitable and inclusive company enable us to learn, adapt, and grow. It is in our collective efforts that will
determine our place as a great and enduring company, one that recognizes our responsibility as more than just making a profit.

At Starbucks, our vision to date regarding the health of the environment has been simple: sustainable coffee, served sustainably. Grounded in a history of sustainable
leadership as we celebrated our 50th anniversary in fiscal 2021, we look to the future under the leadership of our chief sustainability officer with a heightened sense ofurgency and conviction. We must challenge ourselves, think bigger, partner with others and do much more to take care of the planet we share. We realize the climate crisis is
inextricably intertwined with the other historic crises we are grappling with, among them a global pandemic, economic inequality and systemic racism. We agree with scientificexperts who say without drastic action from everyone – governments, companies, all of us – trying to adapt to the impacts of climate change in the future will become
increasingly difficult and costly. The impacts of climate change will take a toll on our supply chains, our business and more importantly, the lives of everyone involved,
including coffee farmers, our suppliers, Starbucks partners (employees), customers and the members of every community we serve. We also know that leadership insustainability takes commitment, investment, innovation, partnership and time. For these reasons, in FY21, rooted in science, grounded in Starbucks Mission and Values andinformed by comprehensive market research and trials, Starbucks finalized 2030 environmental goals to cut our carbon, water and waste footprints by half, working from a
FY19 baseline. Since that time, Starbucks carbon goal has been validated as science-based from the Science Based Targets Initiative (“SBTi”). The SBTi has confirmed thatthe scope 1 and scope 2 portions of our 2030 carbon target are aligned with a 1.5°C pathway, the most ambitious level they validate. Starbucks also expanded its goal toconserve or replenish 50% of water used in green coffee production in our direct operations to include global operations, agricultural supply chain and packaging, increasing
the projected water conserved or replenished and addressing some of the biggest impacts on Starbucks water footprint. Together, we are building Starbucks to be a great
enduring company by staying true to our Mission & Values while boldly reimagining the future -- for our partners, our customers, and for our planet.

Starbucks 2022 Fiscal Year began September October 4, 2021, and ended October 2, 2022.

C0.2(C0.2) State the start and end date of the year for which you are reporting data and indicate whether you will be providing emissions data for past reporting
years.
Reporting year
Start date
October 1 2021
End date
September 30 2022
Indicate if you are providing emissions data for past reporting years
Yes
Select the number of past reporting years you will be providing Scope 1 emissions data for
1 year
Select the number of past reporting years you will be providing Scope 2 emissions data for
1 year
Select the number of past reporting years you will be providing Scope 3 emissions data for
1 year

C0.3

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(C0.3) Select the countries/areas in which you operate.
Austria
Canada
China
Italy
Japan
Switzerland
United Kingdom of Great Britain and Northern Ireland
United States of America

C0.4(C0.4) Select the currency used for all financial information disclosed throughout your response.
USD

C0.5
(C0.5) Select the option that describes the reporting boundary for which climate-related impacts on your business are being reported. Note that this option shouldalign with your chosen approach for consolidating your GHG inventory.
Operational control

C0.8(C0.8) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)?
Indicate whether you are able to provide a unique identifier for your organization

Provide your unique identifier

Yes, an ISIN code

US8552441094

C1. GovernanceC1.1(C1.1) Is there board-level oversight of climate-related issues within your organization?
Yes

C1.1a
(C1.1a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for climate-related issues.
Position
Responsibilities for climate-related issuesofindividual
orcommittee
Board-level The Nominating and Corporate Governance Committee (NCGC) is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes thecommittee responsibility to annually review and assess the effectiveness of the Company’s environmental and social responsibility policies, goals and programs, including climate issues, through the annual
global environmental and social impact report and make recommendations as deemed appropriate based on such review and assessment. An example of a climate-related decision made by the
NCGC in FY22 was the approval of over $50 million in planned investments to advance the ambitious target to cut our water and waste footprint in half by 2030. These commitments were finalized by
the NCGC and publicly announced in FY20 but were further refined in FY21. In FY22, Starbucks GHG reduction goal was validated as science-based by the SBTi, which confirmed our target is alignedwith a 1.5 degree Celsius pathway, the most ambitious level they validate. Driven by the passion of its partners, Starbucks is committed to building a more equitable, resilient and sustainable future forcommunities and the planet. This latest round of investments showcases the power of collective impact across sectors and Starbucks’s role as an industry-wide model for how thoughtful partnerships
can drive environmental stewardship and long-term business goals.
In another key step to reduce its environmental impact and bolster a more robust recycling industry, in FY22, the NCGC approved a $10 million investment in Circular Services to reduce landfill waste
and drive innovative efforts to shift towards a circular economy in the United States. Circular Services is the largest privately held recycling company in the United States, and Starbucks’s investment
will support their work helping U.S. municipalities and businesses reduce the amount of valuable recyclable material sent to landfill. Circular Services uses advanced technology to improve sortation,
processing and reuse of valuable commodities, including consumer packaging, organics, textiles, electronics and more, for continual reuse in domestic supply chains. This investment will not only bringrecycling access to Starbucks stores, but also creates a partnership with leading waste industry stakeholders to collaborate on recycling solutions for packaging types with limited access to recycling
programs.

C1.1b

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(C1.1b) Provide further details on the board’s oversight of climate-related issues.
Frequency Governance Scope of Please explain
withmechanisms boardwhich
into whichlevel
climateclimateoversight
relatedrelatedissues are issues areaintegrated
scheduled
agendaitem
Scheduled Reviewing
<Not
– all
and guiding Applicabl
meetings
strategye>Monitoring
progresstowards
corporate
targets
Reviewing
and guiding
the riskmanagement
process

The Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’ managementof risks relevant to the Company. This includes oversight of Environmental, Social and Governance (ESG) risks, including climate-related issues. A fundamental part of risk
oversight is not only understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk isappropriate for the company. The involvement of the Board of Directors in reviewing Starbucks business strategy is an integral aspect of the board’s oversight of Starbucks
risk management practice. Starbucks chief executive officer (ceo) has general charge and supervision of the business and strategic direction of the Company and sits on the
Board of Directors. In FY22, as the highest management-level position with responsibility for climate-related issues, the ceo met monthly with the chief sustainability officer(cso) to discuss global sustainability strategies and initiatives across the enterprise. The ceo relays the progress of such efforts and key strategic insight to the Board.
Starbucks’s ceo has tasked the Environmental Council and the Global Sustainability Task Force with actualizing the company’s sustainability initiatives, the progress of whichis overseen by the cso. The ceo meets with the cso monthly to discuss global sustainability strategies and updates on ESG issues across the organization. The ceo is
updated on climate-related issues, including risk management components, in every one of these regular meetings. The Environmental Council and Global Sustainability
Task Force, which are tasked with the developing and realizing sustainability initiatives by the ceo, also create content for regular updates to leadership. The ceo then shares
these progress updates with the Board. In FY21, the ceo affirmed Starbucks long-term ESG strategy, including finalized target reductions of carbon (SBTI certified), water,
and waste by 2030, a revised inventory baseline, and an expansion of our water goals.

C1.1d(C1.1d) Does your organization have at least one board member with competence on climate-related issues?
Board
Criteria used to assess competence of board member(s) on climate-related issues
member(s)havecompetence
on climaterelated
issuesRow Yes1

Primary
Explain why yourreason for organization does
no boardnot have at least one
levelboard member withcompetence competence on
on climate- climate-related
relatedissues and any plansissuesto address boardlevel competence inthe future

We value directors with experience in environmental and climate change topics strengthens the board’s oversight and assures that strategic business<Not
imperatives and long-term value creation for shareholders are achieved within a responsible and sustainable business model. We also seek directors with Applicable>
domestic and international experience in corporate responsibility, sustainability, and public policy to help us address significant public policy issues, adapt
to different business and regulatory environments, and facilitate our work with various governmental entities and non-governmental organizations all over
the world. Within our board of directors nominated for election at our 2023 Annual Meeting, four of our nominees have identified key experience,
qualifications, and attributes in environmental or climate change experience including having cultivated packaging and recycling initiatives, overseeing
environmental sustainability efforts, managing environmental impact, and addressing corporate and environmental responsibility.

<Not Applicable>

Our board is highly engaged in ESG matters given that our global social impact, sustainability goals, and human capital are intricately linked to ourstrategic direction. Our board considers these matters at least annually in connection with the strategic plan. In addition, except where explicitly delegatedto other board committees or retained by the board, our nominating/Governance Committee is tasked with the responsibility of overseeing theeffectiveness of our environmental, social, and corporate governance strategies, policies, practices, goals, and programs, including review of our annual
Global Environmental and Social Impact Report. Further, our Compensation Committee is responsible for overseeing the development andimplementation of human capital development plans and succession planning practices to foster sufficient management depth at the Company to support
its continued growth and the talent needed to execute long-term strategies, while our Audit Committee is tasked with overseeing the Company’s risk
management, including with respect to certain ESG topics.

C1.2(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Position or committee
Chief Executive Officer (CEO)Climate-related responsibilities of this position
Monitoring progress against climate-related corporate targets
Assessing climate-related risks and opportunities
Managing climate-related risks and opportunities
Coverage of responsibilities<Not Applicable>
Reporting line
Reports to the board directly
Frequency of reporting to the board on climate-related issues via this reporting line
More frequently than quarterly
Please explain
Starbucks chief executive officer (ceo) has general charge and supervision of the business and strategic direction of the Company and sits on the Board of Directors.

C1.3
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(C1.3) Do you provide incentives for the management of climate-related issues, including the attainment of targets?
ProvideComment
incentives forthemanagementof climaterelated issues
Row Yes1

In FY22, we continued implementation of our executive compensation programs, which were updated in 2021 to prioritize sustainability and create inclusive and diverse teams. To align with
our vision of giving back more than we take from the planet, and to ensure the sustainability of coffee and other materials that are vital to our business operations, the annual bonus programfor FY22 included a 10% of the overall bonus payout calculation for Starbucks senior vice president and above population linked to planet-positive results and another 10% of the overallbonus payout calculation tied to fostering an inclusive environment where all employees feel valued and included, as we believe the strength, diversity, and inclusiveness of our workforce areintegral to our global brand’s success.

C1.3a(C1.3a) Provide further details on the incentives provided for the management of climate-related issues (do not include the names of individuals).
Entitled to incentive
Chief Executive Officer (CEO)Type of incentive
Monetary reward
Incentive(s)Bonus - % of salary
Performance indicator(s)Achievement of climate transition plan KPIProgress towards a climate-related target
Achievement of a climate-related target
Implementation of an emissions reduction initiative
Reduction in absolute emissions
Incentive plan(s) this incentive is linked to
Both Short-Term and Long-Term Incentive Plan
Further details of incentive(s)We promote ethical leadership and business practices to deliver our very best in all we do, while holding ourselves accountable for results. Our board and its committees are
responsible for overseeing the effectiveness of our global environmental and social impact strategy. We govern our sustainability commitments through the Global
Environmental Council, which is comprised of senior leaders across Starbucks whose compensation is tied to performance against our goals. We continue to implement an
executive compensation program that includes benchmarks for achieving sustainability goals and building inclusive and diverse teams. All Starbucks partners are governedby internal policies addressing ethics and human rights issues, including Anti-Harassment, Anti-Discrimination, Conflicts of Interest, Gifts & Entertainment, Anti-Bribery, andEqual Employment Opportunity. And, we practice rigorous data collection, including third-party data verification, to ensure our reporting is accurate and representative of thegreat strides we are making to support our partners, customers, communities, and planet.
Explain how this incentive contributes to the implementation of your organization’s climate commitments and/or climate transition plan
Starbucks ceo is responsible for tasking the Global Environmental Council with realizing the company’s sustainability initiatives, as well as overseeing ESG efforts on acompany-wide level.
Due to leadership changes in FY22, the interim ceo received a base salary of only $1, was not eligible to earn an annual cash incentive award under the Annual Incentive
Bonus Plan, and did not receive any equity award grants. Our broader fiscal 2022 executive program payouts are aligned with our business performance. Each of our NEOs
who was eligible to earn an annual cash incentive award under the annual Executive Management Bonus Plan (“Annual Incentive Bonus Plan”) would have earned anaward based on our financial and operational results, progress against our ESG initiatives, and their individual performance. However, given our overall financial andoperational performance in fiscal 2022 and given that transformation efforts under our Reinvention Plan remain ongoing, our Compensation Committee elected not to pay
any such awards for fiscal 2022. Our fiscal 2020 PRSUs (awarded in November 2019) paid out at only 61.25% due to our inability to achieve the rigorous earnings targets
and our total shareholder return performance compared to the S&P 500 during the last three fiscal years.
However, in FY21, the ceo was compensated through a cash bonus for his role in establishing a FY22 dairy farm-level methane reduction pilot program, launching the
Narino Colombia coffee supply chain pilot, re-launching personal cup solutions in all markets except for Canada, increasing plant-based choices, and rolling out plasticalternative straws. His individual performance factor also incorporated progress toward Starbucks’s long-term sustainability goals. In addition to progress against the efforts
above, the ceo contributed to significant process implementing on farm “precision agronomy” programs, the Greener Stores certification program, and the construction of theworld’s most environmentally sustainable coffee roasting plant underway on China Innovation Park.

C2. Risks and opportunities

C2.1(C2.1) Does your organization have a process for identifying, assessing, and responding to climate-related risks and opportunities?
Yes

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(C2.1a) How does your organization define short-, medium- and long-term time horizons?
From To
Comment(years) (years)
Shortterm

0

1

Starbucks generally uses short-term time horizons when defining fiscal and operational growth rate goals within the broader company strategy. Regarding climate-related risks andopportunities, Starbucks is transparent in reporting short-term progress against all targets.

Medium- 1
term

5

Starbucks uses a medium-term time horizon when developing company-wide plan for global growth, executing strategic partnerships, and capitalizing on shifts in consumer behavior, allefforts that encompass sustainability and climate-related initiatives.

Longterm

20

As a company reliant on an ecologically sensitive agricultural product, Starbucks has tried to align most climate-related risks and opportunities with the inevitable impacts of climatechange. As a result, Starbucks has developed mostly long-term targets and goals to protect the resiliency of this supply chain, the people that make it possible, and the planet we all
share, including our recent 2030 goals tied to multi-decade commitment to become a resource positive company.

5

C2.1b
(C2.1b) How does your organization define substantive financial or strategic impact on your business?
Starbucks evaluates climate-related risks based the financial and strategic consequences that could negatively affect our business, reputation, financial condition, results ofoperations or the trading price of our common stock. Our risk team conducts financial material assessments when identifying core enterprise risks. We regularly evaluate
climate-related topics and trends, including those in our Global Environmental and Social Impact Report and other public statements, to identify those that may be either
quantitatively or qualitatively material for inclusion in our SEC filings. Given the size of our consolidated financial results, the quantitative threshold is quite high. While all ofour people- and planet-positive initiatives are important to Starbucks, not all have met disclosure requirements for inclusion in our financial reports. We believe certain aspectsof our initiatives, such as reducing waste and water usage, investing in regenerative agriculture and developing more sustainable stores and operations, will help mitigate theadverse effects of climate change, although they have not had a material quantitative impact to our financial performance to date. Also, we have determined that they would
not be material through the lens of a reasonable investor evaluating Starbucks for investment purposes. We regularly re-evaluate our disclosures and will change our reportingas the anticipated impacts of these issues to our Company evolve.

For CDP reporting purposes, Starbucks defines a substantive or strategic financial impact to be risk items that, should they occur or continue to occur, would impact ourbusiness, financial condition, operations, and the trading price of our common stock in a significant and adverse way, such as impacting a majority of stores in a region, as
well as changes which would require significant capital investment. We review our business annually during development of our operating plan and review progress against
this quarterly.

C2.2

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(C2.2) Describe your process(es) for identifying, assessing and responding to climate-related risks and opportunities.
Value chain stage(s) covered
Direct operations
Upstream
Downstream
Risk management process
Integrated into multi-disciplinary company-wide risk management process
Frequency of assessment
More than once a year
Time horizon(s) covered
Short-term
Medium-termLong-term
Description of process
Starbucks Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’management of risks relevant to the Company. This includes oversight of environmental risks, including climate-related issues. A fundamental part of risk oversight is not
only understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate
for the company. The involvement of the Board of Directors in reviewing Starbucks business strategy is an integral aspect of the board’s oversight of Starbuck’s risk
management practice. Starbucks Risk Committee, co-chaired by the CFO and General Counsel, maintains the enterprise risk management (ERM) framework. This includes
a review of enterprise risk assessments and risk-mitigation activities managed by designated risk owners.
As a part of the ERM framework, designated risk owners debrief the Audit and Compliance Committee within the Board on a quarterly basis to assess major or emerging
risks. Annually, Starbucks conducts an ERM risk assessment to prioritize and assess key enterprise risks that may impact direct operations, as well as upstream anddownstream areas of our value chain. This assessment is integrated into our multi-disciplinary company-wide risk management process, and includes facilitateddiscussions with relevant stakeholders for each risk that focuses on the alignment of risk drivers and gaps, as well as the understanding of mitigation activities. The resultsof this assessment are rolled up into an overall summary and provided to the Executive Leadership Board (ELT) and the Board. The sustainability team and other relevant
functional areas evaluate climate-related risks and develop strategies to address risk drivers that may pose a threat to our core business in the short, medium, and longterm as part of the ERM framework.
Risk evaluation is done together with relevant business units and functions during the annual strategic planning cycle. The status of our mitigation initiatives to address
identified risks are evaluated annually through the ERM risk assessment. Starbucks updates sustainability targets and goals in a 5-year cadence, or more frequently as
needed, to ensure we continue to address the most relevant issues and maintain our leadership position in sustainability. Climate-related risks are looked at in the greatercontext of the market; risks such as price increases for key commodities due to climate change are assessed for the Company. In response to these risks assessed at thefunctional level, future mitigation activities are identified and incorporated within the ERM risk assessment reviewed by the Risk Committee and Board. This information isleveraged in the development of the annual internal audit plan; the Board reviews the report and provides feedback that is incorporated into results. Mitigation activities aredeveloped in broader stakeholder discussions across relevant business units and functions.
Physical risk case study: We’ve identified that changes in precipitation patterns and extreme variability in weather patterns could potentially impact the availability and priceof coffee beans which could impact our profitability. As a company that relies on an agricultural product, we are concerned about the impacts of climate change, especiallyin the sensitive bioregions where coffee is grown. High-quality arabica coffee, with its diversity of flavors, is the heart of Starbucks business, but it’s becoming harder togrow in sustainable quantities because arabica plants are particularly sensitive to even the slightest variations in temperature and rainfall patterns. In response to theidentification of climate-related events posing a physical risk to coffee supplies, in 2017, the Company announced a commitment to ensuring that 100 million healthy coffee
trees get into the hands of coffee farmers that need them by, 2025. This effort is part of the company’s ongoing commitment to provide comprehensive support to farmers
around the world which includes open-source agronomy research, farmer financing and access to information. More than 9.5 million climate-tolerant coffee trees were
distributed globally through Starbucks 100 million tree commitment in FY22. The Columbia Farmer Support Center distributed 38,000 native trees to farms in FY22. These
trees are critical to restore conservation areas, support improved shade management systems, and to protect water resources. We also engaged customers in Colombia byoffering a promotion that donated a portion of the sales of packaged coffee to purchase tree seedlings for local coffee farmers. Through this promotion, 1,500 native trees
were donated to farmers located in Nariño, Colombia. These new trees are bred to be resistant to coffee rust, a disease associated with climate change, and they’rereplacing trees declining in productivity, which can, in turn, help farmers improve the quality and yields of their harvest and improve their revenue.
Transition opportunity case study: Through market research and customer engagement, we learned that customer preferences are shifting, including desire for high quality
and sustainable products and experiences that support the well-being of people and the planet. Expanding Starbucks plant-based menu globally is one of the ways we are
pursuing our carbon reduction goal. Our aim is to provide customers with a variety of choices. There is currently no additional charge for customizing beverages with plantbased dairy alternatives in our Company- operated markets in the United Kingdom or Japan or licensed markets in France, Belgium, the Netherlands or Luxembourg. In the
United States, adding any plant-based dairy alternative to Brewed Coffee, Iced Coffee, Cold Brew, and Americano beverages is offered to our customers free of charge.
As Starbucks continues to offer more plant-based options on our global menus, dairy remains an important option for many customers. To meet our 2030 planet goals, andalign with consumers’ wants of sustainable products, we are working to source dairy in a responsible and sustainable way. Starbucks is dedicated to providing farmers
access to environmentally and economically sound practices and technologies, covering everything from feed production to cow care and energy efficiency. Starbucks has
invested $4 million in the U.S. Dairy Net Zero Initiative since joining in FY21. In FY22, the United States, China and U.K. company-operated markets piloted key aspects of a
new Sustainable Dairy Program to help refine and scale an approach to sustainable dairy and environmental stewardship for the betterment of people, planet and animals.
These markets focused primarily on baselining GHG emissions on several dairy farms within their supply chains and piloted key aspects of a new on-farm holistic standard.

C2.2a(C2.2a) Which risk types are considered in your organization's climate-related risk assessments?
Relevance Please explain&
inclusion

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Relevance Please explain&
inclusion
Current
regulation

Relevant,
alwaysincluded

Globally, regulations are continually being set to address climate-related issues facing Starbucks operations. Current regulations are relevant and always considered in Starbucks climaterelated risk assessments because it is important to regularly assess current environmental regulations to ensure total compliance. When performing our climate-related risk assessment
and developing our sustainability goals we take into account the existing regulations we are faced with. A significant portion of our current efforts have been focused on complying withvarious legislation regarding waste and packaging materials. These laws range from in store recycling and composting to compostable food service packaging to plastic straw bans. By way
of example, current waste regulations throughout our U.S., EU, and Asian markets have required us to eliminate the use of single-use plastic straws. Starbucks achieved our goal to phaseout plastic straws worldwide by the end of 2021. Starbucks completed the roll-out of straws made from polyhydroxyalkanoate (PHA), a non-fossil fuel derived plastic that is homecompostable, in the U.S. in FY22. In Canada, Starbucks rolled out wood cutlery and paper straws in FY22 and continued research and development to bring new products to market in
FY23-25. This effort does not deter our commitment to accessibility and our responsibility to provide plastic straws for customers who require them to enjoy their favorite beverage. To
eliminate traditional plastic straws, we first reduced demand, through the rollout of strawless lids, which has approximately 9% less plastic than the flat lid and straw historically used for
iced beverages. Unlike traditional plastic straws, the strawless lids can be recycled in many markets in the U.S. and Canada. We also introduced alternative material straws mostly made ofpolylactic acid (PLA) and polyhydroxyalkanoate (PHA). These efforts are not only helping us adhere to waste regulations and reduce our plastic footprint, but also helps us support our
climate commitments.

Emerging
regulation

Relevant,
alwaysincluded

Emerging regulations are just as relevant as current regulations and are always included in our climate-related risk assessments. When performing our climate-related risk assessment anddeveloping our sustainability goals we must consider the potential regulations we could be faced with to ensure business continuity. Emerging regulations may come in the form of
packaging regulations or a carbon tax. These potential regulations guide the formation of our sustainability goals. Overall, changes in applicable environmental regulations, including
increased or additional regulations to limit carbon dioxide and other greenhouse gas emissions, to discourage the use of plastic, or to limit or impose additional costs on commercial wateruse, may result in increased compliance costs, capital expenditures, incremental investments, and other financial obligations for us and our business partners, which could affect our
profitability. Recognizing the growing trend of local, national, and global emissions regulations, Starbucks regularly monitors the carbon policy landscape and consults key stakeholders inany developing legislation. Starbucks will work to meet its 2030 target of carbon neutral green coffee, reducing greenhouse gas (GHG) emissions in coffee at Origin then compensating for
any remaining emissions, by deploying three primary strategies: 1) decreasing carbon emissions in Starbucks supply chain by equipping farmers with precision agronomy tools, 2)
promoting and distributing climate-resilient tree varietals, and 3) protecting and restoring at-risk forests in key coffee landscape. To protect the resiliency of the coffee supply chain, thepeople that make it possible and the planet we all share, Starbucks set goals to achieve carbon neutral green coffee and conserve water usage in green coffee processing by 50% by2030. In FY22, we worked to refine the methodology we use to calculate the carbon and water footprint of green coffee. This work is foundational to begin reporting progress in the years tocome and connects directly with industry efforts, including the Sustainable Coffee Challenge.

Technology Relevant,alwaysincludedTechnology risks are relevant to Starbucks climate-related risk assessments and are always included in our climate-related risk assessments depending on the scope of the assessment
and applicability of technology. Starbucks has been investing in R&D internally to make our store operations more efficient and packaging material that reduces our environmental impact,
recognizing that technology risks are relevant to Starbucks sustainability efforts and competitive advantage. An example of a technological risk that Starbucks considers in internal
assessments is the issue of recyclable and compostable hot cup solutions. As a problem growing in the food and beverage industry for decades is single-use packaging waste. This is why
we developed the NextGen Cup Challenge to facilitate a global end-to-end solution that would allow cups around the world to be diverted from landfills. As a founding member of the
NextGen Consortium, Starbucks has been working to address single-use food packaging alongside leading food and beverage companies globally. In FY22, Starbucks and McDonald’s
announced a joint $10 million investment in the NextGen Consortium to identify, accelerate and scale commercially viable, circular foodservice packaging solutions. Starbucks committed
an additional $5 million with NextGen Consortium in FY22 to innovate to a more sustainable hot cup. The consortium works together to do research and development for more sustainable
single-use cup options while also working with waste infrastructure stakeholders to advance the recovery of foodservice packaging. Starbucks has invested $15 million with NextGen
Consortium since 2018. However, these shifts will not deter our longer-term objectives for reusable cups. Starbucks also works with The Recycling Partnership to bring recycling technology
to underserved markets to increase material recovery.

Legal

Relevant,
alwaysincluded

Legal issues are considered relevant and are always included in our climate-related assessment because as a global company with over 32,000 retail stores, as well as criticalmanufacturing and distribution operations, our organization is subject to a variety of regional, national, and international climate laws and policies in the locations we operate. In theabsence of clear regulatory guidance or an established body of caselaw, we define climate change-related litigation as a case where the primary allegations depend on (a) certain climatechange impacts being attributed to Starbucks operations, (b) alleged failure by Starbucks to meet any applicable legal or regulatory requirements related to climate change or (c) alleged
failure by Starbucks to adequately mitigate risks to our business due to the impacts of climate change. As an example, our current efforts have been focused on complying with legislation
regarding emissions and waste. Overall, changes in applicable environmental regulations, including increased or additional regulations to limit carbon dioxide and other greenhouse gas
emissions, to discourage the use of plastic or to limit or impose additional costs on commercial water use, may result in increased compliance costs, capital expenditures, incremental
investments, and other financial obligations for us and our business partners, which could affect our profitability.

MarketRelevant,
alwaysincludedMarket risks are considered relevant and always included in our climate-related assessments because climate-related risks threaten the commodities we source, and therefore our main
business lines and operations. As climate change continues to make it more challenging to grow coffee and reduces the area of land suitable for growing coffee, Starbucks is always
assessing the implications of climate change on the availability and quality of its core commodity. It has yet to have macro-economic impacts on the cost of coffee, but Starbucks
recognizes the impact climate change is having on coffee farming. Starbucks seeks to mitigate these risks through a combination of strategic sourcing initiatives and upstream practices
collaboration (including working with smallholder farms directly in the coffee supply chain). For example, Starbucks now operates ten Farmer Support Centers worldwide, whereagronomists and quality experts work alongside coffee farmers – whether they sell to Starbucks or not – to share tools and information to help increase the productivity, quality andprofitability of coffee on their farms and improve their livelihoods. These centers offer free training directly to farmers and to technical specialists through a train-the-trainer approach,benefiting over 31,000 people worldwide in FY22. In FY22, we continued to provide financial support to promote soil analysis as a mechanism for farmers to understand soil nutrition
requirements, replacing generic fertilizer recommendations with a specific recommendation for producers. Building on our efforts last year, 13,811 additional soil samples were processed
across six priority countries.

Reputation Relevant,alwaysincluded

Reputational risks are considered relevant and always included in our climate-related assessments: operating more than 32,000 stores across the globe, Starbucks is a household namethat relies on local communities and a range of partners and suppliers to continue operations. Sustainability has been at Starbucks core since the beginning and consistent with our belief
that we can build a great business that scales for good. Starbucks places significant importance on what employees, partners (employees), shareholders, suppliers, customers, media, andregulators think of us. Reputational risks as they relate to climate-related issues are key to maintaining our position as a leader in the industry. We strive to have our actions reflect andaddress our consumer’s interests. As an example, we’ve launched a social media campaign to get the message out about the sustainability commitments we have made (based on our2020 study that revealed that 74% of U.S. customers believe a brand’s commitment to the environment is important). These efforts are designed to connect with Partners, customers, andour supply chain through YouTube, IGTV, and Starbucks Stories and highlight our sustainability commitments and actions.

AcutephysicalRelevant,
alwaysincluded

Acute physical risk is considered relevant and always included in our climate-related assessments as our operating results have been, and will continue to be, subject to a number offactors that are largely outside our control, including climate-related risks. As an example, the supply and price of coffee we purchase can be affected by multiple factors in the producing
countries, such as weather (including the potential effects of climate change), natural disasters, crop disease, general increase in farm inputs and costs of production, inventory levels,
political and economic conditions, and the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements
establishing export quotas or by restricting coffee supplies. If we are not able to purchase sufficient quantities of green coffee due to any of the above factors or to a worldwide or regional
shortage, we may not be able to fulfill the demand for our coffee, which could have a material adverse impact on our profitability. We also purchase significant amounts of dairy products,
particularly fluid milk, to support the needs of our company-operated retail stores. Additionally, and although less significant to our operations than coffee or dairy, other commodities,
including but not limited to tea and those related to food and beverage inputs, such as cocoa, produce, baking ingredients, meats, eggs and energy, as well as the processing of these
inputs, are important to our operations. Increases in the cost of dairy products and other commodities, or lack of availability, whether due to supply shortages, delays or interruptions inprocessing, or otherwise, especially in international markets, could have a material adverse impact on our profitability. To address these concerns, Starbucks launched several programs
and initiatives to address the acute physical risks identified by the company. In FY22, we provided nearly $2 million to support new and ongoing water replenishment and WASH projects in
Brazil, Colombia, China, Ethiopia, Guatemala, Mexico, Peru and several projects in the United States These efforts included Starbucks committing an additional $50 million in the Global
Farmer Fund, bringing total investment to $100 million. In FY22, Starbucks deployed three new loans issued bringing total to $65.8 million in loans deployed since FY18 and $80.8M since
inception

Chronic
physicalRelevant,
alwaysincluded

Chronic physical risk is considered relevant and is always included in our climate-related assessments: As climate change continues to make it more challenging to grow coffee andreduces the area of land suitable for growing coffee, Starbucks is always assessing the implications of climate change on its core commodity. It has yet to have macro-economic impacts
on the cost of coffee, but Starbucks recognizes the impact climate change is having on coffee farming. For example, as temperatures continue to rise and forests continue to be cleared,
the land able to produce coffee will diminish as coffee trees are dependent on stable temperatures and weather to produce high yields of quality beans. The chronic physical risk of climatechange will limit viable growing spots as climates shift and production spots have to move accordingly. Acknowledging the importance of coffee to our business and the threat that global
temperature rise poses to our operations, In FY21, we set a new target to distribute over 45 million coffee trees to C.A.F.E. Practice-verified farmers in Colombia by 2023. Working
alongside the Colombian Federation of Coffee Growers (FNC), we provided more than 19 million seedlings in FY22. We have also provided financial support to ensure nutritional needs forseedlings are met when planted for early growth and tree success. Over the past five years as part of our 10-year, 100 million-tree commitment, Starbucks has donated nearly 60 million
coffee trees to farmers. These new trees are bred to be resistant to coffee rust, a disease associated with climate change, and they’re replacing trees declining in productivity, which can, inturn, help farmers improve the quality and yields of their harvest and improve their revenue. Starbucks has also developed Tea, Cocoa, and Dairy sourcing practices that have sustainability
and ethical standards. These commodities are also monitored regularly for any changes to the industry, including pricing, operations, or quality. In FY22, we achieved 98.2% ethicallysourced coffee as verified through C.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see minor pandemic- related
impacts continue in FY22 though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E. Practices.

C2.3
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(C2.3) Have you identified any inherent climate-related risks with the potential to have a substantive financial or strategic impact on your business?
Yes

C2.3a
(C2.3a) Provide details of risks identified with the potential to have a substantive financial or strategic impact on your business.
Identifier
Risk 1
Where in the value chain does the risk driver occur?
Direct operations
Risk type & Primary climate-related risk driver
Acute physical

Storm (including blizzards, dust, and sandstorms)

Primary potential financial impact
Decreased revenues due to reduced production capacity
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Our financial condition and results of operations are sensitive to, and may be adversely affected by, a number of factors, many of which are largely outside our control(including climate-related events). We operate in 83 markets globally. While we believe this geographic diversity is likely to lessen the impact of individual climate change
related events on our financial results, our properties and operations may nonetheless be vulnerable to the adverse effects of climate change, which are predicted toincrease the frequency and severity of weather events and other natural cycles such as wildfires and droughts. Such events have the potential to disrupt our operations,cause store closures, disrupt the business of our third-party suppliers and impact our customers, all of which may cause us to suffer losses and additional costs to maintainor resume operations. Our stores have faced several natural threats over the past few years including, but not limited to, hurricanes and wildfires. In 2018, the impacts of
Hurricane Florence closed 95 Starbucks stores and our Sandy Run Roasting Plant. Starbucks closed more than 400 stores before Hurricane Harvey made landfall, andmore than 700 prior to Irma hitting. An estimated 15,600 employees were impacted. In 2020, wildfires caused by severe drought conditions throughout California disrupted
our operations, shutting down stores and threatening the wellbeing of our employees and business partners. Damaged infrastructure, incapacitated partners, and unsafe
working conditions can suspend store operations which, in turn, could negatively impact net revenues, operating income, and earnings per share.
Time horizon
Short-term
Likelihood
LikelyMagnitude of impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Severe weather and other acute physical risks affecting a large market or several closely located markets that may temporarily but significantly affect our retail business insuch markets, resulting in a loss of revenue dependent on our ability to resume normal operations. The health and safety of our partners is our top priority, followed closelywith the wellbeing of our communities. By both closing our stores in the face of acute physical risks and keeping them closed until safety is ensured, our actions can impact
our overall revenue and profitability.
In part because of our geographic diversity through operating in over 80 international markets, inclusive of where we source our products and where our company-operated
and licensed stores are located, the physical effects of climate change and resulting financial impacts to Starbucks have not been quantitatively material. To date, we havenot experienced any material change to the cost or availability of insurance regarding these issues.
Starbucks does not track possible physical effects specific to climate change on our operations. We believe climate change may exacerbate the severity and increase thefrequency of weather events; however, since it is impossible to determine if any one weather event is due solely or partially to climate change, we generally monitor andclassify weather events as either “normal” or “catastrophic”, particularly in the U.S. We define “normal” weather events as those that cause a temporary disruption to ourregular operations. Examples of “normal” weather events include hurricanes, typhoons, snowstorms and ice storms. As an example, we track estimated impacts of “normal”
weather events to revenues on a regular basis, which includes frequent weather event tracking for our U.S. company-operated store portfolio. Estimated amounts of lost
U.S. company-operated store portfolio revenues attributed to “normal” weather events were not material and were approximately $75 million, $20 million and $40 million, or
0.4%, 0.1% and 0.2% of United States total net revenues, for fiscal years. Examples of “catastrophic” weather events include natural disasters that adversely impact theavailability and access to basic resources, such as labor, utilities and our products, including roasted coffee. We have never experienced weather events we would
consider to be catastrophic, including during fiscal years ended 2022, 2021, 2020 and 2019.
Cost of response to risk
0
Description of response and explanation of cost calculation
In response to extreme weather events, Starbucks aims to pre-emptively close operations to ensure its employees safety. We offer partners (employees) impacted by store
closings the option to temporarily relocate to a neighboring operational store (if safe), and in some cases receive catastrophic pay. Any impacted partners can apply for a

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grant from the Caring Unites Partners (CUP) Fund. As of 2018, contributions have helped give $20 million in grants to 21,000 partners. More than 2,000 partners impacted
by Hurricane Harvey received more than $1 million in donations, while those who lost their homes due to wildfires last year utilized the Fund to cover temporary housing.
When large events happen, Starbucks also seeks to support impacted communities by contributing significant amounts of funding towards the American Red Cross’
disaster-relief fund and other relevant organizations such as the National Forest Foundation. Throughout FY22, The Starbucks Foundation continued to uplift communities
affected by disaster by investing $3.75 million in preparedness, response and resilience programs around the world, including to support communities disproportionately
impacted by the increased frequency and intensity of disasters due to climate change. In addition to national support of the American Red Cross and global support ofWorld Central Kitchen’s chef relief efforts, the Foundation provided quick support to impacted communities in FY22, ranging from the Jackson, Mississippi water crisis to
the Uvalde, Texas shooting, and engaged customers to join us in supporting hurricane relief efforts in North America and the Caribbean and humanitarian relief efforts for
Ukraine.
Recognizing the risk that increased acute physical events poses to our employees, communities, and operations, Starbucks offers proactive and flexible options to ourpartners to help mitigate potential losses from an indirect cost perspective, but also from the perspective of our employees. The estimated cost to respond is planned into
Starbucks standard cost of business and includes an estimate of losses from early and maintained closures due to severe weather forecasts and recovery, as well as theaverage annual investment and donations to relevant response, relief, and recovery organizations, so there are no additional costs associated with responding to this risk($0).
Comment
N/A
Identifier
Risk 2
Where in the value chain does the risk driver occur?
Upstream
Risk type & Primary climate-related risk driver
Chronic physical

Changing precipitation patterns and types (rain, hail, snow/ice)Primary potential financial impact
Increased direct costs
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Because of the significance of coffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices and hedging
activities, increases to the cost of high-quality arabica coffee beans could have a material adverse impact on our profitability. In addition, if we are not able to purchasesufficient quantities of green coffee due to a variety of climate-related factors or to a worldwide or regional shortage, we may not be able to fulfil the demand for our coffee,
which could have a material adverse impact on our profitability. Given that our agronomists, quality experts, and buyers are on the ground working with coffee farmers every
day, we see first-hand and hear directly about the impacts of climate change. In addition to increased erosion and infestation by pests and coffee rust, coffee farmers arereporting shifts in rainfall and harvest patterns that are hurting their communities and shrinking the available usable land in coffee regions around the world. The impact ofclimate change on farming communities is a key reason addressing our environmental impact is a priority for Starbucks. As a company that relies on an agricultural product,
we are concerned about the impacts of climate change, especially in the sensitive bioregions where coffee is grown. Climate change is compounding other issues faced bycoffee communities (deforestation, water shortages, decreasing yields, rainfall pattern changes) and the effects vary by region. As climate change continues to make it
more challenging to grow coffee and reduces the area of land suitable for growing coffee, Starbucks is always assessing the implications of climate change on its corecommodity. It has yet to have macro-economic impacts on the cost of coffee, but Starbucks recognizes the impact climate change is having on coffee farming.
Time horizon
Long-term
Likelihood
Very likely
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
As the premier roaster, marketer and retailer of specialty coffee operating in 83 markets, we rely on a global agricultural value chain. We’re concerned about climate change
and its long-term impact on coffee supplies, coffee farmers, and on the health of the communities where we do business. We’re a partner of the Sustainable Coffee
Challenge which convenes, unites and urges the coffee sector and conservation partners to spur actions and investments necessary to make coffee the first sustainableagriculture product in the world. As part of our open-source approach to fortifying the coffee industry, new varietals are shared freely with researchers and farmers globally.
High-quality arabica coffee is the heart of our business, but it’s becoming harder to grow in sustainable quantities in the face of climate change and emerging chronic
physical risks such as drought, flooding, increased temperatures, etc. Arabica plants, as well as other key commodities like cocoa and tea, are sensitive to slight variationsin temperature and rainfall patterns. Higher temperatures and prolonged droughts could significantly limit yields of our suppliers, resulting in increased costs and productshortages. Because of the significance of coffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices
and hedging activities, increases in the cost of high-quality arabica coffee beans could have a material adverse impact on our profitability. If we aren’t able to purchasesufficient quantities of green coffee due to any of the above factors or to a worldwide/regional shortage, we may not be able to fulfill the demand for our coffee, which could
have an impact on our profitability. Access and price of high-quality arabica green coffee may be impacted by weather events that may be exacerbated by climate change;
however, the price and supply of high-quality arabica green coffee is subject to volatility and can be impacted by water supply quality and availability throughout the
production chain, natural disasters, crop disease/pests, general increase in farm inputs and costs of production, inventory levels, political/economic conditions and theactions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements establishing export quotas or by

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restricting coffee supplies. Due to the number of impact factors, we don’t attempt to quantify each one.
Cost of response to risk
0
Description of response and explanation of cost calculation
To manage the potential impacts from chronic physical risks on coffee availability and pricing, Starbucks invests in programs designed to strengthen sustainable
development in local farming communities. We support communities through farmer loans, growing our farmer support centers and continuously improving and expanding
our ethical sourcing programs, such as C.A.F.E. Practices. In deploying this set of strategies, Starbucks is improving the resilience of our supply chain and, ensuring thelong-term supply of high-quality coffee and other agricultural goods, as well as building stronger farming communities. In total, Starbucks has invested a significant amountin collaborative farmer programs– including farmer support centers, farmer loans and forest carbon projects. Starbucks operates 10 Farmer Support Centers (FSCs) as
part of our work to assist farmers in coffee-producing countries and support the implementation of C.A.F.E. Practices across Starbucks coffee supply chain globally. These
centers offer free training directly to farmers and to technical specialists through a train-the-trainer approach, benefiting over 31,000 people worldwide in FY22. To help
demonstrate farming best practices, in FY22, FSCs launched a program called Model Farms, which serve as learning locations for the community to learn and teachsustainable practices. More than 70 Model Farms have been established. In FY22, the FSCs also developed an open-source manual on coffee quality to increase access to
information on important practices after harvesting the coffee cherries to maintain quality. Our goal is to supply $100 million in farmer loans by the end of 2025. In FY22, weissued three new loans including a climate note to support farmers to adapt to the impacts of climate change and another directed to women in agriculture, both throughRoot Capital. Three new loans issued bringing total to $65.8 million in loans deployed since FY18 and $80.8M since inception. Providing healthy trees, education onsustainable farming practices, and financial support to farmers in coffee-growing regions makes existing lands and communities more efficient and resilient in the face ofchronic physical risks, helping to reduce price volatility based on inconsistent supply. The costs associated with developing resilience across our suppliers are included inStarbucks standard cost of business and there are no additional costs associated with responding to this risk ($0).
Comment
N/A
Identifier
Risk 3
Where in the value chain does the risk driver occur?
Upstream
Risk type & Primary climate-related risk driver
Chronic physical

Temperature variability

Primary potential financial impact
Increased direct costs
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
The coffee tree is a creature of habit: It likes steady temperatures, which are increasingly harder to come by as weather patterns fluctuate. Climate trends have been on therise since the 1970s, according to U.S. government data. When temps rise, coffee growth can be stunted, its flowering and fruiting hobbled. Widely ranging temperatures
also increase the risk that coffee trees will fall prey to pests and disease. And storms that are increasing in both frequency and strength globally are damaging trees. Acutephysical events have already began impacting coffee growing and other commodity production within our supply chain across South America, Africa, and Asia, from drought
during the rainy season and rain during the dry season, to increased hurricane activity and flooding events. For example, drought conditions in Brazil are predicted tocontinue to impact coffee prices as these events prevent farmers from being able to efficiently plant, grow, and harvest their crops compared to stable weather conditions,disrupting our supply. Interruption of our supply chain could affect our ability to produce or deliver our products and could negatively impact our business and profitability.
Any material interruption in our supply chain, such as material interruption of roasted coffee supply due to the casualty loss of any of our roasting plants, interruptions inservice by our third party logistic service providers or common carriers that ship goods within our distribution channels, trade restrictions, such as increased tariffs or
quotas, embargoes or customs restrictions, natural disasters or political disputes and military conflicts that cause a material disruption in our supply chain could have anegative material impact on our business and our profitability.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
The availability and prices of coffee beans and other commodities are subject to significant volatility. The supply and price of coffee and other commodities we purchase canalso be affected by multiple actors in the producing countries, such as weather, natural disasters, crop disease, general increase in farm inputs and costs of production,
inventory levels, political and economic conditions, and the actions of certain organizations and associations that have historically attempted to influence prices of green
coffee through agreements establishing export quotas or by restricting coffee supplies. We also purchase significant amounts of dairy products, to support the needs of ourcompany-operated retail stores. Additionally, other commodities, including but not limited to tea and those related to food and beverage inputs, such as cocoa, produce,
baking ingredients, meats, eggs and energy, as well as the processing of these inputs, are important to our operations. Increases in the cost of commodities, or lack ofavailability, whether due to supply shortages, delays or interruptions in processing, or otherwise, especially in international markets, could have a material adverse impact
on our profitability.

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Our access to and price of high-quality arabica green coffee may be impacted by weather events in producing countries that may be exacerbated by climate change;
however, the price and supply of high-quality arabica green coffee is subject to significant volatility and can also be impacted by water supply quality and availability
throughout the coffee production chain, natural disasters, crop disease and pests, general increase in farm inputs and costs of production, inventory levels, political andeconomic conditions and the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements
establishing export quotas or by restricting coffee supplies. Due to the number of factors that can impact the supply and price of green coffee, we do not attempt to quantify
each factor's impact.
Cost of response to risk
0
Description of response and explanation of cost calculation
In response to the risks presented by acute physical risks to our supply chain, Starbucks is committed to sourcing commodities to ensure our investments are addressing
the environmental, social, and economic threats to our supply chain to the best of our ability. We are committed to sourcing coffee responsibly, for the betterment of people
and planet, so we can ensure a sustainable future of coffee.
Launched in 2004 in collaboration with Conservation International, Coffee and Farmer Equity Practices (C.A.F.E. Practices) is a verification program that assesses the
supply chain based on economic, social and environmental criteria, aimed at promoting sustainable, profitable and transparent coffee-growing practices while ensuring thewelfare of coffee farmers, workers, their families and communities. Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E. Practices. From 2015 to2019, 99% of Starbucks coffee was verified as ethically sourced, as measured by C.A.F.E Practices. In FY22, we achieved 98.2% ethically sourced coffee as verified
through C.A.F.E. Practices.
We also pay a sustainability premium per metric ton of cocoa sourced to implement activities with cocoa producers, cooperatives, and communities. For example, in FY22
nearly 11,000 cocoa producers were trained in Good Agricultural Practices and more than 2,800 cocoa producers were informed, trained and/or consulted on the newforest code, law enforcement, forest protection and restoration. As a result, 4 cocoa communities now have an active forest restoration and protection program to promoteforest protection and restoration. By conducting deforestation risk assessments we are supporting no further conversion of any forest land for cocoa production. Over70,000 multi-purpose trees were distributed for on-farm planting to promote sustainable livelihoods and income diversification for cocoa producers. We supported 30 Village
Savings and Loan Association groups to promote financial inclusion and innovation to deepen farmer’s access to working capital and investments funds for production andfarm renovation. We continue to strengthen our approach, programs and partnerships for sustainably sourcing tea and cocoa. The costs associated with ethically sourcing
our commodities from sustainable suppliers is included in Starbucks standard cost of business and there are no additional costs associated with responding to this risk ($0).
Comment
N/A

C2.4(C2.4) Have you identified any climate-related opportunities with the potential to have a substantive financial or strategic impact on your business?
Yes

C2.4a
(C2.4a) Provide details of opportunities identified with the potential to have a substantive financial or strategic impact on your business.
Identifier
Opp1
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Development and/or expansion of low emission goods and services
Primary potential financial impact
Increased revenues through access to new and emerging markets
Company-specific description
In an everchanging society and climate, Starbucks continuously monitors consumer behavior, market trends, and economic forecasts to remain a leader across theindustry. In recent years customer preferences and market shifts have indicated a desire for high quality and sustainable products and experiences that support the wellbeing of people and the planet. These patterns were confirmed by a 2020 study we conducted that found that 74% of U.S. customers believe a brand’s commitment to theenvironment is important. Recognizing the market opportunity, Starbucks has taken significant steps to align our sustainability commitments with these emerging demands.
In FY22, Starbucks expanded its test-and-learn strategy to help make reusables more convenient for customers. The company piloted reusable or returnable cup programs
through 20 tests across North America, EMEA and China Asia-Pacific. These tests focus on multiple reusable cup programs or operating models including Starbucks“Borrow-A-Cup” program, 100% reusable operating models, financial incentives and promotions, new customer experience upgrades and an emphasis on personal cups
and for-here ware. We have made progress to reduce the impact of waste generated in our stores through cup innovation and improved packaging design, advocacy for
local recycling infrastructure, and offering reusable cups. Starbucks has continually worked to reduce the environmental impact of our cups and lids as an opportunity to not
only attract environmentally minded customers, but also to reduce our waste and carbon footprints.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure

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Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figureManaging the environmental impacts of our business requires collaboration, innovation, and ongoing improvements. We have made substantial progress to reduce theimpact of waste generated in our stores through improved packaging design guidelines, offering a reusable cup discount and providing reusable mugs for customers who
sit and stay with us., We continue to invest in and advocate for the advancement of a more sustainable and circular recycling infrastructure while expanding our customerfacing and behind-the-counter recycling practices. Recycling seems like a simple, straightforward initiative but it’s actually quite challenging due to both micro and macroeconomic factors. Our customers’ ability to recycle our cups, whether at home, at work, in public spaces or in our stores, is dependent upon multiple factors, including local
government policies and a recovery facilities access to recycling end markets such as paper mills and plastic processors. As one of many companies in the food service
business, we continue our commitment to lead the industry toward greater access to recycling for cups and other packaging—including driving demand for recycledmaterials. This is why we founded the NextGen Consortium with Closed Loop Partners, to use the collective power of brands, manufactures and NGOs to invest in andadvocate for a circular economy. By capitalizing on market research, sustainable innovation and cross industry pre-competitive collaboration, Starbucks has acknowledged
a significant opportunity to become a leader in sustainable packaging and to increase its revenues through new and emerging circular markets. While such ambition
requires significant investment into both partners and R&D, we believe that identifying global circular solutions to single-use packaging across our industry will continue tounlock new and emerging markets that will benefit our bottom line.
Cost to realize opportunity
10000000
Strategy to realize opportunity and explanation of cost calculation
In response to this market opportunity, we have set goals to reach: 1) 20% recycled content in our hot cup by 2022, 2) develop 100% compostable and recyclable hot cupsby 2022, and 3) eliminate plastic straws by end of 2021. To achieve these goals, we’ve taken several steps throughout our value chain. In 2018, we committed $5M to
Closed Loop Partners (CLP) to establish the NextGen Consortium and Cup Challenge and $5M to CLP’s Infrastructure Fund to finance recycling and circular economy
infrastructure (10,000,000=5,000,000+5,000,000). As a founding member of the NextGen Consortium, Starbucks has been working to address single-use food packaging
alongside leading food and beverage companies globally. In FY22, Starbucks and McDonald’s announced a joint $10 million investment in the NextGen Consortium toidentify, accelerate and scale commercially viable, circular foodservice packaging solutions. Starbucks committed an additional $5 million with NextGen Consortium in FY22
to innovate to a more sustainable hot cup. The consortium works together to do research and development for more sustainable single-use cup options while also working
with waste infrastructure stakeholders to advance the recovery of foodservice packaging. Starbucks has invested $15 million with NextGen Consortium since 2018.
Additionally, in 2020, Starbucks signed the Ellen MacArthur Foundation’s New Plastics Economy Global Commitment, setting ambitious circular targets for our packaging:1) Take action to move from single-use towards reuse models where relevant by 2025, 2) Take action for 100% of plastic packaging to be reusable, recyclable orcompostable by 2025, 3) Use 5-10% recycled content across all plastic packaging by 2025, 4) Achieve 20% reduction of virgin plastic packaging by 2025 compared to
FY19, and 5) Take action to help eliminate problematic or unnecessary plastic packaging by 2025. Further costs associated with reducing the impact of wastes generated inour stores (e.g., through improved packaging design) are included in Starbucks standard cost of business, and there are no additional costs associated with realizing thisopportunity.
Comment
N/A
Identifier
Opp2
Where in the value chain does the opportunity occur?
Upstream
Opportunity type
Resource efficiency
Primary climate-related opportunity driver
Use of more efficient production and distribution processes
Primary potential financial impact
Increased revenues resulting from increased production capacity
Company-specific description
The supply and price of coffee we purchase can be affected by multiple factors in the producing countries, such as weather (including the potential effects of climatechange), natural disasters, crop dieses, general increase in farm inputs and costs of production. As a company that relies on an agricultural product, we are concerned
about the impacts of climate change, especially in the sensitive bioregions where coffee is grown. Climate change is compounding other issues faced by coffee
communities (deforestation, water shortages, decreasing yields, rainfall pattern changes) and the effects vary by region. As climate change continues to make it morechallenging to grow coffee and reduces the area of land suitable for growing coffee, Starbucks is always assessing the implications of climate change on its corecommodity. Starbucks regularly monitors opportunities in the more than 30 countries throughout the Latin American, African, and Asia-Pacific regions. Because of thenature of our business, as a company that relies on agricultural products, we strive to improve the resilience of our supply chain and ensure the long-term supply of highquality coffee and other agricultural goods. We recognize strategic advantages related to our work in our coffee supply chain. Our agronomists, quality experts and buyers
are on the ground working with coffee farmers every day, we see firsthand and hear directly about the impacts of climate change. Through our experience, we haveidentified opportunities to improve climate change adaptation, increase resiliency, and support long-term availability of our key commodities, which, in turn, can promoteincreased revenues from higher and better-quality commodity yields that meet our internal growth targets.
Time horizon
Long-term
Likelihood
LikelyMagnitude of impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
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Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Starbucks is committed to sourcing coffee responsibly, for the betterment of people and planet, so we can ensure a sustainable future of coffee. In FY22 98.2% of coffee
ethically sourced and verified through C.A.F.E. Practices verified farms, our ethical sourcing verification program developed in partnership with Conservation International.
Evidence shows that farmers participating in the program have higher productivity than the country averages. By investing our time and resources into these farms, theirworkers, and their communities, Starbucks has an opportunity to help increase the productivity, quality and profitability of coffee on C.A.F.E. Practice-verified farms andimprove farmer livelihoods, while also securing a sustainable supply chain for years to come. A resilient supply chain that continues to produce higher yields despite
increasingly difficult conditions caused by climate change will support our revenue goals and financial objectives
Cost to realize opportunity
0
Strategy to realize opportunity and explanation of cost calculation
From the beginning, Starbucks has been a leader in sourcing coffee responsibly. Starbucks purchases coffee from more than 400,000 farmers in 30 countries around theworld and is committed to a sustainable future for coffee. Starbucks set goals to achieve carbon neutral green coffee and conserve water usage in green coffee processing
by 50% by 2030. These coffee-specific environmental goals are an extension of work underway with C.A.F.E. Practices which has helped Starbucks create a long-term
supply of high-quality coffee while positively impacting the lives of coffee farmers and their communities. Now, recognizing the opportunity to support of the company’s path
to a Planet Positive future while supporting farming communities, Starbucks is focusing on its carbon and water footprints at Origin. Through Starbucks Farmer Support
Centers and a new soil scanning mobile app, the company is helping farmers understand the specific nutrients and fertilizer needed to increase farm productivity. In fact,
more than 23,000 soil and foliar samples have been collected to date. With these custom, farm-specific solutions, farmers can target and decrease fertilizer use – whichhelps to decrease carbon emissions on their farms – and increase farm productivity. Using Starbucks open-source agronomy approach, the company shares research,seeds, and seedlings with farmers all around the world, helping farmers to adapt to climate change. These climate-resistant varietals are rust-resistant and enable farmers togrow more coffee on the same amount of land. Working in partnership with Conservation International, Starbucks has invested in forest and landscape protection andrestoration programs in coffee producing countries, launching projects in Colombia and Peru in FY21. Starbucks continued its efforts to protect and restore critical foreststhat coffee communities depend on in FY22. Working with more than 16 coffee farming communities, Starbucks and Conservation International supported training andeducation for farmers on more sustainable practices and helped farmers monitor carbon and water impacts on and around their farms. These agroforestry efforts will not
only remove carbon and support the carbon neutral pathway, but also will benefit freshwater ecosystems and coffee communities. The costs associated with a resilient
supply chain are included in Starbucks standard cost of business and there are no additional costs associated with realizing this opportunity ($0)
Comment
N/A
Identifier
Opp3
Where in the value chain does the opportunity occur?
Upstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Shift in consumer preferences
Primary potential financial impact
Increased revenues through access to new and emerging markets
Company-specific description
In an everchanging society and climate, Starbucks continuously monitors consumer behavior, market trends, and economic forecasts to remain a leader across theindustry. In recent years customer preferences and market shifts have indicated the demand for environmentally conscious options, including low emissions goods andservices. These patterns were confirmed by a 2020 study we conducted that found that 74% of U.S. customers believe a brand’s commitment to the environment isimportant. Recognizing the market opportunity, the company has amplified innovation around shifting customer behaviors, specifically a desire for high quality andsustainable products and experiences that support the well-being of people and the planet. Starbucks has taken significant steps to align our sustainability commitmentswith these emerging demands. In January 2020, we announced a multi-decade aspiration to be a resource-positive company, giving more than we take from the planet.
This means storing more carbon than we emit, eliminating waste and replenishing more freshwater than we use. In FY21 we finalized those goals and the SBTi has
confirmed that the scope 1 and scope 2 portions of our 2030 carbon target are aligned with a 1.5°C pathway, the most ambitious level they validate. Starbucks set goals toachieve carbon neutral green coffee and conserve water usage in green coffee processing by 50% by 2030. To meet our 2030 goals, we set five key strategies, rooted inscience, grounded in Starbucks Mission and Values, and informed by comprehensive market research and trials: 1) Expand plant-based menu options, 2) Shift away fromsingle-use to reusable packaging, 3) Invest in regenerative agriculture, reforestation, forest conservation and water replenishment in our supply chain, 4) Invest in betterways to manage our waste, and 5) Innovate to develop more sustainable stores, operations, manufacturing and delivery. Starbucks plans to continue to invest time andresources into these opportunities to meet consumer expectations globally.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)

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<Not Applicable>
Explanation of financial impact figure
Expanding Starbucks plant-based menu globally is one of the ways we are pursuing our goal to achieve our carbon reduction goal. Our aim is to provide our customers avariety of choices as part of Starbucks offering. Starbucks continues to introduce new drinks and food to menus globally while innovating with plant-based ingredients
across key platforms like espresso, cold brew, refreshment, food and more. Customer interest in plant-based foods continues to see rapid growth with reports that the $7
billion industry has grown 27% in 2020 according to The Good Food Institute. According to the Good Food Institute, customer interest in plant-based milk, which accounts
for 35 percent of the total plant-based food market, and plant-based meat, which has grown 45 percent over the past two years, is driving this growth.
Cost to realize opportunity
0
Strategy to realize opportunity and explanation of cost calculation
One of the critical strategies we developed in 2020 to meet our 2030 GHG reduction target is expanding plant-based menu options. Starbucks considered recent market
trends and the insight that our customers are looking for more sustainable products and experiences that support the well-being of people and the planet, in addition to theCompany’s ambition to become a resource positive entity, when developing our strategy to expand plant-based options on our menus. Part of this strategy includes
partnering with global plant-based innovators so that today nearly all stores across our markets offer plant-based food and beverage menu items.
Starbucks has continued to introduce new drinks and food to menus globally while innovating with plant-based ingredients across key platforms like espresso, cold brew,
refreshment, food and more. Our goal is to provide our customers with a variety of food and beverage choices in addition to sustainable dairy, our customers can customize
any beverage on the menu with a variety of plant based dairy alternatives, including soymilk, coconut milk, almond milk, and oat milk. There is currently no additionalcharge for customizing beverages with plant-based dairy alternatives in our Company operated markets in the United Kingdom or Japan or licensed markets in France,
Belgium, the Netherlands or Luxembourg. In the United States, adding a splash of any plant-based dairy alternative to Brewed Coffee, Iced Coffee, Cold Brew, andAmericano beverages is offered to our customers free of charge. Our aim is to provide our customers a variety of choices as part of their Starbucks experience, and we lookforward to hearing feedback from our partners (employees) and customers. The costs associated with the development and expansion of plant-based menu options areincluded in Starbucks standard cost of business and there are no additional costs associated with realizing this opportunity ($0).
Comment
N/A

C3. Business Strategy

C3.1(C3.1) Does your organization’s strategy include a climate transition plan that aligns with a 1.5°C world?
Row 1
Climate transition planYes, we have a climate transition plan which aligns with a 1.5°C world
Publicly available climate transition planNo
Mechanism by which feedback is collected from shareholders on your climate transition plan
We do not have a feedback mechanism in place, and we do not plan to introduce one within the next two years
Description of feedback mechanism<Not Applicable>
Frequency of feedback collection<Not Applicable>
Attach any relevant documents which detail your climate transition plan (optional)
Explain why your organization does not have a climate transition plan that aligns with a 1.5°C world and any plans to develop one in the future<Not Applicable>
Explain why climate-related risks and opportunities have not influenced your strategy<Not Applicable>

C3.2(C3.2) Does your organization use climate-related scenario analysis to inform its strategy?
Use of climate-related scenario analysis Primary reason why your organization does not use climateto inform strategy
related scenario analysis to inform its strategy
Row Yes, qualitative, but we plan to add
1
quantitative in the next two years<Not Applicable>

Explain why your organization does not use climate-related scenario analysis toinform its strategy and any plans to use it in the future<Not Applicable>

C3.2a

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(C3.2a) Provide details of your organization’s use of climate-related scenario analysis.
Climate-related
scenario

Scenario Temperature Parameters, assumptions, analytical choices
analysis alignment ofcoverage scenario

Transition Customized
scenarios publicly
availabletransition
scenario

Company- 1.5ºC
wide

In 2020, we developed preliminary targets for 2030, which were finalized in FY21: By 2030, Starbucks will aim to reduce carbon emissions by 50%; reduce waste
sent to landfills from stores and manufacturing by 50%, driven by a broader shift toward a circular economy; and will also conserve or replenish 50% of water
currently being used for direct operations and coffee production, from a FY19 baseline. We’re validating a GHG goal with the Science Based Targets initiative (SBTi),
including conducting a scenario analysis to determine the necessary scope and pace of GHG reductions across global operations. We leveraged scenario models
embedded in the Sectoral Decarbonization Approach and examined growth projections based on methodologies recommended for analysis by SBTi. The results
indicated that a ~30-50% reduction range of absolute, company-wide Scope 1, 2, and 3 emissions from 2019-2030 would achieve reductions consistent with the
SBTi framework. To ambitiously aim to keep global warming to 1.5°C, we choose a 50% emissions reduction from global operations from 2019-2030 (annual ambitionof 4.55% reduction).
Growth Projection Assumptions: 55,000 stores globally by 2030. Inputs: Base Year, Target Year, Emissions in Base Year(tCO2e), Annual Reduction (SBTi values forwell below 2° and 1.5°).
Compared to our FY19 baseline, GHG emissions increased ,6% water withdrawals increased by 15% and operational waste sent to landfill increased 5%. At thisstage in our sustainability efforts, increases in GHG emissions, water, and operational waste are expected as we see our business grow. We have seen positive
progress in our waste diversion rate from 26% in FY19 to 28% in FY22, driven by increased in-store recycling. At this stage in our journey toward significant
reductions, an increase in GHG emissions is expected. We are identifying, testing and scaling innovative solutions across our global operations and engaging with
our value chain while improving our measurement systems.

Physicalclimatescenarios

Bespokephysicalscenario

Productlevel

Unknown

Given that our agronomists, quality experts and buyers are on the ground working with coffee farmers every day, we see firsthand and hear directly about the
impacts of climate change. In addition to increased erosion and infestation by pests and coffee rust, coffee farmers are reporting shifts in rainfall and harvest
patterns that are hurting their communities and shrinking the available usable land in coffee regions around the world. The potential impact of climate change on
farming communities is a key reason addressing our environmental impact is a priority for Starbucks. As a company that relies on an agricultural product, we areconcerned about the impacts of climate change, especially in the sensitive bioregions where coffee is grown. Climate change is compounding other issues faced bycoffee communities (deforestation, water shortages, decreasing yields, rainfall pattern changes) and the effects vary by region. As climate change continues to makeit more challenging to grow coffee and reduces the area of land suitable for growing coffee, Starbucks is always assessing the implications of climate change on its
core commodity. It has yet to have macro-economic impacts on the cost of coffee, but Starbucks recognizes the impact climate change is having on coffee farming.

C3.2b(C3.2b) Provide details of the focal questions your organization seeks to address by using climate-related scenario analysis, and summarize the results withrespect to these questions.
Row 1
Focal questions
What is the necessary scope and pace of GHG reductions across our global operations in order to meet an SBTi threshold?
What are the most significant sources of climate-related risks across our supplier and direct operations?
What areas within our value chain offer the biggest reduction opportunities?
What results can we incorporate into our business strategy and planning efforts?
Results of the climate-related scenario analysis with respect to the focal questions
Starbucks initiated moving forward with validating its GHG goal with the SBTi, including conducting a scenario analysis to determine the necessary scope and pace of GHG
reductions across global operations. We leveraged scenario models embedded in the Sectoral Decarbonization Approach and examined growth projections based on
methodologies recommended for analysis by SBTi as being relevant for our business operations.
The results of the scenario analysis and modelling indicated that a ~30-50% reduction range of our absolute, company-wide Scope 1, 2, and 3 emissions from 2019-2030
would achieve reductions consistent with the SBTi framework. To be as ambitious as possible, and to aim to keep global warming to 1.5°C, we choose to go forward with a
50% emissions reduction from our global operations from 2019-2030, which can be considered an annual ambition of 4.55% reduction.
This target fits with our long-term business planning horizon and will allow Starbuck’s to align both short- and medium-term efforts to support this goal, while meeting SBTi’stime horizon criteria. The results of our scenario analysis have since informed our business objectives and strategy, with our sustainability commitments being governed
through our Global Environmental Council with formal review and counsel from our Board of Directors Nominating and Corporate Governance Committee. Since our carbon
goal has been modelled and validated as science-based from the SBTi, we have adjusted our baseline year for all three reduction targets to FY19. Additionally, we havetaken significant steps as a company to develop a strategy to meet these 2030 goals: we have set out five key strategies, rooted in science, grounded in Starbucks Mission
and Values, and informed by comprehensive market research and trials, as well as our scenario analysis: • Expand plant-based menu options • Shift away from single-use
to reusable packaging • Invest in regenerative agriculture, reforestation, forest conservation and water replenishment in our supply chain • Invest in better ways to manage
our waste • Innovate to develop more sustainable stores, operations, manufacturing and delivery.

C3.3

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(C3.3) Describe where and how climate-related risks and opportunities have influenced your strategy.
Have climate- Description of influence
related risks
andopportunities
influenced
your strategy
in this area?
Products
andservices

Yes

Climate-related risks and opportunities have influenced our strategy in the products and services area, and have been incorporated into our short-, medium- and long-term objectives.
Climate change can influence consumer behavior, global expectations, and compliance regulations. By monitoring market trends, current and emerging regulations, and leading industry
innovation, we aim to stay ahead of these market shifts.
For example, Starbucks set goals to achieve carbon neutral green coffee and conserve water usage in green coffee processing by 50% by 2030. In FY22, we worked to refine themethodology we use to calculate the carbon and water footprint of green coffee. This work is foundational to begin reporting progress in the years to come and connects directly withindustry efforts, including the Sustainable Coffee Challenge. Through a $10M investment, we’re providing more farmers access to effective environmental and economically viable
practices and technologies – from feed production to manure handling, cow care and energy efficiency. From a services perspective, packaging enables us to serve our customers.
Packaging waste uses natural resources and has consumer use implications on the planet. In 2018, Starbucks committed to contribute $10M in partnership with Closed Loop Partners
to create a consortium and launch the NextGen Cup Challenge. Following testing of a new BioPBS™-lined cup in select markets in 2020, we plan to launch a new cup in 2022 that willmeet our goal to include 20% recycled content in hot cups. While we’re increasing the amount of recyclable content used to make hot cups, we are also working to develop 100%
compostable and recyclable hot cups by 2022. In 2018, we announced we’ll eliminate plastic straws from 32,000+ stores worldwide by 2021, eliminating 1B+ straws a year. We
achieved our goal to eliminate plastic straws. This effort does not deter our commitment to accessibility and our responsibility to provide plastic straws for customers who require them.
To eliminate traditional plastic straws, we reduced demand, through the rollout of strawless lids, which has ~9% less plastic than historically used for iced beverages. Unlike traditional
plastic straws, the strawless lids can be recycled in many markets in the US & Canada. We also introduced alternative material straws mostly made of PLA and PHA.

Supplychain
and/or
value
chain

Yes

Climate-related risks and opportunities have influenced our strategy in the supply and value chain areas and have been incorporated into our medium- and long-term objectives. As acompany that buys three percent of the world’s coffee, our success is directly linked to the success of the people who produce, distribute, sell, and consume our coffee. While the global
challenges of climate change, water scarcity, pollution and waste are only growing stronger, sustainability at Starbucks means building a better future for farmers and their families incoffee-growing regions around the world, and for our partners (employees) and customers in communities we serve. In addition to increased erosion and infestation by pests and coffee
rust, coffee farmers are reporting shifts in rainfall and harvest patterns that are hurting their communities and shrinking the available usable land in coffee regions around the world. The
potential impact of climate change on farming communities is a key reason addressing our environmental impact is a priority for Starbucks. Climate change has yet to have macroeconomic impacts on the cost of coffee, but Starbucks recognizes the impact climate change is having on coffee farming. In response, Starbucks committed to a 10-year, 100 milliontree initiative to boost the quality and output of coffee crops in El Salvador, Guatemala and Mexico by 2025. Starbucks has distributed nearly 70 million trees that are resistant to rust, adisease linked to climate change. We are working to help farmers improve their farms and increase their output and income. In FY22 more than 1 million trees were produced using
paper pots, and 1.6 million trees were produced in reusable tubes. Both the paper pots and reusable tubes protect seedling roots and are more efficient for transporting trees to farms.
Starbucks operates 10 Farmer Support Centers worldwide, where agronomists and quality experts work alongside coffee farmers to share tools and information to help increase theproductivity, quality, and profitability of coffee on their farms and improve their livelihoods. Starbucks also operates a Global Farmer Fund to improve supply chain resiliency and ensure
a long-term supply of coffee by addressing the unmet financing needs of farmers.

Investment Yes
in R&D

Climate-related risks and opportunities have influenced our R&D strategy and have been incorporated into our medium- and long-term objectives. Investment in climate-related R&D
solutions is part of our strategy to stay competitive within a changing world, and to stay resilient against emerging risks. As part of our multi-decade aspiration to be a resource-positive
company, Starbucks has committed to investing ahead of the growth curve and innovating by testing new technologies that help us learn how to protect our planet and create the best
possible experiences for our partners and customers. Building on our long-standing partnership, in FY21, Starbucks and ASU announced the creation of the ASU-Starbucks Center for
the Future of People and the Planet – a new research and rapid innovation facility created to find new ways to design, build and operate Starbucks stores. Composed of a dedicatedteam of scientists, researchers and support staff, including subject-matter experts from Starbucks and ASU, the center’s objective is to positively impact the future of our planet. In its firstyear, the Center has focused on food and wellness, innovation test stores, greener stores and community betterment, with the intent to achieve the following objectives: Build out andopen source the Greener Stores program to inspire others to design, build and operate sustainable portfolios of green buildings; Reduce waste, and stimulate sustainable local circular
economies, by engaging partners and local communities to co-design, test, and evaluate strategies for stores and sets of stores; Leverage test stores, to explore alternative menu items,
including plant-based offerings, which empower customers to make healthy choices that promote wellbeing and sustainability.
Starbucks recently announced plans to develop a new sustainability learning and innovation lab at Hacienda Alsacia – our global agronomy headquarters for research and development,
located in Costa Rica. The lab will serve as a hub for hands-on and virtual learning opportunities for Starbucks partners, students, researchers and industry leaders to innovate andscale sustainable solutions for some of the world’s most challenging environmental and social issues, including climate adaption and agricultural economics.

Operations Yes

Climate-related risks and opportunities have influenced our operations strategy and have been incorporated into our short-, medium- and long-term objectives. Temperature changes,
storms, and other climate events could disrupt our operational capacity. As part of our multi-decade aspiration to be a resource-positive company, Starbucks has committed to invest in
100% renewable energy to power global operations by the end of 2020. In FY22, Starbucks in the U.S. and Canada maintained 100% renewable energy for company-operated retail
operations. Starbucks U.K. company- operated market has achieved the same since FY18. Renewable energy powered 72% of company-operated facilities globally, procuring
renewable energy in China and Japan for the first time. As RE100 members, we remain committed to reaching 100% renewable energy globally as access increases in Asian markets.
We have a goal to build and operate 10,000 greener stores globally by 2025. Starbucks has built more than 1,600 LEED-certified stores around the world. In partnership with multiple
NGOs, we’re also expanding the scope and breadth of our greener store's commitment with an open-source Greener Stores framework for design, construction and operation. We’ve
retrofitted all our stores with LED lights and efficient water filtration systems to lessen our usage of resources. We are reducing store impact and waste by participating in recycling andcomposting services wherever municipalities make these services available. Through our open-source Starbucks Greener Stores framework, we have created a new benchmark in retailfor design, construction, and operation. In FY22, Starbucks in the U.S. and Canada maintained 100% renewable energy for company-operated retail operations. Starbucks U.K.
company- operated market has achieved the same since FY18. Renewable energy powered 72% of company-operated facilities globally. In FY22, 3,508 Starbucks stores were certified
Greener Stores and focused on continuous improvement in the program, launch of innovation measurements and global expansion. In our manufacturing and distribution operations,climate-related risks are identified and mitigated. Establishing appropriate climate-related goals are delegated to the appropriate business units and facilities. Goals around facility energy
performance and overall cost management are part of facility managers' goal sets.

C3.4

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(C3.4) Describe where and how climate-related risks and opportunities have influenced your financial planning.
Financialplanning
elements
that havebeen
influenced

Description of influence

Row Revenues
It is Starbucks core mission to leverage its scale for good. Our investments into our supply chain operations through ethical sourcing, R&D, and efficiency projects are founded on this principle.
1
Direct costs Additionally, climate-related risks and opportunities make up the underlying foundation of Starbuck’s financial planning by virtue of being a company dependent on an agricultural commodity. In
Indirect
January 2020, we announced a multi-decade aspiration to be a resource-positive company, giving more than we take from the planet. This means storing more carbon than we emit, eliminating
costs
waste, and replenishing more freshwater than we use. We set reduction targets, pledging to cut our carbon, water, and waste footprints by half, working from a 2019 baseline. Recognizing theCapitalenergy consumption, and subsequent emissions, associated with our stores, operations, manufacturing, and delivery, Starbucks continued to prioritize diversifying our renewable energy portfolio
expenditures in the U.S. in FY22. Investment in renewable energy bolsters the resilience and environmental benefits of our operations and local communities. Diversifying energy sources influences capital
Access toexpenditures and indirect cost planning by requiring upfront costs of investment and assessing the payback period and eventual cost savings of installations. In FY22, Starbucks in the U.S. andcapitalCanada maintained 100% renewable energy for company-operated retail operations. Starbucks U.K. company- operated market has achieved the same since FY18. Renewable energy
Assetspowered 72% of company-operated facilities globally. We invest in clean, green energy to power our stores, reduce our environmental impact, and support access to green power, and continue
to use our scale to drive innovation across the renewable energy sector. Our investments in renewable energy have made us a leader in the retail sector for the past two years. Severe weather,
extreme temperature, and other climate-related risks could cause significant business disruptions. By diversifying our energy portfolio, Starbucks is mitigating against revenue losses, as well as
direct and indirect costs, by supporting the ability of our stores, operations, and communities to bounce back after climate-related events. Expanding our roster of renewable energy projects in
the U.S. is a priority for Starbucks. In FY22, Starbucks completed its investment in 20 new community solar projects in New York, which are supplying solar energy to more than 24,000
households, small businesses, nonprofits, churches, universities and Starbucks stores. By 2030, Starbucks aspires to lead the retail industry in decarbonization solutions, including electricvehicle charging and onsite solar availability at stores and in adjacent locations. For example, in FY22, Starbucks launched a pilot-program with Volvo Cars to electrify the driving route from theColorado Rockies to the Starbucks Support Center in Seattle, providing a string of familiar, reliable, clean and safe places to recharge themselves and their battery-powered vehicles. Volvobranded electric vehicle chargers, powered by ChargePoint, will be available at up to 15 Starbucks stores, roughly every 100 miles on the route, with the first EV chargers online at the Provo,
Utah store. As Starbucks advances its renewable energy strategy, the company will use its scale to drive innovation across the energy sector, applying an environmental and climate justice lensto new investments in the U.S. and Canada. We plan to continue this strategy as we look to demonstrate our commitment to renewable energy and drive additional renewable generation on thegrid through additional investment and partnering with developers to bring new projects online. Looking ahead, we are rapidly expanding our roster of renewable energy and decarbonization
projects in the US.As members of the RE100, we remain committed to reaching 100% renewable energy in our global company operations.

C3.5(C3.5) In your organization’s financial accounting, do you identify spending/revenue that is aligned with your organization’s climate transition?

Row
1

Identification of spending/revenue that is aligned with your organization’s climatetransition

Indicate the level at which you identify the alignment of your spending/revenue with a sustainable financetaxonomy

Yes, we identify alignment with our climate transition plan

<Not Applicable>

C3.5a(C3.5a) Quantify the percentage share of your spending/revenue that is aligned with your organization’s climate transition.
Financial Metric
OPEX
Type of alignment being reported for this financial metric
Alignment with our climate transition plan
Taxonomy under which information is being reported<Not Applicable>
Objective under which alignment is being reported<Not Applicable>
Amount of selected financial metric that is aligned in the reporting year (unit currency as selected in C0.4)
Percentage share of selected financial metric aligned in the reporting year (%)
Percentage share of selected financial metric planned to align in 2025 (%)
Percentage share of selected financial metric planned to align in 2030 (%)
Describe the methodology used to identify spending/revenue that is aligned
Starbucks has created a dedicated, internal sustainability innovation fund. Teams can apply annually for funding to support start up costs for innovative new projects orprograms that have meaningful impacts in climate, water and waste.

C4. Targets and performance

C4.1(C4.1) Did you have an emissions target that was active in the reporting year?
Absolute target

C4.1a
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(C4.1a) Provide details of your absolute emissions target(s) and progress made against those targets.
Target reference number
Abs 1
Is this a science-based target?
Yes, and this target has been approved by the Science Based Targets initiative
Target ambition
1.5°C aligned
Year target was set
2020
Target coverage
Company-wide
Scope(s)Scope 1
Scope 2
Scope 3
Scope 2 accounting method
Market-based
Scope 3 category(ies)Category 1: Purchased goods and services
Category 2: Capital goods
Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2)
Category 4: Upstream transportation and distribution
Category 5: Waste generated in operations
Category 6: Business travel
Category 7: Employee commuting
Category 9: Downstream transportation and distribution
Category 10: Processing of sold products
Category 11: Use of sold products
Category 12: End-of-life treatment of sold products
Category 14: Franchises
Category 15: Investments
Base year
2019
Base year Scope 1 emissions covered by target (metric tons CO2e)
336124
Base year Scope 2 emissions covered by target (metric tons CO2e)323988Base year Scope 3, Category 1: Purchased goods and services emissions covered by target (metric tons CO2e)7327716
Base year Scope 3, Category 2: Capital goods emissions covered by target (metric tons CO2e)
144036
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target (metric tons CO2e)
166071
Base year Scope 3, Category 4: Upstream transportation and distribution emissions covered by target (metric tons CO2e)
702627
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target (metric tons CO2e)
264872
Base year Scope 3, Category 6: Business travel emissions covered by target (metric tons CO2e)
29343
Base year Scope 3, Category 7: Employee commuting emissions covered by target (metric tons CO2e)
615170Base year Scope 3, Category 8: Upstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target (metric tons CO2e)294959Base year Scope 3, Category 10: Processing of sold products emissions covered by target (metric tons CO2e)
159220Base year Scope 3, Category 11: Use of sold products emissions covered by target (metric tons CO2e)
59772
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target (metric tons CO2e)
160929Base year Scope 3, Category 13: Downstream leased assets emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target (metric tons CO2e)
3130274
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Base year Scope 3, Category 15: Investments emissions covered by target (metric tons CO2e)
213820Base year Scope 3, Other (upstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target (metric tons CO2e)13268808
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)13928921
Base year Scope 1 emissions covered by target as % of total base year emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year emissions in Scope 2
100
Base year Scope 3, Category 1: Purchased goods and services emissions covered by target as % of total base year emissions in Scope 3, Category 1:
Purchased goods and services (metric tons CO2e)100
Base year Scope 3, Category 2: Capital goods emissions covered by target as % of total base year emissions in Scope 3, Category 2: Capital goods (metrictons CO2e)100
Base year Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions covered by target as % of total base year
emissions in Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)100
Base year Scope 3, Category 4: Upstream transportation and distribution covered by target as % of total base year emissions in Scope 3, Category 4: Upstream
transportation and distribution (metric tons CO2e)100
Base year Scope 3, Category 5: Waste generated in operations emissions covered by target as % of total base year emissions in Scope 3, Category 5: Waste
generated in operations (metric tons CO2e)100
Base year Scope 3, Category 6: Business travel emissions covered by target as % of total base year emissions in Scope 3, Category 6: Business travel (metrictons CO2e)100
Base year Scope 3, Category 7: Employee commuting covered by target as % of total base year emissions in Scope 3, Category 7: Employee commuting(metric tons CO2e)100
Base year Scope 3, Category 8: Upstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 8: Upstream
leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 9: Downstream transportation and distribution emissions covered by target as % of total base year emissions in Scope 3,
Category 9: Downstream transportation and distribution (metric tons CO2e)100
Base year Scope 3, Category 10: Processing of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 10:
Processing of sold products (metric tons CO2e)100
Base year Scope 3, Category 11: Use of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 11: Use of soldproducts (metric tons CO2e)100
Base year Scope 3, Category 12: End-of-life treatment of sold products emissions covered by target as % of total base year emissions in Scope 3, Category 12:
End-of-life treatment of sold products (metric tons CO2e)100
Base year Scope 3, Category 13: Downstream leased assets emissions covered by target as % of total base year emissions in Scope 3, Category 13:
Downstream leased assets (metric tons CO2e)<Not Applicable>
Base year Scope 3, Category 14: Franchises emissions covered by target as % of total base year emissions in Scope 3, Category 14: Franchises (metric tons
CO2e)
100
Base year Scope 3, Category 15: Investments emissions covered by target as % of total base year emissions in Scope 3, Category 15: Investments (metric tons
CO2e)
100
Base year Scope 3, Other (upstream) emissions covered by target as % of total base year emissions in Scope 3, Other (upstream) (metric tons CO2e)<Not Applicable>
Base year Scope 3, Other (downstream) emissions covered by target as % of total base year emissions in Scope 3, Other (downstream) (metric tons CO2e)<Not Applicable>
Base year total Scope 3 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)
100

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Base year emissions covered by target in all selected Scopes as % of total base year emissions in all selected Scopes
100
Target year
2030
Targeted reduction from base year (%)
50
Total emissions in target year covered by target in all selected Scopes (metric tons CO2e) [auto-calculated]
6964460.5
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
358500
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
293364
Scope 3, Category 1: Purchased goods and services emissions in reporting year covered by target (metric tons CO2e)
7609270
Scope 3, Category 2: Capital goods emissions in reporting year covered by target (metric tons CO2e)
168238
Scope 3, Category 3: Fuel-and-energy-related activities (not included in Scopes 1 or 2) emissions in reporting year covered by target (metric tons CO2e)
177249
Scope 3, Category 4: Upstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)
666369
Scope 3, Category 5: Waste generated in operations emissions in reporting year covered by target (metric tons CO2e)
275867
Scope 3, Category 6: Business travel emissions in reporting year covered by target (metric tons CO2e)
13292
Scope 3, Category 7: Employee commuting emissions in reporting year covered by target (metric tons CO2e)
707180
Scope 3, Category 8: Upstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 9: Downstream transportation and distribution emissions in reporting year covered by target (metric tons CO2e)
450777
Scope 3, Category 10: Processing of sold products emissions in reporting year covered by target (metric tons CO2e)
160043
Scope 3, Category 11: Use of sold products emissions in reporting year covered by target (metric tons CO2e)
56766
Scope 3, Category 12: End-of-life treatment of sold products emissions in reporting year covered by target (metric tons CO2e)
186837
Scope 3, Category 13: Downstream leased assets emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Category 14: Franchises emissions in reporting year covered by target (metric tons CO2e)3358811
Scope 3, Category 15: Investments emissions in reporting year covered by target (metric tons CO2e)304167
Scope 3, Other (upstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Scope 3, Other (downstream) emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total Scope 3 emissions in reporting year covered by target (metric tons CO2e)
14134866
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)
14786731
Does this target cover any land-related emissions?
Yes, it covers land-related and non-land related emissions (e.g. SBT approved before the release of FLAG target-setting guidance)% of target achieved relative to base year [auto-calculated]-12.3169626706907
Target status in reporting year
Underway
Please explain target coverage and identify any exclusions
In January 2020, we announced a multi-decade aspiration to be a resource-positive company, giving more than we take from the planet. This means storing more carbon
than we emit, eliminating waste and replenishing more freshwater than we use. We set preliminary 2030 reduction targets, pledging to cut company-wide carbon, water andwaste footprints by half, working from a 2018 baseline. Since then, our carbon goal has been validated as science-based from the Science Based Targets Initiative (SBTi),and as part of the validation process we adjusted our baseline year for all three reduction targets to FY19. The SBTi has confirmed that our scope 1 and 2 portion of our2030 carbon target is aligned with a 1.5°C pathway, the most ambitious level they validate.
Plan for achieving target, and progress made to the end of the reporting year
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We plan to achieve our 2030 target through the following actions, anticipating variable progress over the next 10 years. In FY22, we were not expecting significant
reductions in environmental impacts and progress towards 2030 targets as we focused on identifying and testing innovative solutions to scale across global operations andwe committed to enhancing measurement systems and coordination across Starbucks and our value chain:
Diversified Renewable Energy Portfolio: Starbucks in the U.S. and Canada maintained 100% renewableenergy for company-operated retail operations. Starbucks U.K. company operated market has achieved the same since FY18. Renewable energy powered 72% ofcompany-operated facilities globally, including procurement in both Japan and China – a first for both markets.
Sustainable Coffee: Over the past 5 years, Starbucks donated ~50 million coffee trees that are resistant to coffee rust diseases to farmers as part of its 10-year, 100M tree
commitment. In FY22, more than 9.5 million climate-tolerant coffee trees distributed globally through Starbucks 100 million tree commitment. Looking toward our resourcepositive future, we’ll continue seeking advancements to reduce carbon and water footprints in green coffee.
Sustainably Sourced Dairy: Starbucks announced intent to support the Dairy Net Zero Initiative, a partnership of the US dairy community seeking net zero GHG emissions
and improvements in farm water quality. This collaborative effort provides farmers in our supply chain access to effective environmental and economically viable practices
and technologies from feed production to manure handling, cow care, and on-farm energy efficiency. Starbucks is also joining the Farm Powered Strategic Alliance as afounding member, repurposing food waste in Starbucks supply chain into renewable energy via farm-based anaerobic digesters. The process produces low carbon fertilizer
that host farms use to support regenerative agriculture practices, while Starbucks, in turn, helps contribute to a low carbon economy.
Plant-based Options: Expanding plant-based menu items globally is one way we’re pursuing plant positive aspirations. Our aim is to provide our customers a variety ofchoices as part of their Starbucks experience. Customers globally continue to see new additions to their local menus. Starbucks joined forces with plant-based innovators
so that today nearly all stores across our markets offer plant-based food and beverage menu items.
List the emissions reduction initiatives which contributed most to achieving this target<Not Applicable>

C4.2(C4.2) Did you have any other climate-related targets that were active in the reporting year?
Target(s) to increase low-carbon energy consumption or production
Net-zero target(s)Other climate-related target(s)

C4.2a

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(C4.2a) Provide details of your target(s) to increase low-carbon energy consumption or production.
Target reference number
Low 1
Year target was set
2015
Target coverage
Company-wide
Target type: energy carrier
Electricity
Target type: activity
Consumption
Target type: energy source
Renewable energy source(s) only
Base year
2001
Consumption or production of selected energy carrier in base year (MWh)0% share of low-carbon or renewable energy in base year
0
Target year2022
% share of low-carbon or renewable energy in target year100
% share of low-carbon or renewable energy in reporting year72
% of target achieved relative to base year [auto-calculated]
72
Target status in reporting year
Underway
Is this target part of an emissions target?
Our aspiration is to become resource positive – storing more carbon than we emit, eliminating waste, and providing cleaner freshwater than we use. This aspiration isgrounded in Starbucks mission. By embracing a longer-term economic, equitable and planetary value proposition for our company, we will create greater value for all
stakeholders. As part of our preliminary 2030 targets we’ve committed to a 50% reduction in carbon emissions in our direct operations and supply chain. Our goal toincrease our investment in renewable energy will contribute to our emission reduction target.
Is this target part of an overarching initiative?
RE100
Please explain target coverage and identify any exclusions
In 2015 we joined the RE100 initiative and set a company-wide target to achieve 100% renewable electricity consumption by 2020 in global company operations. By thereporting year, we had achieved 66% renewable electricity consumption, with 100% renewable energy sourcing of company operated facilities in Canada, the U.K., and the
U.S. Due to market constraints in China and Japan we have been unable to reach our 2020 goal in 2020, 2021, and 2021 and are currently in the process of revising ourrenewable energy target. As members of the RE100, we remain committed to reaching 100% renewable energy globally as access increases in Asian markets. Each newyear after the sunset of the original target in 2020, we endeavor to source 100% renewable energy for the following year. This target is part of our absolute GHG emission
reduction target.
Plan for achieving target, and progress made to the end of the reporting year
As members of the RE100, we remain committed to reaching 100% renewable energy globally as access increases in Asian markets. Worldwide, Starbucks purchasesenough renewable electricity to power 100% of our company-operated stores in the U.S., Canada and U.K. In FY22, renewable energy powered 72% of company-operated
facilities globally compared to 66% in FY21, with market constraints in China and Japan challenging our ability to meet the goal of using renewable energy to power 100%of our operations globally. However, the first renewable energy procurement in each of these markets was completed in FY22.
Recognizing the current challenges Starbucks is facing in Asia, in May 2021, Starbucks Japan committed to transition all 350 free-standing company-operated stores,
approximately 20% of its portfolio, to 100%. For stores operating on shared power such as at malls and other commercial facilities, Starbucks continues to work with leasing
facilities, licensees and business partners to find carbon-neutral solutions that will take the company closer toward its resource-positive aspirations.
As Starbucks advances its renewable energy strategy, the company will use its scale to drive innovation across the energy sector, applying an environmental and climate
justice lens to new investments in the U.S. and Canada.
List the actions which contributed most to achieving this target<Not Applicable>

C4.2b
(C4.2b) Provide details of any other climate-related targets, including methane reduction targets.
Target reference number
Oth 1
Year target was set
2018
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Target coverage
Company-wide
Target type: absolute or intensity
Absolute
Target type: category & Metric (target numerator if reporting an intensity target)
Low-carbon buildings

Other, please specify (Number of greener stores built and operated globally)

Target denominator (intensity targets only)<Not Applicable>
Base year
2016
Figure or percentage in base year
0
Target year
2025
Figure or percentage in target year
10000
Figure or percentage in reporting year3508
% of target achieved relative to base year [auto-calculated]
35.08
Target status in reporting year
Underway
Is this target part of an emissions target?
Our aspiration is to become resource positive – storing more carbon than we emit, eliminating waste, and providing cleaner freshwater than we use. This aspiration isgrounded in Starbucks mission. By embracing a longer-term economic, equitable and planetary value proposition for our company, we will create greater value for all
stakeholders. As part of our preliminary 2030 targets we’ve committed to a 50% reduction in carbon emissions in our direct operations and supply chain. As part of thistarget we’ve committed to innovate to develop more eco-friendly stores, operations, manufacturing and delivery.
Is this target part of an overarching initiative?
No, it’s not part of an overarching initiative
Please explain target coverage and identify any exclusions
Through our open-source Starbucks Greener Stores framework, developed in partnership with the World Wildlife Fund (WWF) and in collaboration with othernongovernmental organizations, we have created a new benchmark in retail for design, construction and operation. In FY22, 3,508 Starbucks stores were certified Greener
Stores and we continued to expand the framework to international markets. In FY22, our work also focused on continuous improvement in the program, launch of innovation
measurements and global expansion.
Plan for achieving target, and progress made to the end of the reporting year
Starbucks plans to continue to expand its number of Greener Stores within and beyond North America in coming years. Building on the success of our first Greener Store
opening outside of North America in Shanghai, in September 2021, we opened Japan’s first Greener Store in Tokyo in November 2021, which will help inform Starbucks
Greener Stores expansion across Japan, and the first Starbucks Greener Store opened in Chile in June 2022. As part of our commitment to open-source educational
materials, Starbucks launched the Greener Store Practitioner course on Starbucks Global Academy in FY22 to make the Greener Stores program more accessible toretailers around the world. The course features educational content on sustainability that is broadly applicable and shares the fundamental structure of Greener Stores.
Starbucks will translate the course into multiple languages through 2024 and is committed to sharing insights through the Starbucks Global Academy platform as we work tocontinue to grow and scale the program globally. Starbucks has opened 52 Greener Stores in Latin America and the Caribbean, five in Europe, the Middle East and Africa,
five in Asia-Pacific, 18 in Japan and eight in China.

List the actions which contributed most to achieving this target<Not Applicable>
Target reference number
Oth 2
Year target was set
2020
Target coverage
Company-wide
Target type: absolute or intensity
Absolute
Target type: category & Metric (target numerator if reporting an intensity target)
Waste management

Other, please specify (metric tons of waste sent to landfill, incineration, sewage, litter and mismanaged)

Target denominator (intensity targets only)<Not Applicable>
Base year
2019
Figure or percentage in base year
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853960
Target year
2030
Figure or percentage in target year
426980Figure or percentage in reporting year
889920% of target achieved relative to base year [auto-calculated]-8.42194013771137
Target status in reporting year
Underway
Is this target part of an emissions target?
Abs 1
Is this target part of an overarching initiative?
No, it’s not part of an overarching initiative
Please explain target coverage and identify any exclusions
In January 2020, Starbucks announced our commitment to reduce waste sent to landfill from direct operations and stores (licensed and company operated), by 50% from a
FY19 Baseline. In FY22, we are reporting progress against our waste target as two metrics: Starbucks diverted 28% of operational waste and 49% of packaging was
reusable, recyclable or compostable. Operational waste generated metric is provided in response to this question. Operational waste includes waste generated in direct
operation, including company operated stores and manufacturing, and licensed stores. To improve measurement and align to industry standards, our methodology forcalculating waste diversion and packaging was updated in FY22. We are reviewing our target going forward.
A methodology change was made in the FY19 and FY21 inventories to update operational waste values and classifications to be consistent with internal data tracking andestimation methodology improvements established in FY22. We are not reporting on waste discarded by customers out of stores and instead have expanded our reportingof packaging materials
Plan for achieving target, and progress made to the end of the reporting year
In FY21, our test-and-learn approach included testing a Borrow-A-Cup program in stores in Seattle and Korea, which gave customers the option to receive their beverage ina reusable cup and return it at a participating store’s contactless kiosk. International markets also identified key pathways in support of our 2030 waste reduction target.
Starbucks continues its efforts to shift away from single-use plastics. In FY22, Starbucks expanded its test-and-learn strategy to help make reusables more convenient forcustomers. The company piloted reusable or returnable cup programs through 20 tests across North America, EMEA and China Asia-Pacific. These tests focus on multiple
reusable cup programs or operating models including Starbucks “Borrow-A-Cup” program, 100% reusable operating models, financial incentives and promotions, newcustomer experience upgrades and an emphasis on personal cups and for here ware. While COVID-19 challenged Starbucks aspirations to increase the use of personal
reusable cups in stores, the company remains on track to meet its goal of ensuring customers have the option to use their own personal reusable cup for every Starbucks
visit in the U.S. and Canada — including in café, drive-thru and mobile order and pay. Starbucks EMEA has also committed to offering a reusable cup share program in all
EMEA stores by 2025, and Starbucks South Korea committed to eliminating single-use cups by 2025. In addition, finding better ways to manage waste with moresustainable packaging solutions is a priority to achieve our Planet Positive goals. As we continue our work to shift away from single-use materials, Starbucks is continuing
our work to develop compostable and recyclable hot cups in collaboration with Closed Loop Partners and the NextGen Consortium. We are also taking action to shift awayfrom single-use plastics and champion the circular economy through our participation in the Ellen MacArthur Foundation’s New Plastics Economy Global Commitment.
List the actions which contributed most to achieving this target<Not Applicable>
Target reference number
Oth 3
Year target was set
2021
Target coverage
Product level
Target type: absolute or intensity
Absolute
Target type: category & Metric (target numerator if reporting an intensity target)
Other, please specify

Other, please specify (Carbon neutral green coffee (coffee at origin), metric tons of GHG emissions associated with carbon from farm to port)

Target denominator (intensity targets only)<Not Applicable>
Base year
2019
Figure or percentage in base year
2259205
Target year
2030
Figure or percentage in target year
0
Figure or percentage in reporting year
1893481% of target achieved relative to base year [auto-calculated]
16.1881723880746
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Target status in reporting year
Underway
Is this target part of an emissions target?
Abs 1
Is this target part of an overarching initiative?
No, it’s not part of an overarching initiative
Please explain target coverage and identify any exclusions
As part of the company’s commitment to be a resource positive company, Starbucks announced a new goal to achieve Carbon Neutral Green Coffee and conserve water
usage in green coffee processing by 50% by 2030. This commitment builds on Starbucks work to source coffee responsibly, for the betterment of people and planet, while
we also work to empower farmers, improve their livelihoods, and positively impact their communities, all with the aspiration of ensuring a sustainable future of coffee. Now,
in support of the company’s path to a Planet Positive future, Starbucks is focusing on its carbon and water footprints at Origin – or what Starbucks refers to as “the first ten
feet” (farm to port). With this focus on on-farm activities and land use change, Starbucks is addressing its largest source of greenhouse gas (GHG) emissions in coffee
before the rest of the coffee value chain (like transportation, roasting, or packaging). Starbucks will work to meet its 2030 target of carbon neutral green coffee, reducing
greenhouse gas (GHG) emissions in coffee at Origin then compensating for any remaining emissions
Plan for achieving target, and progress made to the end of the reporting year
These coffee-specific environmental goals are an extension of work underway with C.A.F.E. Practices. Evidence shows that farmers participating in the program havehigher productivity than the country averages. which has helped Starbucks create a long-term supply of high-quality coffee while positively impacting the lives of coffee
farmers and their communities.
Now, in support of the company’s path to a Planet Positive future, Starbucks is focusing on its carbon and water footprints at Origin – or what Starbucks refers to as “the firstten feet” (farm to port).
With this focus on on-farm activities and land use change, Starbucks is addressing its largest source of GHG emissions in coffee before the rest of the coffee value chain(like transportation, roasting, or packaging).
Starbucks will work to meet its 2030 target of carbon neutral green coffee, reducing GHG emissions in coffee at Origin then compensating for any remaining emissions, bydeploying three primary strategies:• Decreasing carbon emissions in Starbucks supply chain by equipping farmers with precision agronomy tools
Nearly 14,000 additional soil samples were processed across six priority countries.
• Promoting and distributing climate-resistant tree varietals
More than 9.5 million climate-tolerant coffee trees distributed globally through Starbucks 100 million tree commitment.(and nearly 70 million to date)• In FY21, we set a new target to distribute over 45 million coffee trees to C.A.F.E. Practice-verified farmers in Colombia by 2023. Working alongside the ColombianFederation of Coffee Growers (FNC), we provided more than 19 million seedlings in FY22. We have also provided financial support to ensure nutritional needs for seedlings
are met when planted for early growth and tree success• Protecting and restoring at-risk forests in key coffee landscapes.
560 hectares of forest restored, and 1,000 hectares of forest protected in Peru and Colombia.
Starbucks Farmer Support Centers also play an important role in coffee communities to promote biodiversity and support restoration activities. For example, the Colombia
Farmer Support Center distributed 38,000 native trees to farms in FY22. These trees are critical to restore conservation areas, support improved shade management
systems, and to protect water resources

List the actions which contributed most to achieving this target<Not Applicable>

C4.2c(C4.2c) Provide details of your net-zero target(s).
Target reference number
NZ1
Target coverage
Company-wide
Absolute/intensity emission target(s) linked to this net-zero target
Abs1
Target year for achieving net zero
2050
Is this a science-based target?
No, but we anticipate setting one in the next two years
Please explain target coverage and identify any exclusions
In July 2020, Starbucks joined Transform to Net Zero as a founding member. The Initiative’s objective is to accelerate the transition to a net zero global economy no later
than 2050, and as such Starbucks has committed to be Net Zero by 2050.
Do you intend to neutralize any unabated emissions with permanent carbon removals at the target year?
UnsurePlanned milestones and/or near-term investments for neutralization at target year
<Not Applicable>
Planned actions to mitigate emissions beyond your value chain (optional)

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C4.3(C4.3) Did you have emissions reduction initiatives that were active within the reporting year? Note that this can include those in the planning and/or
implementation phases.
Yes

C4.3a
(C4.3a) Identify the total number of initiatives at each stage of development, and for those in the implementation stages, the estimated CO2e savings.
Number of initiatives
Under investigation

121

To be implemented*

80

Implementation commenced*

58

Implemented*

41

Not to be implemented

17

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)C4.3b
(C4.3b) Provide details on the initiatives implemented in the reporting year in the table below.
Initiative category & Initiative type
Energy efficiency in buildings

Lighting

Estimated annual CO2e savings (metric tonnes CO2e)
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 2 (location-based)
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
Investment required (unit currency – as specified in C0.4)
Payback period
Please selectEstimated lifetime of the initiative
Please selectComment
Starbucks is working to improve tracking of initiatives that drive GHG emission reductions to enable more comprehensively reporting of this information. Announced in 2018,
the Greener Stores Framework, co-developed with World Wildlife Fund, is designed to accelerate the transformation of retail towards lower-impact stores that achieve
reductions in carbon emissions, water usage and landfill waste. With performance-based standards that incorporate design and extend throughout the life of a store,
Starbucks Greener Stores in North America have reduced energy consumption by 30% compared with the company’s prior store designs. Additionally, state-of the-art
technologies treat and conserve water, reducing annual water use by more than 30%, saving more than 1.3 billion gallons of water annually. Meanwhile, 90% of company
operated stores have adopted waste diversion and circular practices, including recycling, composting, Grounds for Your Garden and Starbucks FoodShare. In FY22, 3,500
Starbucks stores were certified Greener Stores and we continued to expand the framework to international markets. Building on the success of our first Greener Store
opening outside of North America in Shanghai, in September 2021, we opened Japan’s first Greener Store in Tokyo in November 2021, which will help inform Starbucks
Greener Stores expansion across Japan, and the first Starbucks Greener Store opened in Chile in June 2022.
Initiative category & Initiative type
Energy efficiency in production processes

Waste heat recovery

Estimated annual CO2e savings (metric tonnes CO2e)
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
Investment required (unit currency – as specified in C0.4)
Payback period
Please selectEstimated lifetime of the initiative
Please select

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Comment
Starbucks is working to improve tracking of initiatives that drive GHG emission reductions to enable more comprehensively reporting of this information. In our roasting
facilities, we’re increasing the energy efficiency of Starbucks natural gas usage through green bean preheating. green bean preheating takes waste heat from the exhaustand heats the beans some. Therefore, the roaster does not have to use as much gas to bring the beans to roasting temperature.
Initiative category & Initiative type
Waste reduction and material circularity

Waste reduction

Estimated annual CO2e savings (metric tonnes CO2e)
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 3 category 5: Waste generated in operations
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
Investment required (unit currency – as specified in C0.4)
Payback period
Please selectEstimated lifetime of the initiative
Please selectComment
Starbucks is working to improve tracking of initiatives that drive GHG emission reductions to enable more comprehensively reporting of this information. We achieved ourgoal to eliminate plastic straws. This effort does not deter our commitment to accessibility and our responsibility to provide plastic straws for customers who require them toenjoy their favorite beverage. To eliminate traditional plastic straws, we first reduced demand, through the rollout of strawless lids, which has approximately 9% less plastic
than the flat lid and straw historically used for iced beverages. Unlike traditional plastic straws, the strawless lids can be recycled in many markets in the U.S. and Canada.
We also introduced alternative material straws mostly made of polylactic acid (PLA) and polyhydroxyalkanoate (PHA). While some PLA and PHA straws have been
available in international markets, PHA straws were introduced in the U.S. in 2021.

C4.3c(C4.3c) What methods do you use to drive investment in emissions reduction activities?
MethodComment

Employee engagement One of the primary functions of the global sustainability team is to facilitate operational functions to support Starbucks sustainability targets. This is done through internal campaigning andengagement. The sustainability team represents as subject matter experts on various projects throughout the company, supporting the integration of sustainability within business units andtracking progress towards our global commitments.
Compliance withIn the past four years, more and more local governments have begun to regulate foodservice packaging. Starbucks regularly falls under these regulations. Typically, these regulations
regulatory
require compostable packaging and ban non-recyclable single use plastics such as straws, cutlery, and our splash sticks. Wherever these ordinances exist, Starbucks makes the necessary
requirements/standards packaging changes to comply. Starbucks is currently affected by packaging laws in more 80 local markets. Efforts to reduce single-use plastic, particularly cup waste, are not new to
Starbucks. We have offered the option for customers to enjoy their beverage in For Here Ware or to BYOC (bring your own cup) for a discount since the 1980s. In FY21, after removing theoption from our stores due to COVID-19, we proudly reintroduced personal reusable cups and For Here Ware in most markets. We continue to conduct consumer and market research tobetter understand how best to incentivize the use of reusables towards our goal to double the use of reusable cups from 2016-2022. In FY22, Starbucks expanded its test-and-learn
strategy to help make reusables more convenient for customers. The company piloted reusable or returnable cup programs through 20 tests across North America, EMEA and China AsiaPacific. These tests focus on multiple reusable cup programs or operating models including Starbucks “Borrow-A-Cup” program, 100% reusable operating models, financial incentives andpromotions, new customer experience upgrades and an emphasis on personal cups and for here ware. While COVID-19 challenged Starbucks aspirations to increase the use of personal
reusable cups in stores, the company remains on track to meet its goal of ensuring customers have the option to use their own personal reusable cup for every Starbucks visit in the U.S.
and Canada — including in café, drive-thru and mobile order and pay. Starbucks EMEA committed to offering a reusable cup share program in all EMEA stores by 2025, and Starbucks
South Korea committed to eliminating single-use cups by 2025.
Internal
incentives/recognition
programs

Starbucks has partnered with Arizona State University to launch a sustainability focused education course, free to all partners (employees). The course, called Greener Apron, is a deeply
informative education course about sustainability as a concept. The course is designed to give all partners the tools they need to champion sustainability in their stores, homes andcommunities. It covers a range of sustainability topics and offers practical steps toward taking better care of the planet. It has four modules; 1) Introduction to sustainability 2) Sustainability
at Starbucks 3) Greener Aprons: Becoming Resource Positive and 4) Test your Sustainability Knowledge. The course is full of videos and content developed in collaboration with leading
academics, NGO leaders, and Starbucks executives. Employees are awarded a pin upon completion of the course and passing a final test with a score of 80%. In FY22, the course was
updated in partnership with the World Wildlife Fund and Intersectional Environmentalists to be shorter and more relevant and accessible to partners. Since its launch, nearly 52,000 people
have enrolled in the course, with nearly 25,000 completions. Empowering our Partners with the education of sustainability creates champions for reducing our environmental impact across
our operations. Starbucks has also announced plans to develop a sustainability learning and innovation lab in Costa Rica. This will be a hub for hands on & virtual learning opportunities for
Starbucks partners to innovate and scale sustainable solutions for some of the world’s most challenging environmental & social issues.

Dedicated budget forenergy efficiency

The energy management team develops capital and expense requirements to drive towards our energy reduction and renewable energy goals throughout our store portfolio.

Dedicated budget forother emissions
reduction activities

Since 2017, Starbucks has been executing on direct investments and long-term contracts to diversify our renewable energy program. These investments and contracts are overseen by therenewable energy steering committee. A priority in FY20 was expanding our roster of renewable energy projects in the U.S., supporting the growth of green energy onto the grid close to thestores that use the energy. We used our scale to drive innovation across the energy sector and support not only our stores but also the communities around our stores: In FY22, Starbucks
completed its investment in 20 new community solar projects in New York, which are supplying solar energy to more than 24,000 households, small businesses, nonprofits, churches,
universities and Starbucks stores. By 2030, Starbucks aspires to lead the retail industry in decarbonization solutions, including electric vehicle charging and onsite solar availability at storesand in adjacent locations. For example, in FY22, Starbucks launched a pilot-program with Volvo Cars to electrify the driving route from the Colorado Rockies to the Starbucks Support
Center in Seattle, providing a string of familiar, reliable, clean and safe places to recharge themselves and their battery-powered vehicles. Volvo-branded electric vehicle chargers,
powered by ChargePoint, will be available at up to 15 Starbucks stores, roughly every 100 miles on the route, with the first EV chargers online at the Provo, Utah store. As Starbucks
advances its renewable energy strategy, the company will use its scale to drive innovation across the energy sector, applying an environmental and climate justice lens to new investmentsin the U.S. and Canada.

C4.5(C4.5) Do you classify any of your existing goods and/or services as low-carbon products?
Yes
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C4.5a(C4.5a) Provide details of your products and/or services that you classify as low-carbon products.
Level of aggregation
Group of products or services
Taxonomy used to classify product(s) or service(s) as low-carbon
Other, please specify (Greener Store Framework, WWF)
Type of product(s) or service(s)Buildings construction and renovation

Other, please specify (low carbon, water, and waste stores)

Description of product(s) or service(s)Announced in 2018, the Greener Stores framework, co-developed with World Wildlife Fund, is designed to accelerate the transformation of retail towards lower-impact
stores that achieve reductions in carbon emissions, water usage and landfill waste.
With performance-based standards that incorporate design and extend throughout the life of a store, Starbucks Greener Stores in North America have reduced energy
consumption by 30% compared with the company’s prior store designs. That equals the electricity use of more than 30,000 homes per year. Additionally, state-of-the-art
technologies treat and conserve water, reducing annual water use by more than 30%, saving more than 1.3 billion gallons of water annually. Meanwhile, 90% of company
operated stores have adopted waste diversion and circular practices, including recycling, composting, Grounds for Your Garden, and Starbucks FoodShare.
Key to our Greener Stores framework are efforts to accelerate the clean energy transition through onsite solar, and new innovative renewable energy investments andcontracts. In FY22, Starbucks worked with Volvo Cars to install EV charging stations at Starbucks stores. Up to 60 DC fast chargers will be built on the picturesque 1,350mile route from Seattle to Denver, along I-90, I-84 and I-70.
Have you estimated the avoided emissions of this low-carbon product(s) or service(s)NoMethodology used to calculate avoided emissions<Not Applicable>
Life cycle stage(s) covered for the low-carbon product(s) or services(s)<Not Applicable>
Functional unit used
<Not Applicable>
Reference product/service or baseline scenario used
<Not Applicable>
Life cycle stage(s) covered for the reference product/service or baseline scenario<Not Applicable>
Estimated avoided emissions (metric tons CO2e per functional unit) compared to reference product/service or baseline scenario<Not Applicable>
Explain your calculation of avoided emissions, including any assumptions<Not Applicable>
Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year

C5. Emissions methodology

C5.1(C5.1) Is this your first year of reporting emissions data to CDP?
No

C5.1a
(C5.1a) Has your organization undergone any structural changes in the reporting year, or are any previous structural changes being accounted for in thisdisclosure of emissions data?
Row 1
Has there been a structural change?
No
Name of organization(s) acquired, divested from, or merged with<Not Applicable>
Details of structural change(s), including completion dates<Not Applicable>
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C5.1b
(C5.1b) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting year?
Change(s) in methodology,
boundary, and/or reporting
year definition?

Details of methodology, boundary, and/or reporting year definition change(s)Row Yes, a change in methodology
1

A methodology change was made to Category 14 to include refrigerant, fugitive and process gas emissions for licensee stores and to exclude transportation data (not paid
for by Starbucks) per the GHGP guidance.
In FY22, we worked to refine the methodology we use to calculate the carbon and water footprint of green coffee. This work is foundational to begin reporting progress in theyears to come and connects directly with industry efforts, including the Sustainable Coffee Challenge.
A methodology change was made in the FY19 and FY21 inventories to update operational waste values and classifications to be consistent with internal data tracking andestimation methodology improvements established in FY22. We are not reporting on waste discarded by customers out of stores and instead have expanded our reporting of
packaging materials.
FY19 and FY21 packaging inventories have been recalculated to align to methodology changes and data quality improvements made as part of the FY22 inventory. These
results may differ from what has been previously submitted to Ellen MacArthur Foundation Global Commitment and WWF ReSource Plastic and we anticipate restating these
metrics in our 2023 reporting to these organizations.

C5.1c(C5.1c) Have your organization’s base year emissions and past years’ emissions been recalculated as a result of any changes or errors reported in C5.1a and/or
C5.1b?
Base year
Scope(s)Base year emissions recalculation policy, including significance thresholdrecalculation recalculated
Row Yes1

Scope 1
Scope 2,locationbased
Scope 2,marketbased
Scope 3

Past years’
recalculation

Starbucks base year for the GHG, water, and waste inventories is FY2019. Starbucks will follow the guidelines in the Climate Leaders Design Principles forYesadjusting the base year GHG inventory. The base year inventory will be adjusted in response to any structural or methodology changes, if the resulting adjustment
is more than 1% of base year reported metrics, whether it be emissions, water, or waste. Adjustments less than this threshold are considered insignificant and will
be decided case by case.
When developing each annual inventory, Starbucks and its partners will evaluate whether any structural changes have occurred. They will identify the new facilities
added during the previous year and will determine from the new/acquired designation whether any of the new facilities are the result of acquisitions.
The base year inventory will also be adjusted in response to any errors discovered or changes in quantification methodologies or emission factors. With assistancefrom external consultants, Starbucks will also determine if methodology changes have occurred. For a change in calculation methodology, the inventory from thebase year forward will be updated. For a data source methodology change, the inventory from the base year forward will be updated.
If an adjustment is necessary a description of the change, the person performing the change and the person authorizing the change will be kept in a log locatedwithin the inventory calculation workbook as well as the IMP.

C5.2
(C5.2) Provide your base year and base year emissions.
Scope 1
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
336124
Comment
N/A
Scope 2 (location-based)
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)805258Comment
N/A

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Scope 2 (market-based)
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)323988Comment
N/A
Scope 3 category 1: Purchased goods and services
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)7327716
Comment
N/A
Scope 3 category 2: Capital goods
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
144036
Comment
N/A
Scope 3 category 3: Fuel-and-energy-related activities (not included in Scope 1 or 2)
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
166071
Comment
N/A
Scope 3 category 4: Upstream transportation and distribution
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
702627
Comment
N/A
Scope 3 category 5: Waste generated in operations
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
264872
Comment
N/A

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Scope 3 category 6: Business travel
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
29343
Comment
N/A
Scope 3 category 7: Employee commuting
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
615170Comment
N/A
Scope 3 category 8: Upstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Starbucks does not have significant upstream leased assets.
Scope 3 category 9: Downstream transportation and distribution
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)294959Comment
N/A
Scope 3 category 10: Processing of sold products
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
159220Comment
N/A
Scope 3 category 11: Use of sold products
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
59772
Comment
N/A
Scope 3 category 12: End of life treatment of sold products
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
160929Comment
N/A
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Scope 3 category 13: Downstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Starbucks does not act as a lessor.
Scope 3 category 14: Franchises
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
3130274
Comment
N/A
Scope 3 category 15: Investments
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
213820Comment
N/A
Scope 3: Other (upstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3: Other (downstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment

C5.3(C5.3) Select the name of the standard, protocol, or methodology you have used to collect activity data and calculate emissions.
The Greenhouse Gas Protocol: A Corporate Accounting and Reporting Standard (Revised Edition)

C6. Emissions data

C6.1

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(C6.1) What were your organization’s gross global Scope 1 emissions in metric tons CO2e?
Reporting year
Gross global Scope 1 emissions (metric tons CO2e)
358500Start date
October 1 2021
End date
September 30 2022
Comment
N/A
Past year 1
Gross global Scope 1 emissions (metric tons CO2e)
350424
Start date
October 1 2020
End date
September 30 2021
Comment
N/A

C6.2(C6.2) Describe your organization’s approach to reporting Scope 2 emissions.
Row 1​Scope 2, location-based​
We are reporting a Scope 2, location-based figure
Scope 2, market-based
We are reporting a Scope 2, market-based figure
Comment
The Market-based calculation approach applies the renewable energy purchases against same-market usage as per the Scope 2 and RE:100 recommended methodology.
All licensed stores are considered in Scope 3.

C6.3(C6.3) What were your organization’s gross global Scope 2 emissions in metric tons CO2e?
Reporting year
Scope 2, location-based
789349
Scope 2, market-based (if applicable)
293364
Start date
October 1 2021
End date
September 30 2022
Comment
Past year 1
Scope 2, location-based
778002
Scope 2, market-based (if applicable)
331274
Start date
October 1 2020
End date
September 30 2021
Comment

C6.4

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(C6.4) Are there any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1, Scope 2 or Scope 3 emissions that are within your selectedreporting boundary which are not included in your disclosure?
No

C6.5(C6.5) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions.
Purchased goods and services
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
7609270
Emissions calculation methodology
Hybrid method
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
78
Please explain
Emissions were calculated using quantities and weight of purchased materials for the top commodity categories (coffee, dairy, food, ingredients for beverages, packaging,and others). For purchased goods and services, the emission factor databases used include World Food Life Cycle Database and Ecoinvent 3.8 life cycle database. The
data was primarily gathered on a weight-basis, when weight data was not available spend data and EEIO factors and Chinese Environmentally Extended Input-Output(CEEIO) factors were used. Regionalized, production-specific emission factors from FY2022 data were used for green coffee factors. Starbucks is continuously striving toincrease data quality and GHG emissions accuracy for scope 3.
Capital goods
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
168238Emissions calculation methodology
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
For capital goods, each spend category is mapped to a US Environmentally-Extended Input-Output (EEIO) category for all purchases outside of China. For purchases
made by SBUX China, spend categories are mapped to a CEEIO database category.
Fuel-and-energy-related activities (not included in Scope 1 or 2)
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
177249Emissions calculation methodology
Fuel-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Upstream emissions are calculated for fuel use and transmission and distribution losses. These emissions are calculated by using Scope 1 and 2 emissions as input data,
which represent both direct and indirect emissions modelled for company-operated locations across markets for retail, non-retail, and other facilities across relevant markets.
Emissions from licensed stores have been reallocated to Scope 2 Category 14 Franchises. Emission factors for US electricity and fuel use are from USEPA eGrid 2020 and
Argonne Labs GREET 2020 model. Emission factors for non-US electricity and fuel use are from Defra 2021 Version 1.0 and Ecoinvent life-cycle database v3.5.

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Upstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
666369Emissions calculation methodology
Hybrid method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
90
Please explain
Emission factors for truck, rail, ocean and aircraft transport per ton-mile are reliant on 2019 GLEC Framework T&D WTW emission factors. If fuel consumption quantity data
is available and ton-mile data is not available, emission factors for mobile combustion per gallon are reliant on DEFRA 2022 Guidelines to Defra / DECC's GHG Conversion
Factors for Company Reporting. Version 2.0 June 2022. If neither ton-mile nor fuel consumption quantity data is available, the emission is calculated based on total T&D
spend and the emission factors are reliant on USEEIO database. From port to Starbucks distribution centers, the primary calculation of CO2e is provided by Starbucks
logistic partners and divided between transportation modes (i.e., air, intermodal, LTL, Ocean, TL, TL/LTL Mix). For delivery from distribution centers to stores, fuelconsumption or ton-mile or total spend data were obtained for each market region. The computations were carried out in Excel.
Transportation and distribution emissions from licensed store markets were calculated in cat 14 Franchise since the cost is paid by the licensees, instead of Starbucks.
Waste generated in operations
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
275867
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
2
Please explain
Data was provided for the US, Canada, UK, China, and Japan for company owned store waste operations as well as non-retail operations for operated facilities, for landfill,recycling, composting, and incineration. Data gaps were filled by extrapolating actual data based on sales per region. GHG emissions from all solid waste were calculated
based on emission factors from EPA WARM. GHG emissions for wastewater were calculated using a US wastewater LCA factor from Gabi. Packaging waste emissions
were estimated using Ecoinvent emission factors.
Business travel
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
13292
Emissions calculation methodology
Hybrid method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
31
Please explain
Air Travel, Hotel Stay, Train Travel emission calculation is calculated based on DEFRA methodology. Rental car emission in the US and Canada, Japan business travel andChina air flight emissions are processed and calculated in different process: for air travel, if distance and cabin class information are available, Defra emission factor wasapplied to quantify the emissions from different cabin classes; for other travel modes, if only expense data is available, spend based method was applied to estimate theemissions.
Employee commuting
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
707180Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
A list of employee headcount by region is collected and used to calculate employee commuting impacts based on publicly available commuting data. Average commuting
distance and percentage of employees per transportation mode were pulled from various country-specific transportation/commuting data sources in different regions. We
assume two trips per day and estimate an average km by mode. The number of commuting days per year was assumed to be 231 days (365 days excluding weekends,
minus holidays (10), sick days (5), vacation (15)). WTW emissions factors from DEFRA were used for all regions. In the international markets, Bus, rail, motorbike used
Defra emission factor and the car travel emisison factor was adjusted based on US car commuting emission factors for international fuel economy. The computations werecarried out in Excel.

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Upstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Emissions from upstream leased assets are included in our scope 1 and 2 inventory.
Downstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
450777
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
40
Please explain
Estimated total miles traveled and total metric tons CO2 were provided by Uber for Q2-Q3, total miles for FY22 are extrapolated using the average miles per transaction
from the data provided and the total number of transactions per quarter provided by Starbucks. DEFRA emission factors are applied to the total miles traveled, rather thanthe metric tons CO2 provided by Uber, to account for WTW emissions and for N2O and CH4 emissions. Starbucks provided data for total seconds duration of time that cars
were idling in drive thrus, and total cars served each day for drive thru sites in the US and Canada. Closed stores and stores not included in the Global Stores List were
excluded from the data. Some sites in the dataset reported an average drive thru time for individual cars less than 20 seconds, in this case it was assumed that the datareported was incorrect and instead used to average total idle time of all other sites. Some sites did not report data for all days in the reporting period, in this case theaverage daily drive thru time for each site was used to gap fill for the missing days. The average annual emission per site in the US and Canada was used to estimate
emissions for CO drive thru stores in Japan and the UK.
Channel partners Arla and Suntory did not provide raw data for mode of transport or distance travelled. Estimated CO2e figures were provided by these partnerships using
company-specific proxies like percent of spend. Channel partner Mater Kong provided logistics data that included distribution to the final customer, which is out of Starbucks
boundary. Data were unable to be parsed out and excluded this year. OFI in future years to exclude distribution to final customer from logistics data.
Processing of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
160043Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
51
Please explain
This category includes scope 1 and 2 emissions from all downstream contract manufacturing partner companies that occur during processing activities of Starbucks soldproducts during the reporting year (e.g. roasting, grinding, flavoring, and packaging of coffee). This includes the electricity, natural gas, and other fuel use (e.g., diesel,
propane) at each contract manufacturing facility. This utility data is then allocated to Starbucks based on the percentage of each respective company's business that
Starbucks represents (% based on square footage, sales, etc.). Emissions are calculated by multiplying the Starbucks allocated consumption values by the appropriate
emission factor (EPA eGRID for US electricity, International Energy Agency 2013 Edition for international electricity, EPA Emission Factors for Greenhous Gas Inventories
for natural gas and fuel).
Use of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
56766
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
This category calculates the emissions from electricity used in customers’ homes to brew Starbucks at-home coffee and tea. Electricity use is estimated based on total athome coffee and tea sales in the reporting year (in kilograms of coffee/tea) and brewing assumptions from a lifecycle assessment of coffee brewing methods (kWh per gcoffee, Humbert et al. 2009). The total electricity required to brew at-home coffee and tea are broken out by region based on coffee and tea sales volumes by region in thereporting year. Finally, the appropriate regional emission factors (lb CO2e/MWh, IEA 2013 Edition) are applied to the regional electricity requirements for coffee and tea athome brewing to calculate emissions.

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End of life treatment of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
186837
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
This category calculates the emissions associated with the disposal of the packaging of Starbucks products sold in retail stores. This includes products sold in bothcompany-owned stores and licensed stores. All retail store primary packaging is considered “out of store” waste for the purposes of this category (no assumption is maderegarding the % of packaging disposed of in-store by customers). Packaging weight data is obtained from the procurement team that includes weight by material type andregion. Assumptions are made regarding littering rates and the disposal method by material type and region (European Commission, 2018 and World Bank What a Waste
2.0 report). Emissions are calculated by multiplying the packaging weight (short tons) by region, material, and disposal method by the appropriate EPA WARM emission
factor (mt CO2e/short ton material). Total short tons of littered and mismanaged waste are assigned to the Landfilled WARM disposal method category to calculate
emissions associated with littered and mismanaged waste.
Downstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Starbucks does not act as a lessor.
Franchises
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)3358811
Emissions calculation methodology
Franchise-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
22
Please explain
According to the GHG protocol, this category calculates emissions from the operation of franchises not included in scope 1 or scope 2. A franchise is a business operating
under a license to sell or distribute another company’s goods or services within a certain location. This category applies to franchisors (i.e., companies that grant licenses toother entities to sell or distribute its goods or services in return for payments, such as royalties for the use of trademarks and other services). For SBUX, LS, JV, and FR
are considered as Franchises. Franchisors should account for emissions that occur from the operation of franchises (i.e., the scope 1 and scope 2 emissions of franchisees)in this category. Franchisees may optionally report upstream scope 3 emissions associated with the franchisor’s operations (i.e., scope 1 and scope 2 emissions of the
franchisor) in category 1 (Purchased goods and services). For SBUX, below is a list of different sections of franchises' emissions calculations.
The boundary of category 14. Franchises emissions calculation:• Scope 1 and scope 2 emissions and indirect water usage associated with the franchises (LS, JV, and FR stores).
• Purchased Goods & Services emissions associated with the franchises (LS, JV, and FR stores).
• Operational Waste emissions associated with the franchises (LS, JV, and FR stores)
It is assumed that franchisees all use electricity and water for their operation. For franchisees with missing natural gas data, if they are located in a country with climatezone equals for higher than 4, it is assumed that they would consume natural gas. Missing values are estimated based on USCAN retail average electricity, natural gas,
and water usage per sf.

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Investments
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)304167
Emissions calculation methodology
Investment-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Investment emissions are calculated via the “Global Carbon Accounting Standard”, from here on called “the Standard”. The Standard was developed through a multistakeholder process under the leadership of the Partnership for Carbon Accounting Financials (PCAF). The Standard proposes a bottom-up, transparent and harmonizedapproach for assessing financed emissions of different asset classes.
- Pepsi JV: Calculated, allocated, and included these emissions using JV percent ownership and (1) revenue and EEIO emission factors for Pepsi JV and (2) energy usage
data and emission factors for Ai Ni Group JV.
- Valor Siren Venture Fund I and II: Used an average price-to-earnings ratio (based on publicly avail info) to estimate revenues earned from this investment. Estimatedrevenue is multiplied by an average EEIO emissions factor to estimate total emissions
Other (upstream)
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
All relevant emissions are captured in other categories.
Other (downstream)
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
All relevant emissions are captured in other categories.

C6.5a

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(C6.5a) Disclose or restate your Scope 3 emissions data for previous years.
Past year 1
Start date
October 1 2020
End date
September 30 2021
Scope 3: Purchased goods and services (metric tons CO2e)
7379337
Scope 3: Capital goods (metric tons CO2e)
123701
Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2) (metric tons CO2e)
157102
Scope 3: Upstream transportation and distribution (metric tons CO2e)693801
Scope 3: Waste generated in operations (metric tons CO2e)258269
Scope 3: Business travel (metric tons CO2e)4027
Scope 3: Employee commuting (metric tons CO2e)
652928
Scope 3: Upstream leased assets (metric tons CO2e)
Scope 3: Downstream transportation and distribution (metric tons CO2e)
431562
Scope 3: Processing of sold products (metric tons CO2e)147941
Scope 3: Use of sold products (metric tons CO2e)
55725
Scope 3: End of life treatment of sold products (metric tons CO2e)
168997
Scope 3: Downstream leased assets (metric tons CO2e)
Scope 3: Franchises (metric tons CO2e)
2939230
Scope 3: Investments (metric tons CO2e)
268676
Scope 3: Other (upstream) (metric tons CO2e)
Scope 3: Other (downstream) (metric tons CO2e)
Comment
N/A

C6.7(C6.7) Are carbon dioxide emissions from biogenic carbon relevant to your organization?
No

C6.10

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(C6.10) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit currency total revenue and provide any
additional intensity metrics that are appropriate to your business operations.
Intensity figure
0.0000202
Metric numerator (Gross global combined Scope 1 and 2 emissions, metric tons CO2e)
651865Metric denominator
unit total revenue
Metric denominator: Unit total
32300000000
Scope 2 figure used
Market-based% change from previous year
30.65
Direction of change
Decreased
Reason(s) for change
Change in renewable energy consumption
Please explain
Starbucks U.K. company-operated market has achieved the same since FY18. For the first time in FY22, Starbucks achieved 100% renewable energy for all North America
company-operated facilities, including offices and manufacturing facilities. We remain committed to our effort to expand renewable energy projects in Starbucks markets.
Starbucks continues to support the growth of green energy through long-term electricity contracts, direct ownership and by contracting for renewable energy certificatesfrom new projects. In FY22, Starbucks completed its investment in 20 new community solar projects in New York, which are supplying solar energy to more than 24,000
households, small businesses, nonprofits, churches, universities and Starbucks stores. By 2030, Starbucks aspires to lead the retail industry in decarbonization solutions,
including electric vehicle charging and onsite solar availability at stores and in adjacent locations. For example, in FY22, Starbucks launched a pilot-program with Volvo
Cars to electrify the driving route from the Colorado Rockies to the Starbucks Support Center in Seattle, providing a string of familiar, reliable, clean and safe places torecharge themselves and their battery-powered vehicles. Volvo-branded electric vehicle chargers, powered by ChargePoint, will be available at up to 15 Starbucks stores,
roughly every 100 miles on the route, with the first EV chargers online at the Provo, Utah store.

C7. Emissions breakdowns

C7.1(C7.1) Does your organization break down its Scope 1 emissions by greenhouse gas type?
Yes

C7.1a
(C7.1a) Break down your total gross global Scope 1 emissions by greenhouse gas type and provide the source of each used greenhouse warming potential(GWP).
Greenhouse gas

Scope 1 emissions (metric tons of CO2e)

GWP Reference

CO2110241

IPCC Fourth Assessment Report (AR4 - 100 year)

CH4

54

IPCC Fourth Assessment Report (AR4 - 100 year)

N2O

201992IPCC Fourth Assessment Report (AR4 - 100 year)

HFCs

46213

IPCC Fourth Assessment Report (AR4 - 100 year)

C7.2

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(C7.2) Break down your total gross global Scope 1 emissions by country/area/region.
Country/area/region

Scope 1 emissions (metric tons CO2e)Austria120

Canada

14676

China

24210

Ethiopia

15

Italy

866

Japan

36264

Netherlands

1732

Rwanda17

Switzerland

628

United Republic of Tanzania

7

United Kingdom of Great Britain and Northern Ireland

1632

United States of America

278331

C7.3(C7.3) Indicate which gross global Scope 1 emissions breakdowns you are able to provide.
By activity

C7.3c(C7.3c) Break down your total gross global Scope 1 emissions by business activity.
Activity

Scope 1 emissions (metric tons CO2e)

Stationary combustion

107047

Process Gases

201923

Mobile Combustion

3317

Refrigerants

46213

C7.5
(C7.5) Break down your total gross global Scope 2 emissions by country/area/region.
Country/area/region

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)Austria110

110

Brazil00Canada

13872

0

China

263096262363

Colombia

1

1

Costa Rica

0.36

0.36

Ethiopia

0.02

0.02

Guatemala58

58

Indonesia

8

8

Italy

383

383

Japan

61598

29356

Mexico22Netherlands

971

971

Rwanda3

3

Switzerland

81

81

United Republic of Tanzania

11

United Kingdom of Great Britain and Northern Ireland

5151

28

United States of America

444015

0

C7.6(C7.6) Indicate which gross global Scope 2 emissions breakdowns you are able to provide.
By activity

C7.6c
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(C7.6c) Break down your total gross global Scope 2 emissions by business activity.
Activity

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)

Corporate Jet & Hanger

54

0

Farmer Support Center

269

72

Manufacturing & Distribution

36404

2427

Office2608

1662

Retail750014289203C7.7(C7.7) Is your organization able to break down your emissions data for any of the subsidiaries included in your CDP response?
No

C7.9(C7.9) How do your gross global emissions (Scope 1 and 2 combined) for the reporting year compare to those of the previous reporting year?
Increased

C7.9a(C7.9a) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of them specify how your emissions compare
to the previous year.
Change inemissions(metric
tons
CO2e)

Direction Emissions
Please explain calculationof change value
in(percentage)
emissions

Change in
72158
renewableenergyconsumption

Decreased 11

Otheremissions
reduction
activities<Not
Applicable>

Divestment<Not
Applicable>

Acquisitions<Not
Applicable>

Mergers<Not
Applicable>

Change in
output<Not
Applicable>

Change inmethodology<Not
Applicable>

Change inboundary<Not
Applicable>

Change inphysicaloperatingconditions<Not
Applicable>

Unidentified<Not
Applicable
>

Other

8076

Increased1

For the first year, we were able to procure renewable energy in Japan and China. While this marks great improvement towards our RE100 and emissions
reduction goal, we still experience challenges procuring enough renewable energy in those markets. The numerator is 174,004 metric tons CO2e and thedenominator is the combined scope 1 and scope 2 market-based emissions from 2021: 681,698 metric tons CO2e. We arrived at 28 percent by dividing thedecrease by the denominator [(72,158 /681,698)*100%=11%].

Increase was due to multiple sources within Scope 1. There was a significant increase of Fugitive Emissions (Process Gases + Refrigerants), specifically innitrous oxide consumption. There was also an increase in stationary and mobile combustion emissions due to continued business recovery from COVID. The
numerator is 8,076 metric tons CO2e and the denominator is the combined scope 1 and scope 2 market-based emissions from 2021: 681,698 metric tons
CO2e. We arrived at 7 percent by dividing the decrease by the denominator [(8,076 /681,698)*100%=1%].

C7.9b
(C7.9b) Are your emissions performance calculations in C7.9 and C7.9a based on a location-based Scope 2 emissions figure or a market-based Scope 2
emissions figure?
Market-based

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C8. Energy

C8.1(C8.1) What percentage of your total operational spend in the reporting year was on energy?
More than 0% but less than or equal to 5%

C8.2(C8.2) Select which energy-related activities your organization has undertaken.
Indicate whether your organization undertook this energy-related activity in the reporting year
Consumption of fuel (excluding feedstocks)

Yes

Consumption of purchased or acquired electricity

Yes

Consumption of purchased or acquired heat

Yes

Consumption of purchased or acquired steamNo

Consumption of purchased or acquired cooling

Yes

Generation of electricity, heat, steam, or cooling

No

C8.2a
(C8.2a) Report your organization’s energy consumption totals (excluding feedstocks) in MWh.
MWh from non-renewable sources

Total (renewable and non-renewable) MWh

Consumption of fuel (excluding feedstock)

Heating value

LHV (lower heating value) 0

MWh from renewable sources

603309603309Consumption of purchased or acquired electricity<Not Applicable>

14327295604591993188

Consumption of purchased or acquired heat

<Not Applicable>

0

0.04

0.04

Consumption of purchased or acquired steam<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Consumption of purchased or acquired cooling<Not Applicable>

0

0.29

0.29

Consumption of self-generated non-fuel renewable energy<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Total energy consumption<Not Applicable>

143272911637692596498

C8.2b
(C8.2b) Select the applications of your organization’s consumption of fuel.
Indicate whether your organization undertakes this fuel application
Consumption of fuel for the generation of electricity

No

Consumption of fuel for the generation of heat

Yes

Consumption of fuel for the generation of steamNo

Consumption of fuel for the generation of coolingNo

Consumption of fuel for co-generation or tri-generation

No

C8.2c
(C8.2c) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type.

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Sustainable biomass
Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A
Other biomass
Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A
Other renewable fuels (e.g. renewable hydrogen)Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A

CDP

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Coal
Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A
Oil
Heating value
LHV
Total fuel MWh consumed by the organization
16678
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A
Gas
Heating value
LHV
Total fuel MWh consumed by the organization
586632
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A

CDP

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Other non-renewable fuels (e.g. non-renewable hydrogen)Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A
Total fuelHeating value
Total fuel MWh consumed by the organization
603309MWh fuel consumed for self-generation of electricity<Not Applicable>
MWh fuel consumed for self-generation of heat
<Not Applicable>
MWh fuel consumed for self-generation of steam<Not Applicable>
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration<Not Applicable>
Comment
N/A

C8.2g(C8.2g) Provide a breakdown by country/area of your non-fuel energy consumption in the reporting year.
Country/area
Austria
Consumption of purchased electricity (MWh)918
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
918
Country/area
BrazilConsumption of purchased electricity (MWh)3Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)

CDP

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0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
3
Country/area
CanadaConsumption of purchased electricity (MWh)116824
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
116824
Country/area
China
Consumption of purchased electricity (MWh)458653
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0.33Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
458653.33
Country/area
Colombia
Consumption of purchased electricity (MWh)3Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
3
Country/area
Costa Rica
Consumption of purchased electricity (MWh)200
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0

CDPPage 47 of 90

Total non-fuel energy consumption (MWh) [Auto-calculated]
200
Country/area
EthiopiaConsumption of purchased electricity (MWh)56
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
56
Country/area
GuatemalaConsumption of purchased electricity (MWh)195
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
195
Country/areaIndonesia
Consumption of purchased electricity (MWh)10Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
10Country/area
Italy
Consumption of purchased electricity (MWh)1441
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1441
Country/area

CDP

Page 48 of 90

JapanConsumption of purchased electricity (MWh)128811
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
128811Country/area
MexicoConsumption of purchased electricity (MWh)4Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
4
Country/area
Netherlands
Consumption of purchased electricity (MWh)3207
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
3207
Country/area
RwandaConsumption of purchased electricity (MWh)11
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
11
Country/area
Switzerland
Consumption of purchased electricity (MWh)
3254

CDP

Page 49 of 90

Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
3254
Country/area
United Republic of Tanzania
Consumption of purchased electricity (MWh)2Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
2
Country/area
United Kingdom of Great Britain and Northern Ireland
Consumption of purchased electricity (MWh)26620
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
26620
Country/area
United States of America
Consumption of purchased electricity (MWh)1252976
Consumption of self-generated electricity (MWh)0Is this electricity consumption excluded from your RE100 commitment?
No
Consumption of purchased heat, steam, and cooling (MWh)0Consumption of self-generated heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1252976

C8.2h(C8.2h) Provide details of your organization’s renewable electricity purchases in the reporting year by country/area.
Country/area of consumption of purchased renewable electricity
CanadaSourcing method
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Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)116686
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
CanadaAre you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Financial (virtual) power purchase agreement (VPPA)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)181577
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2020
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Project-specific contract with an electricity supplier
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)19985
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018

CDP

Page 51 of 90

Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2018
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Project-specific contract with an electricity supplier
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)21002
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2018
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Financial (virtual) power purchase agreement (VPPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)100923
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2020
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Financial (virtual) power purchase agreement (VPPA)

CDP

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Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)105736
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2020
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Physical power purchase agreement (physical PPA) with a grid-connected generator
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)45759
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2019
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2019
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Project-specific contract with an electricity supplier
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)7769
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018
Vintage of the renewable energy/attribute (i.e. year of generation)
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2022
Supply arrangement start year
2018
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Project-specific contract with an electricity supplier
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)34193
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2017
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2017
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)20635
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Solar
CDP

Page 54 of 90

Renewable electricity consumed via selected sourcing method in the reporting year (MWh)20580
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)21718
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2020
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Financial (virtual) power purchase agreement (VPPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)51820
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2022
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
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Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Project-specific contract with an electricity supplier
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)36064
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2020
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)149700Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)200000Tracking instrument used
CDP

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US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)202621
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)27913
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A

CDP

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Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)2870
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
United States of America
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
United States of America
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)5314
Tracking instrument used
US-RECCountry/area of origin (generation) of purchased renewable electricity
CanadaAre you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
Additional, voluntary label associated with purchased renewable electricity
Green-eComment
N/A
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)96
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
CDP

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Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2002
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
N/A
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)626
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2003
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
N/A
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)1142
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2005
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
N/A
Country/area of consumption of purchased renewable electricity
Japan

CDP

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Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)2622
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2009
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
N/A
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)1601
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2012
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
N/A
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)3073
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
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2013
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)481
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2015
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)1357
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2016
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type

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Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)8466
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2017
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)176
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2019
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)2893
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year

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2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)1687
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2021
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeHydropower (capacity unknown)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)189
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2015
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeHydropower (capacity unknown)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)212
Tracking instrument used

CDP

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NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2016
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeHydropower (capacity unknown)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)1039
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeHydropower (capacity unknown)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)352
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment

CDP

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Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)165
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2008
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)431
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2013
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)718
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
CDP

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Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2014
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)684
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2015
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)560
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2017
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)

CDP

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Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)547
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)1038
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2019
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)240
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2022

CDP

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Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)231
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2005
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)490
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2014
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)71

CDP

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Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2016
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)289
Tracking instrument used
NFC - Renewable
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2019
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology typeHydropower (capacity unknown)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)20974
Tracking instrument used
Contract
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2021
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label

CDP

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Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)9505
Tracking instrument used
Contract
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2021
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Geothermal
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)404
Tracking instrument used
Contract
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2021
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)4245
Tracking instrument used
Contract
Country/area of origin (generation) of purchased renewable electricity
Japan

CDP

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Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2021
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)2008
Tracking instrument used
Contract
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2021
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
Japan
Sourcing method
Retail supply contract with an electricity supplier (retail green electricity)
Renewable electricity technology type
Renewable electricity mix, please specify (wind, solar)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)456
Tracking instrument used
Contract
Country/area of origin (generation) of purchased renewable electricity
Japan
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2021
Additional, voluntary label associated with purchased renewable electricity
No additional, voluntary label
Comment
Country/area of consumption of purchased renewable electricity
China

CDP

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Sourcing method
Unbundled procurement of Energy Attribute Certificates (EACs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)935
Tracking instrument used
GEC
Country/area of origin (generation) of purchased renewable electricity
China
Are you able to report the commissioning or re-powering year of the energy generation facility?
Yes
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)2021
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
Other, please specify (Green electricity Certificate of China)
Comment
Country/area of consumption of purchased renewable electricity
United Kingdom of Great Britain and Northern Ireland
Sourcing method
Other, please specify (Green electricity products from an energy supplier (e.g. Green Tariffs))
Renewable electricity technology type
Sustainable Biomass
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)26620
Tracking instrument used
REGO
Country/area of origin (generation) of purchased renewable electricity
United Kingdom of Great Britain and Northern Ireland
Are you able to report the commissioning or re-powering year of the energy generation facility?
No
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)<Not Applicable>
Vintage of the renewable energy/attribute (i.e. year of generation)
2022
Supply arrangement start year
2022
Additional, voluntary label associated with purchased renewable electricity
Green-eComment

C8.2i

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(C8.2i) Provide details of your organization’s low-carbon heat, steam, and cooling purchases in the reporting year by country/area..
Sourcing method
None (no purchases of low-carbon heat, steam, or cooling)
Country/area of consumption of low-carbon heat, steam or cooling<Not Applicable>
Energy carrier<Not Applicable>
Low-carbon technology type
<Not Applicable>
Low-carbon heat, steam, or cooling consumed (MWh)<Not Applicable>
Comment
N/A

C8.2j(C8.2j) Provide details of your organization’s renewable electricity generation by country/area in the reporting year.
Country/area of generation
United States of America
Renewable electricity technology type
Solar
Facility capacity (MW)0.09
Total renewable electricity generated by this facility in the reporting year (MWh)53
Renewable electricity consumed by your organization from this facility in the reporting year (MWh)53
Energy attribute certificates issued for this generation
No
Type of energy attribute certificate<Not Applicable>
Comment
Country/area of generation
United States of America
Renewable electricity technology type
Solar
Facility capacity (MW)
1.07
Total renewable electricity generated by this facility in the reporting year (MWh)2375
Renewable electricity consumed by your organization from this facility in the reporting year (MWh)2375
Energy attribute certificates issued for this generation
No
Type of energy attribute certificate<Not Applicable>
Comment

C8.2k

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(C8.2k) Describe how your organization’s renewable electricity sourcing strategy directly or indirectly contributes to bringing new capacity into the grid in the
countries/areas in which you operate.

Starbucks renewable electricity sourcing strategy is focused on making direct investments in new projects within the communities in which it operates, geographically pairing
generation with consumption and creating opportunities for increased partner, customer, and community engagement. Starbucks direct investments include long-term
financial commitments (PPAs and VPPAs), Tax Equity investments, and company-owned on-site solar instillations. As Starbucks embarks on the next chapter of its
renewable energy strategy, the company will build on its existing footprint by expanding into new markets and will use its scale to drive innovation across the energy sector,
applying a climate justice lens to new investments. Starbucks long-term green tariff commitments further support the development of new renewable generation by
partnering with local utilities to bundle locally generated clean energy and EACs. Starbucks grades its potential renewable energy projects against an emissionality andenvironmental and community impact framework.Indirectly, Starbucks supports renewables development through its regionally directed and technology specific unbundled
EAC procurement. Unbundled EAC procurement continues to represent a smaller proportion of Starbucks broader renewable energy portfolio as it grows its direct
investments, though is still an essential component of supporting its 100% renewable energy claim in North American and U.K. company operations.

Starbucks is also an active educator of new renewable energy buyers and vocally demonstrates thought leadership across industry circles. Starbucks has consistently been
a top purchaser of renewable energy on the EPA’s National Top 20 Retail list and won a 2021 EPA Green Power Leadership award for its industry leadership. Starbucks
Farmer Support Centers located in Brazil, China, Colombia, Guatemala, Ethiopia, Indonesia, Mexico, Rwanda, and Tanzania are not included in its RE100 commitment.

C8.2l(C8.2l) In the reporting year, has your organization faced any challenges to sourcing renewable electricity?

Row 1

Challenges to sourcing renewable electricity

Challenges faced by your organization which were not country/area-specificYes, in specific countries/areas in which we operate<Not Applicable>

C8.2m(C8.2m) Provide details of the country/area-specific challenges to sourcing renewable electricity faced by your organization in the reporting year.
Country/area Reason(s) why it was challenging to source
renewable electricity within selected country/area

Provide additional details of the barriers faced within this country/area

Japan

Limited supply of renewable electricity in the market
Regulatory instability

Volatile EAC pricing and procurement uncertainty in the multi-price auction market. Evolving regulatory and market structures (METI). Limited
availability of offsite projects.

China

Lack of electricity market structure supporting bilateral Regulatory complexity and difficulty in finding and signing bilateral PPAs. Multiple challenges across sourcing and transacting direct
PPAs
investments, including supply chain traceability issues. Sourcing compliant GECs within RE100 framework (no double counting).
Prohibitively priced renewable electricity
Regulatory instability

C9. Additional metrics

C9.1(C9.1) Provide any additional climate-related metrics relevant to your business.

C10. Verification

C10.1(C10.1) Indicate the verification/assurance status that applies to your reported emissions.
Verification/assurance status
Scope 1

Third-party verification or assurance process in place

Scope 2 (location-based or market-based)

Third-party verification or assurance process in place

Scope 3

Third-party verification or assurance process in place

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(C10.1a) Provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the relevant statements.
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Moderate assurance
Attach the statement
Starbucks_2022 Verification letter_060123 Final.pdf
Page/ section reference
Entire document
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1b
(C10.1b) Provide further details of the verification/assurance undertaken for your Scope 2 emissions and attach the relevant statements.
Scope 2 approach
Scope 2 market-based
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Moderate assurance
Attach the statement
Starbucks_2022 Verification letter_060123 Final.pdf
Page/ section reference
Entire report
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1c

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(C10.1c) Provide further details of the verification/assurance undertaken for your Scope 3 emissions and attach the relevant statements.
Scope 3 category
Scope 3: Purchased goods and services
Scope 3: Capital goods
Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2)
Scope 3: Upstream transportation and distribution
Scope 3: Waste generated in operations
Scope 3: Business travel
Scope 3: Employee commuting
Scope 3: Investments
Scope 3: Downstream transportation and distribution
Scope 3: Processing of sold products
Scope 3: Use of sold products
Scope 3: End-of-life treatment of sold products
Scope 3: Franchises
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Moderate assurance
Attach the statement
Starbucks_2022 Verification letter_060123 Final.pdf
Page/section reference
Entire report
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.2
(C10.2) Do you verify any climate-related information reported in your CDP disclosure other than the emissions figures reported in C6.1, C6.3, and C6.5?
Yes

C10.2a(C10.2a) Which data points within your CDP disclosure have been verified, and which verification standards were used?
Disclosure Data verified
moduleverification
relates to

Verification standard

Please explain

C4. Targets Other, please specify
and(Progress towards
performance Starbucks commitment tobuild and operate 10,000
Greener Stores globally by
2025)

Third- party verification is conducted by SCS
Global to ensure that the Greener Storesprogram is independently verified to address
climate change, demonstrate leadership,
integrity and transparency.

Starbucks has partnered with SCS and WWF to develop our Greener Stores program. By 2025, we are committed tohaving 10,000 certified Greener Stores. One initiative of the Greener Stores standard is that facilities will have an energy
management system or equivalent building management systems. The standard currently only applies to U.S. companyoperated stores with 100% of U.S. stores participating in Greener Stores and verified. We’re working to expand and adapt
our Greener Stores standard globally.

C11. Carbon pricing

C11.1(C11.1) Are any of your operations or activities regulated by a carbon pricing system (i.e. ETS, Cap & Trade or Carbon Tax)?
No, and we do not anticipate being regulated in the next three years

C11.2(C11.2) Has your organization canceled any project-based carbon credits within the reporting year?
No

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C11.3(C11.3) Does your organization use an internal price on carbon?
No, and we do not currently anticipate doing so in the next two years

C12. Engagement

C12.1(C12.1) Do you engage with your value chain on climate-related issues?
Yes, our suppliers
Yes, our customers/clients
Yes, other partners in the value chain

C12.1a(C12.1a) Provide details of your climate-related supplier engagement strategy.
Type of engagement
Innovation & collaboration (changing markets)
Details of engagement
Run a campaign to encourage innovation to reduce climate impacts on products and services% of suppliers by number% total procurement spend (direct and indirect)% of supplier-related Scope 3 emissions as reported in C6.5
Rationale for the coverage of your engagement
Starbucks is on a journey to bring a new paper cup liner to market that is both recyclable and compostable. This type of breakthrough innovation, in order to get to scale, will
require the partnership of our full cup value chain, from paper board manufacturer to cup converter. The NextGen Cup Challenge, in partnership with OpenIDEO, is the firstinitiative in this journey. The NextGen Cup Challenge will be open to supply chain leaders, innovators and solution providers that have promising solutions to recovery of
single use cups, with a focus on the fiber based hot and cold cup, starting with creating a fully recyclable and/ or compostable cup in North America. While NextGen intends
to work on the entire cup system, including cups, lids and straws, its first challenge will focus on the fiber-based hot and cold cup, as this is the most significant challenge
faced by the industry. Each year, an estimated 600 billion paper and plastic cups are distributed worldwide. Most of these are not recyclable or compostable. The NextGen
Cup Consortium and Challenge launched in 2018 to bring together entrepreneurs, industry, and recyclers to identify and commercialize the next generation of recyclable
and/or compostable cups. Closed Loop Partners, Starbucks, and McDonald’s invite the industry to join this effort to identify a global solution to this shared challenge.
Impact of engagement, including measures of success
Starbucks as founding member of the NextGen Consortium, is now engaging our incumbent supply base to partner in bringing the new winning technologies of NextGen tomarket. This project will be successful once these new recyclable and compostable liners have been scaled to market and coffee cups are widely acceptable material inrecycling streams. In 2020, Starbucks identified one of the cup solutions ready to introduce into the hands of partners and customers to test the overall experience in stores.
Starbucks is continuing our work to develop compostable and recyclable hot cups in collaboration with Closed Loop Partners and the NextGen Consortium Through the
NextGen Consortium with Closed Loop Partners, the Foodservice Packaging Institute and The
Recycling Partnership, we are increasing access to recycling and our work to find a more sustainable cup solution continues. In FY22, Starbucks launched an improved andmore sustainable hot cup that is easier to recycle, and beginning in FY22, customers in the U.S. can now recycle their hot cups in Columbus, Cleveland, Dayton, Memphis,
Houston and Buffalo. Starbucks is also working to add waste services to stores where possible, ensuring we have recycling services where they are commercially available.
Starbucks has also been working to address single-use food packaging alongside leading food and beverage companies globally. In FY22, Starbucks and McDonald’s
announced a joint $10 million investment in the NextGen Consortium to identify, accelerate and scale commercially viable, circular foodservice packaging solutions.
Starbucks committed an additional $5 million with NextGen Consortium in FY22 to innovate to a more sustainable hot cup. The consortium works together to do researchand development for more sustainable single-use cup options while also working with
waste infrastructure stakeholders to advance the recovery of foodservice packaging. Starbucks has invested $15 million with NextGen Consortium since 2018
Comment
Starbucks is currently working with Closed Loop Partners, the Consortium and other businesses on continuing to test and validate the recyclability of the various challenge
winners. We are also continuing the work with key stakeholders in the recycling industry to advocate for increasing the overall recyclability of cups and ensure they are
ultimately accepted within municipalities. The journey to find a more sustainable cup solution is part of Starbucks aspiration to be resource positive, giving more than it
takes from the planet. In addition to market testing, the company continues to evaluate a variety of reusable and single use cup technologies collaborating across the brandmembers of the NextGen Consortium. These learnings will generate innovations to find the best sustainable solutions for its business, partners (employees) and customers.
Type of engagement
Engagement & incentivization (changing supplier behavior)
Details of engagement
Run an engagement campaign to educate suppliers about climate change% of suppliers by number% total procurement spend (direct and indirect)% of supplier-related Scope 3 emissions as reported in C6.5
Rationale for the coverage of your engagement

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Starbucks is committed to making coffee the world’s first sustainable product and to subsequently improve the lives of at least 1 million people in coffee communities aroundthe world. Starbucks is dedicated to helping farmers overcome the challenges facing coffee communities. We are committed to buying 100 percent ethically sourced coffee
in partnership with Conservation International. To improve productivity and sustainability, we share our research and resources through our Farmer Support Centers—
located in coffee-producing countries around the world. They’re open to farmers regardless of whether they sell to us. Thanks to the support of our customers, we’re also
donating millions of disease-resistant trees to help farmers fight threats like coffee leaf rust. And through our Global Farmer Fund program, we’re investing $100 million
toward financing for farmers, allowing them to renovate their farm or pursue more sustainable practices. In FY22, we issued three new loans including a climate note tosupport farmers to adapt to the impacts of climate change and another directed to women in agriculture, both through Root Capital. Now we’re collaborating with the industry
to make coffee the world’s first sustainable agricultural product, as a founding member of the Sustainable Coffee Challenge In addition to our ethical sourcing program forpurchasing coffee, we are focused on providing holistic support to farmers and their communities to ensure a sustainable future of coffee for all. We have invested morethan $150 million to date to increase the prosperity and resilience of the farmers and workers who grow coffee around the world by investing in coffee communities, sharing
technical coffee knowledge, and innovating with new agricultural approaches. The Starbucks Foundation provided $17.5 million to over 3,000 nonprofit organizations toenable community resiliency and prosperity in FY22 All these programs directly support improving farmer livelihoods and ensuring a long-term supply of high-quality coffee
for the industry.
Impact of engagement, including measures of success
We know that the most pressing issues in coffee can’t be solved by one company alone, and that the best solutions require everyone coming together to collaborate inbringing about a better future for farmers. Our journey of ethical sourcing requires looking beyond our own supply chain. After achieving our 99% ethically sourced
milestone, Starbucks asked “what’s next, and how can we work with the whole sector to get to 100% sustainable coffee?" Starbucks is a founding member, alongside a
growing coalition of industry leaders, of the Sustainable Coffee Challenge, a call to action led by Conservation International to make coffee the world’s first sustainableagriculture product. The challenge is convening the sector to sustain the future supply of coffee while ensuring the prosperity and well-being of farmers and workers andconserving nature. The Sustainable Coffee Challenge is a joint initiative of over 100 partners working together to make coffee the world’s first sustainable agricultural
product. Members include coffee producers, retailers, traders, roasters, importers, industry associations, governments, donor agencies and other non-governmentalorganizations (NGOs) that are building a sustainability roadmap for achieving a fully sustainable coffee sector. In 2017 the Sustainable Coffee Challenge launched its firstaction networks to coordinate industry action and investment. By launching Collective Action Networks, the Challenge will advance sharing of experience and collaboration
to significantly advance our progress toward sustainable coffee production. One of the first Action Networks tackles the issue around aging trees and a focus to support tree
replacement or rehabilitation. Starbucks commitment to providing 100 million trees to farmers by 2025 has a cumulative effect when added to the work of The Sustainable
Coffee Challenge who is working on an industry wide effort to re-plant 1 billion coffee trees.
Comment
From 2015 to 2019, 99% of Starbucks coffee was verified as ethically sourced as measured by C.A.F.E. Practices, our ethical sourcing verification program developed inpartnership with Conservation International. In FY20, due to restrictions caused by COVID-19, auditing teams were unable to complete all the necessary in-person, on-farm
audits of our coffee production, resulting in expiration for farms whose verification ended in FY20 and were not audited. This resulted in 94.6% of our coffee coming in FY21
from C.A.F.E. Practice-verified farms In FY22, we achieved 98.2% ethically sourced coffee as verified through C.A.F.E. Practices. Despite the easing of challenges broughton by the pandemic to verify and transport coffee, we did see minor pandemic related impacts continue in FY22 though significant improvements were seen from theprevious year.
In 2020, Starbucks launched a Digital Traceability tool transforms each bag of coffee beans into a digital passport, launching coffee lovers on a virtual expedition to meet
farmers, roasters and baristas and to explore coffee-growing regions around the world. The new traceability tool, developed in partnership with Microsoft, is valuable tofarmers as well, who are proud of the coffee they grow but who don’t always know the final destination of their green coffee beans after they harvest and sell them. Since
the launch of our tool in 2020, nearly 400,000 unique users have visited our site to trace their coffee. Through digital traceability we aim to empower partners and customers
with information about the people and places behind every cup.
Type of engagement
Innovation & collaboration (changing markets)
Details of engagement
Run a campaign to encourage innovation to reduce climate impacts on products and services% of suppliers by number% total procurement spend (direct and indirect)% of supplier-related Scope 3 emissions as reported in C6.5
Rationale for the coverage of your engagement
The journey to produce ethically sourced tea begins with tea farmers. Like most tea companies, we do not produce our own tea or own the factories that process teas into
specialty black, oolong, white and green teas. We purchase or source tea from the farmers worldwide who have generations of technical expertise and equipment toproduce top quality teas. At tea origin, we make purchasing decisions based on a vetting approach that includes economic accountability and transparency, social
responsibility, environmental leadership and quality.
Impact of engagement, including measures of success
For more than 10 years, we have partnered with the Ethical Tea Partnership (ETP) to ensure our tea products are produced with sustainable practices and under safe,
transparent and humane working conditions. In an effort to collaborate and strengthen collective action industry-wide, we are members of the Ethical Tea Partnership andthe U.S. Tea Association. We believe together we can unlock the potential tea has to improve the lives of tea workers and their communities.
Sourcing certified tea is a key aspect of our ethical sourcing approach. In FY22, Global Coffee, Tea & Cocoa, the company’s global coffee sourcing team, sourced 99.7% oftea from Rainforest Alliance Certified farms. Farms, forest communities, and businesses that participate in Rainforest Alliance’s certification program are audited against
rigorous sustainability standards based on the triple bottom line: environmental, economic and social well-being. In addition to our global coffee sourcing team, Starbucks
regional teams also purchase tea. Moving forward, we are working with regional markets to verify their purchases using a consistent set of ethical sourcing guidelines andexpect to provide reporting on those efforts in coming years.
We are committed to transparency of our tea supply chain, and in FY22 we released a complete list of the tea gardens that supply our tea. In addition to buying certified tea,
Starbucks invests directly in tea communities in projects that support gender empowerment, water, sanitation and hygiene (WASH), youth education and environmental
sustainability, each responding to specific needs in tea communities. In FY22, we supported eight projects in Argentina, China, Indonesia, Kenya and Rwanda.
Comment
We are evolving and improving our ethical sourcing standard by working closely with local and international organizations including NGOs, government organizations andcertifiers to ensure our approach is comprehensive to positively impact the natural environments of tea production and the next generation of tea farmers. For 14 years, wehave supported Mercy Corps’ Community Health and Advancement Initiative (CHAI) Project to provide youth vocational training, health services and water access
improvements to more than 100,000 people from 39 rural communities in the Darjeeling and Assam regions in India and in Guatemalan cardamom-growing villages. In
2018, we announced our goal to empower and advance economic opportunities for 250,000 women and their families in coffee and tea communities through The Starbucks
Foundation.
In 2022, the Starbucks Foundation announced that it reached the milestone of helping to empower 250,000 women and girls. The Foundation is furthering its goal,
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announcing plans to impact 1 million additional women and girls in these communities by 2030. It’s part of Starbucks People Positive aspirations focused on enhancing thewell-being of all who connect with Starbucks. As with the initial investments, the next phase of support will focus on the same three pillars: promoting economic opportunityand empowerment, advancing women’s leadership and increasing access to clean water, sanitization and hygieneType of engagement
Innovation & collaboration (changing markets)
Details of engagement
Run a campaign to encourage innovation to reduce climate impacts on products and services% of suppliers by number% total procurement spend (direct and indirect)% of supplier-related Scope 3 emissions as reported in C6.5
Rationale for the coverage of your engagement
Just as with its coffee, Starbucks goal is for the products it sells to be produced under high quality and ethical standards. Recognizing this responsibility, Starbucks looks foropportunities to collaborate with suppliers to address changes at the industry level. In 2020, Starbucks announced intent to support the Dairy Net Zero Initiative, apartnership of the U.S. dairy community seeking to achieve net zero greenhouse gas emissions and improvements in water quality on farms. In FY21, Starbucks officiallyjoined the This collaborative effort is intended to provide farmers in Starbucks supply chain access to effective environmental and economically viable practices andtechnologies from feed production, to manure handling, cow care, and on-farm energy efficiency.
As a company that works with and relies on the farming community every day, it is Starbucks responsibility to help drive solutions that support both people and our planet
and that help ensure a sustainable future of dairy.
Impact of engagement, including measures of success
NZI was founded by dairy organizations representing farmers, cooperatives and processors including Dairy Management Inc., the Innovation Center for U.S. Dairy,
Newtrient, National Milk Producers Federation, U.S. Dairy Export Council and International Dairy Foods Association. It will help U.S. dairy farms of all sizes andgeographies implement new technologies and adopt economically viable practices. Through foundational science, on-farm pilots and development of new product markets,
NZI aims to knock down barriers and create incentives for farmers that will lead to economic viability and positive environmental impact. The initiative is a critical pathway toreach U.S. dairy’s environmental stewardship goals, developed by dairy industry leaders and farmers, through the Innovation Center, to achieve carbon neutrality, optimized
water usage and improved water quality by 2050.
In FY22, the United States, China and U.K. company-operated markets piloted key aspects of a new Sustainable Dairy Program to help refine and scale an approach tosustainable dairy and environmental stewardship for the betterment of people, planet and animals. These markets focused primarily on baselining GHG emissions on
several dairy farms within their supply chains and piloted key aspects of a new on-farm holistic standard. Insights from these pilots will be applied in FY23 and FY24 as the
program rolls out to several global markets. As Starbucks continues to offer more plant-based options on our global menus, dairy remains an important option for manycustomers. However, dairy is a significant contributor to our carbon and water footprints. To meet our 2030 planet goals, we are working to source dairy in a responsible andsustainable way. Starbucks is dedicated to providing farmers access to environmentally and economically sound practices and technologies, covering everything from feed
production to cow care and energy efficiency. Starbucks has invested $4 million in the U.S. Dairy Net Zero Initiative since joining in FY21.
Comment
In FY21, Starbucks joined the U.S. Dairy Net Zero Initiative, a partnership of the U.S. dairy community seeking to enable progress toward the industry’s goals of achieving
greenhouse gas neutrality and improvements in water quality on farms. Through a $ 10 million investment, Starbucks is providing more farmers access to effective
environmental and economically viable practices and technologies – from feed production to manure handling, cow care and on-farm energy efficiency. Starbucks alsojoined the Farm Powered Strategic Alliance as a founding member, repurposing food waste in Starbucks supply chain into renewable energy via farm-based anaerobic
digesters. The process produces low carbon fertilizer that host farms use to support regenerative agriculture practices, while Starbucks, in turn, helps contribute to a low
carbon economy.
“We share Starbucks commitment to creating a more sustainable planet for future generations and look forward to partnering with them to reach net zero carbon emissions
for dairy,” said Mike Haddad, chairman, Innovation Center for U.S. Dairy. “This partnership reinforces the critical role dairy plays in sustainable diets, and Starbucks
participation in the Net Zero Initiative will help enable, advance and scale new technologies on dairy farms of all sizes across the country.”C12.1b
(C12.1b) Give details of your climate-related engagement strategy with your customers.
Type of engagement & Details of engagement
Education/information sharing

Run an engagement campaign to educate customers about the climate change impacts of (using) your products, goods, and/or services% of customers by number% of customer - related Scope 3 emissions as reported in C6.5
Please explain the rationale for selecting this group of customers and scope of engagement
Starbucks launched its ‘GOOD GOOD’ Movement in 2020 (FY21), inspiring Chinese customers to explore new lifestyles that are good for the planet, starting with themarket-wide offering of a plant-based food and beverage menu in partnership with plant-based innovators. The ‘GOOD GOOD’ movement is an opportunity for Starbucks
to bring plant-based and sustainable option to its second largest market: we've already opened 5,000 stores in 200 cities in mainland China, employing nearly 60,000
partners. This enables us to achieve our promise everyday through our stores. The effort highlights Starbucks conviction to live up to its responsibility as a force for goodand use its scale to drive positive change. Starbucks invites new generations of Chinese consumers to effect real change by taking simple actions in their daily lives tomake the world better. As a leading innovator in the industry, Starbucks is committed to constantly reimagining its menu to offer a range of food and beverage choices forcustomers. The company also continues to explore creative new solutions with customers beyond its menu to create a positive impact on the environment and support theirlifestyles. The launch of this new platform in China marks another step towards Starbucks global aspiration to become a resource positive company, giving more than it
takes from the planet. As part of its ‘GOOD GOOD’ movement, Starbucks will be rolling out a range of new sustainable packaging in its stores across the Chinese mainland,
including coffee ground straws – the first major food and beverage retail chain in the market to do so at scale. Together with the launch of reusable for-here cold beveragecups and to-go wooden flatware, it marks the latest of Starbucks continuous efforts to reduce environmental impact at every stage of the coffee journey ‘from bean to cup’.
To be launched concurrently in Starbucks stores in Shanghai are specially designed reusable for-here cold beverage cups made from food contact resin, which customers
can choose to replace single use plastic cups in-store. Developed by Starbucks China’s R&D team, the new cup had undergone rigorous testing for durability, and is able to

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withstand over 1,000 times of thorough washing and sanitizing. It was first piloted in Guangzhou and Hainan province last December and will be rolled out to the rest of themarket by the end of the year.
Impact of engagement, including measures of successMeasures of success of this engagement campaign include: # of strategic partnerships, # of plant-based menu options, # of tons of sustainable packaging use, # of tons of
mitigated waste. Culinary experts from Starbucks created three delicious new dishes inspired by modern, international favorites and designed with the palates of Chinese
consumers in mind. Starbucks has partnered with Beyond Meat, Inc. to provide even more choices to consumers through innovative new plant-based offerings. Starbucks
is also introduced oat milk to all stores in China with Oatly, to offer more non-dairy choices for customers. The menu continues to be refreshed, most recently with thelaunch of two ‘GOOD GOOD’ limited time offer beverages in March FY21 – the new Oat milk Velvet Latte, and the return of seasonal favorite Berries Oat milk Black Tea
Macchiato. Packaging for the new menu items is made from compostable, plant-based material which has received OK Compost HOME and INDUSTRIAL certifications,widely recognized international standards. Products also feature a thoughtfully designed sleeve using materials recycled from milk cartons that opens up to form a mealmat, reducing the need for cleaning up. A handle is integrated into the packaging design to remove any need for secondary packaging. Reusable serve ware will continue tobe provided for all in-store consumption. The sustainable packaging and reusable initiatives are estimated to eliminate a total of over 500 tons of plastic and 350 tons ofwaste per year when fully rolled out. On top of sustainable packaging innovations, Starbucks will continue to promote waste reduction by offering a 4RMB discount forcustomers who bring their own tumblers/cups. Additionally, as part of this commitment, the company announced plans to build a Coffee Innovation Park in China by 2022,
which aims to become the most energy, water and waste efficient roasting operations for Starbucks around the world. In 2019, Starbucks eliminated plastic straws from allof its stores in the Chinese mainland, saving about 200 tons of plastic waste annually. It then accelerated the rollout of new waste sorting stations and completed installationin over 80 percent of its stores by the end of September 2020.
Type of engagement & Details of engagement
Collaboration & innovation

Run a campaign to encourage innovation to reduce climate change impacts% of customers by number% of customer - related Scope 3 emissions as reported in C6.5
Please explain the rationale for selecting this group of customers and scope of engagement
As part of our multi-decade aspiration to be a resource-positive company, Starbucks has committed to shift away from single-use to reusable packaging and identify betterways to manage our waste. Also, as part of this aspiration Starbucks is investing in regenerative agriculture, reforestation, forest conservation and water replenishment inour supply chain. Each year, an estimated 600 billion paper and plastic cups are distributed globally and though Starbucks cups only account for an estimated 1 percent ofthat total, the company is not leaving the problem-solving to others. In 2018 Starbucks committed to contribute $10M in partnership with Closed Loop Partners to create aground-breaking consortium and launch the NextGen Cup Challenge. In 2020, we began in-market testing of a new BioPBS™-lined cup in select markets. This is the firststep in the development of a global end-to-end solution that would allow cups around the world to be diverted from landfills and recycled or composted. As a founding
member of the NextGen Consortium, Starbucks has been working to address single-use food packaging alongside leading food and beverage companies globally. In FY22,
Starbucks and McDonald’s announced a joint $10 million investment in the NextGen Consortium to identify, accelerate and scale commercially viable, circular foodservice
packaging solutions. Starbucks committed an additional $5 million with NextGen Consortium in FY22 to innovate to a more sustainable hot cup. The consortium works
together to do research and development for more sustainable single-use cup options while also working with waste infrastructure stakeholders to advance the recovery offoodservice packaging. Starbucks has invested $15 million with NextGen Consortium since 2018. On its journey to develop a more recyclable and compostable hot cup
solution by 2022, Starbucks announced details for in-market testing of a more sustainable cup technology from the NextGen Cup Challenge. We also committed toensuring that our hot cups contain 20% recycled content in FY23. We are proud to have achieved that goal, and have achieved 30% recycled content in our new, moresustainable holiday cups. Building on the success of the holiday cups, Starbucks North America has begun a transition to a more sustainable hot cup that is light-weight anduses less plastic in the liner and less fiber in the cup.
Impact of engagement, including measures of success
We measure the success of campaign and efforts to increase the use of reusable cups by progress against goal to double the use of reusable cups from 2016-2022. These
indicators include: % of beverages sold in reusable cups, # of pilots, # of markets where hot cups are recyclable. Efforts to reduce single-use plastic, particularly cup waste,
are not new to Starbucks. We have offered the option for customers to enjoy their beverage in For Here Ware or to BYOC (bring your own cup) for a discount since the1980s. Starbucks EMEA committed to offering a reusable cup share program in all EMEA stores by 2025, and Starbucks South Korea committed to eliminating single-use
cups by 2025. After the reintroduction of personal reusable cups in our stores in July 2021 due to the COVID-19 pandemic, 1.2% of beverages sold were in reusable cups
in FY22, either a customer’s personal cup, “for here” ware, or a “borrow a cup” in company-operated stores globally.
In partnership with Closed Loop Partners and the NextGen Consortium, we worked in FY20 toward our goal to develop 100% compostable and recyclable hot cups. In
FY22, Starbucks launched an improved and more sustainable hot cup that is easier to recycle, and beginning in FY22, customers in the U.S. can now recycle their hot cupsin Columbus, Cleveland, Dayton, Memphis, Houston and Buffalo. Starbucks is also working to add waste services to stores where possible, ensuring we have recycling
services where they are commercially available.
In FY22, Starbucks also launched a new Starbucks Partner Waste and Recycling App, developed by partners as part of the Greener Stores Innovation Challenge, to help
partners navigate complex and unique store recycling guidelines. The app puts everything partners need to know to reduce waste and recycle in one place, and features
store-specific information and notifications, a sorting guide and the option to create store-specific signage to help partners and customers reduce waste. As we work withstakeholders and continue to learn, we are working to ensure our waste goals align with our industry-leading standards and meet the expectations of our partners,
customers stakeholders.
Type of engagement & Details of engagement
Education/information sharing

Run an engagement campaign to educate customers about the climate change impacts of (using) your products, goods, and/or services% of customers by number% of customer - related Scope 3 emissions as reported in C6.5
Please explain the rationale for selecting this group of customers and scope of engagement
80% of Starbucks beverages are enjoyed on the go, presenting a significant challenge of how to make choosing reusables as convenient as possible. Beginning in 2016,
we committed to doubling the use of reusable cups by 2022. Reusable cups are an important component of our overall waste reduction strategy. Since 1985 we’ve
rewarded our customers with a discount when they bring in personal cups or tumblers or use for-here serve ware available in our stores. In 2013 we launched a $2
reusable cup in the U.S. and Canada, and a £1cup in the United Kingdom. In 2021, Starbucks launched a “Borrow A Cup” trial program in five Seattle stores. Eachborrowed cup replaces up to 30 disposable cups. Also in FY21, our test-and-learn approach included testing a Borrow-A-Cup program in stores in Seattle and Korea, whichgave customers the option to receive their beverage in a reusable cup and return it at a participating store’s contactless kiosk. Customers can order their hot or cold
beverage in a newly designed reusable cup in-person or online at a participating Starbucks Café or Drive-Thru. Customers simply tell their barista they would like their drink
in a reusable cup and then pay a $1 refundable deposit. When customers are done, they scan their cup at a participating store’s contactless return kiosk located in the

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lobby or drive-thru and drop the cup in the designated opening in the kiosk. Then, they scan their Starbucks App to receive a $1 credit to their Starbucks Rewards account,in addition to 10 Bonus Stars.
Impact of engagement, including measures of successMeasures of success for our reusable cup efforts include: % of beverages sold in reusable cups, # of tons of waste mitigated, # of strategic partnerships, # of markets withreusable cup share programs. In FY22, Starbucks expanded its test-and-learn strategy to help make reusables more convenient for customers. The company piloted
reusable or returnable cup programs through 20 tests across North America, EMEA and China Asia-Pacific. These tests focus on multiple reusable cup programs or
operating models including Starbucks “Borrow-A-Cup” program, 100% reusable operating models, financial incentives and promotions, new customer experience upgrades
and an emphasis on personal cups and for here ware. While COVID-19 challenged Starbucks aspirations to increase the use of personal reusable cups in stores, thecompany remains on track to meet its goal of ensuring customers have the option to use their own personal reusable cup for every Starbucks visit in the U.S. and Canada— including in café, drive-thru and mobile order and pay. After the reintroduction of personal reusable cups in our stores in July 2021 due to the COVID-19 pandemic, 1.2%of beverages sold were in reusable cups in FY22, either a customer’s personal cup, “for here” ware, or a “borrow a cup” in company-operated stores globally.
We continue to conduct consumer and market research to better understand how best to incentivize the use of reusables towards our goal to double the use of reusable
cups from 2016-2022. Meanwhile, we tested single-use cup fees in UK and Germany. The two-month borrow-and-return trial run in five Seattle stores as part of Starbucks
ongoing commitment to reducing single use cup waste and goal to reduce waste by 50% by 2030. Starbucks EMEA has announced they will offer a reusable cup share
program in all Europe, Middle East and Africa stores by 2025. In FY23, we launched the Borrow A Cup program in 60 stores in Taiwan to encourage customers to shift
away from single use cups. By the end of 2023 in the U.S., customers will be able to use their own personal reusable cup for every Starbucks visit.

C12.1d(C12.1d) Give details of your climate-related engagement strategy with other partners in the value chain.

In 1994, Starbucks partnered with PepsiCo to develop the North American Coffee Partnership (NACP) as a joint venture to bring ready-to-drink coffee products to global
supermarkets and convenience stores. The NACP now has approximately 97 percent market share in ready-to-drink coffee, which is one of the fastest growing liquid
refreshment beverage categories in the U.S. The same sustainability challenges that face Starbucks, threaten the longevity of the NACP: from single-use packaging andvulnerability to extreme weather events, to shifting climates and crop disease. Starbucks and PepsiCo collaborate to make their ready-to-drink lines as sustainable aspossible.
These efforts include utilizing Hacienda Alsacia, Starbucks Costa Rican coffee farm. Purchased in 2013, Hacienda Alsacia is a 240-hectare coffee farm in Costa Rica thatserves as a global Research and Development facility and working farm for Starbucks. For the last six years, Hacienda Alsacia has been an innovation hub for Starbucks, andthe NACP, helping to better understand challenges coffee farmers face and determining best practices and solutions. Starbucks has announced plans to develop asustainability learning and innovation lab at Hacienda Alsacia. This will be a hub for hands on & virtual learning opportunities for Starbucks partners to innovate and scale
sustainable solutions for some of the world’s most challenging environmental & social issues.

Hacienda Alsacia is the first of 10 Farmer Support Centers Starbucks operates in key coffee producing countries around the world, from Costa Rica to Rwanda These centersoffer free training directly to farmers and to technical specialists through a train-the-trainer approach, benefiting over 31,000 people worldwide in FY22. Farmers receive thelatest insights from Starbucks agronomists, including techniques that support farmer profitability and sustainable growing practices. To help demonstrate farming bestpractices, in FY22, FSCs launched a program called Model Farms, which serve as learning locations for the community to learn and teach sustainable practices. In FY22, theFSCs also developed an open-source manual on coffee quality to increase access to information on important practices after harvesting the coffee cherries to maintainquality. Starbucks FSCs are also supporting deployment of our environmental sustainability projects, like providing fertilizer recommendations based on soil analysis reports
for optimized use of fertilizers and providing training related to new processing equipment to significantly reduce the water used during coffee processing. Starbucks has been
distributing more than 3 million seeds a year to other coffee farms, even those that don’t supply Starbucks or the NACP, with the goal to help farmers become more profitable
and improve their crop quality, ensuring the future of high quality, sustainable coffees for everyone for years to come.

In 2018, a senior director of marketing at PepsiCo, who works within the NACP, travelled to Hacienda Alsacia for a Starbucks Origin Experience. While there, she was able tosee firsthand how the coffee was harvested and the fragile ecosystem that the NACP relies on. The trip also included visits to the coffee pickers’ housing and the local schools
and recreational camps that workers’ children attend depending on the season, all provided under Starbucks C.A.F.E. Practices. Developed in collaboration with
Conservation International, C.A.F.E. Practices is a verification program that measures farms against economic, social and environmental criteria, all designed to promotetransparent, profitable and sustainable coffee growing practices while also protecting the well-being of coffee farmers and workers their families and their communities.
C.A.F.E. Practices has helped Starbucks create a long-term supply of high-quality coffee and positively impact the lives and livelihoods of coffee farmers and theircommunities. The open-sourced program consists of more than 200 indicators – from financial reporting to protecting workers’ rights and conserving water and biodiversity.
The program includes a third-party verification process that is overseen by SCS Global Services, responsible for ensuring the quality and integrity of the audits. As a result ofher visit, the senior director of marketing was able to include educational information on the environmental and social aspects of the NACP in advertising and messaging
materials.

The NACP takes additional steps towards embracing sustainable practices outside of Hacienda Alsacia in a variety of ways, such as placing production sites close to dairy
farms so that transportation carbon footprints remain minimal and pledging to support sustainable packaging. PepsiCo has pledged to drastically reduce their use of virginplastic by 2025, while Starbucks has committed to reduce waste by 50% by 2030.

C12.2(C12.2) Do your suppliers have to meet climate-related requirements as part of your organization’s purchasing process?
Yes, climate-related requirements are included in our supplier contracts

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C12.2a(C12.2a) Provide details of the climate-related requirements that suppliers have to meet as part of your organization’s purchasing process and the compliancemechanisms in place.
Climate-related requirement
Other, please specify (Zero Deforestation Requirement)
Description of this climate related requirement
Launched in 2004 in collaboration with Conservation International, Coffee and Farmer Equity Practices (C.A.F.E. Practices) is a verification program that assesses the
supply chain based on economic, social and environmental criteria, aimed at promoting sustainable, profitable and transparent coffee-growing practices while ensuring thewelfare of coffee farmers, workers, their families and communities.
From 2015-2019, 99% of our coffee was verified as ethically sourced as measured by CAFE Practices. Forest and land stewardship is a key component to our CAFE
Practice certification program. Forest issues incorporated into our strategies include forest conservation, replenishment, and crop yield and quality. Deforestation is a no
tolerance indicator; when notified we take immediate action to investigate, which may lead to suspending the commercial relationship with a farm until clarified. Based on
our investigation we may ask our supplier to work with a farm to address issues including developing a work plan describing how the issue will be corrected. Implementing acorrective action plan and the actual correction of any zero tolerance criteria is evaluated by a 3rd-party.
In FY22, we achieved 98.2% ethically sourced coffee as verified through C.A.F.E. Practices. At least 99.9% of CAFÉ Practices have not converted forest into coffee
production in the period between 2017-2021. This important as it helps ensure that farmers are not expanding production at the cost of forests% suppliers by procurement spend that have to comply with this climate-related requirement% suppliers by procurement spend in compliance with this climate-related requirement
Mechanisms for monitoring compliance with this climate-related requirement
Certification
Response to supplier non-compliance with this climate-related requirement
Suspend and engage

C12.3(C12.3) Does your organization engage in activities that could either directly or indirectly influence policy, law, or regulation that may impact the climate?
Row 1
External engagement activities that could directly or indirectly influence policy, law, or regulation that may impact the climate
Yes, we engage directly with policy makers
Yes, our membership of/engagement with trade associations could influence policy, law, or regulation that may impact the climate
Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?
Yes
Attach commitment or position statement(s)Describe the process(es) your organization has in place to ensure that your external engagement activities are consistent with your climate commitments and/or
climate transition plan
Starbucks has reaffirmed its commitment to the Paris Climate Agreement by joining the ‘We Are Still In’ campaign and by joining the Science Based Targets initiative with
an ambitious 1.5 °C company-wide GHG emission reduction target. Starbucks is committed to being actively involved in the communities we serve. This commitment
extends to our approach to public policy. We believe we have a responsibility to advocate policies that support the health of our business, our partners (employees) andcommunities we are part of. Starbucks Government Affairs team has increasingly emphasized the development, analysis, and management of climate-related public policy
initiatives and activities, which are critical for informing direction for the Company's public policy and government relations objectives, stakeholder engagement, and policy
interests. In an effort to better communicate these activities, Starbucks adopted a policy to provide more transparency about our corporate political contributions andexpenditures. We believe this policy will serve Starbucks interests in promoting public policies of concern to the company and educating elected and public officials about
our business, while providing important information to our partners, customers, and shareholders. Starbucks is committed to conducting business ethically, with integrity,and in accordance with the law. Part of that commitment includes compliance with rules, regulations, and standards governing our interaction with the government,
including our disclosure and accountability regarding political contributions and expenditures.
Primary reason for not engaging in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate<Not Applicable>
Explain why your organization does not engage in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate<Not Applicable>

C12.3a(C12.3a) On what policy, law, or regulation that may impact the climate has your organization been engaging directly with policy makers in the reporting year?
Specify the policy, law, or regulation on which your organization is engaging with policy makers
Resilience to climate change must be prioritized by the federal government and at every level beyond the federal government. The signatories of We Are Still In share acommitment to elevating the attention and resources directed towards building climate resilience and enhancing the economic and environmental sustainability of the supply
chains that power the US economy. They also recognize that action towards meeting both the short and long term goals under the Paris Agreement must ensure the safety
and prosperity of American communities and competitiveness.
Category of policy, law, or regulation that may impact the climate
Climate change adaptation

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Focus area of policy, law, or regulation that may impact the climate
Other, please specify (Adaptation and/or resilience to climate change)
Policy, law, or regulation geographic coverage
GlobalCountry/area/region the policy, law, or regulation applies to<Not Applicable>
Your organization’s position on the policy, law, or regulation
Support with no exceptions
Description of engagement with policy makers
We Are Still In is as a joint declaration of support for climate action, signed by more than 3,750 CEOs, mayors, governors, college presidents, businesses and others. The
organizations they represent comprise the largest and most diverse coalition of actors ever established in pursuit of climate action, specifically in support of climate action tomeet the Paris Agreement.
Details of exceptions (if applicable) and your organization’s proposed alternative approach to the policy, law or regulation<Not Applicable>
Have you evaluated whether your organization’s engagement on this policy, law, or regulation is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Please explain whether this policy, law or regulation is central to the achievement of your climate transition plan and, if so, how?
This effort aligns with leading global climate change action ambitions, serving to both mitigate and adapt to projected climate change scenarios. Our support of theseactions is part of our strategy to achieve our own internal climate transition plan.
Specify the policy, law, or regulation on which your organization is engaging with policy makers
WWF focuses on several issues critical to U.S. policymakers, including species conservation, ocean policy, natural resource management, climate change and international
development assistance. WWF works to gain a better understanding of global conservation problems and provides new tools to help policymakers solve them. Starbucks isalso a Principal Member of WWF’s initiative, ReSource: Plastic. As part of WWF’s vision of No Plastic in Nature by 2030, the Principal Members leverage their uniqueposition to help drive large-scale transformative change, by improving their own plastic pollution footprint as well as influencing other key stakeholders like governments
and consumers to do the same.
Category of policy, law, or regulation that may impact the climate
Climate change mitigation
Focus area of policy, law, or regulation that may impact the climate
Other, please specify (Adaptation and/or resilience to climate change)
Policy, law, or regulation geographic coverage
GlobalCountry/area/region the policy, law, or regulation applies to<Not Applicable>
Your organization’s position on the policy, law, or regulation
Support with no exceptions
Description of engagement with policy makers
We partner with WWF to secure transformative change at all levels of government in the U.S. and overseas. WWF partners with and advocates for the U.S. government,
foreign governments and international institutions to protect wildlife and their habitats.
Details of exceptions (if applicable) and your organization’s proposed alternative approach to the policy, law or regulation<Not Applicable>
Have you evaluated whether your organization’s engagement on this policy, law, or regulation is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Please explain whether this policy, law or regulation is central to the achievement of your climate transition plan and, if so, how?
This effort aligns with leading global climate change action ambitions, serving to both mitigate and adapt to projected climate change scenarios. Our support of theseactions is part of our strategy to achieve our own internal climate transition plan.
Specify the policy, law, or regulation on which your organization is engaging with policy makers
Starbucks and Conservation International have been working closely for the last 20 years to support ethically sourced coffee around the world, from creating the C.A.F.E
Practices program and developing farmers loans, to designing digital traceability and assessing impact. In partnership with Conservation International, we support soundconservation policies regarding ocean health, wildlife tracking, marine resources, forest conservation, sustainable agriculture, fresh water and other crucial issues.
Category of policy, law, or regulation that may impact the climate
Climate change adaptation
Focus area of policy, law, or regulation that may impact the climate
Other, please specify (Conservation + Preservation)
Policy, law, or regulation geographic coverage
GlobalCountry/area/region the policy, law, or regulation applies to<Not Applicable>
Your organization’s position on the policy, law, or regulation
Support with no exceptions
Description of engagement with policy makers
We partner with Conservation International to support education and advocacy in support of protecting nature as a source of food, fresh water, livelihoods and a stableclimate. Together, we work to raise awareness about the importance of natural resource conservation.
Details of exceptions (if applicable) and your organization’s proposed alternative approach to the policy, law or regulation<Not Applicable>
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Have you evaluated whether your organization’s engagement on this policy, law, or regulation is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Please explain whether this policy, law or regulation is central to the achievement of your climate transition plan and, if so, how?
This effort aligns with leading global climate change action ambitions, serving to both mitigate and adapt to projected climate change scenarios. Our support of theseactions is part of our strategy to achieve our own internal climate transition plan.
Specify the policy, law, or regulation on which your organization is engaging with policy makers
We partner with RE100 to communicate the compelling business case for renewables to companies, utilities, market operators, policymakers and other key influencers.
Category of policy, law, or regulation that may impact the climate
Climate change mitigation
Focus area of policy, law, or regulation that may impact the climate
Renewable energy generation
Policy, law, or regulation geographic coverage
GlobalCountry/area/region the policy, law, or regulation applies to<Not Applicable>
Your organization’s position on the policy, law, or regulation
Support with no exceptions
Description of engagement with policy makers
We partner with RE100 to communicate the compelling business case for renewables to companies, utilities, market operators, policymakers and other key influencers.
Details of exceptions (if applicable) and your organization’s proposed alternative approach to the policy, law or regulation<Not Applicable>
Have you evaluated whether your organization’s engagement on this policy, law, or regulation is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Please explain whether this policy, law or regulation is central to the achievement of your climate transition plan and, if so, how?
This effort aligns with leading global climate change action ambitions, serving to both mitigate and adapt to projected climate change scenarios. Our support of theseactions is part of our strategy to achieve our own internal climate transition plan.
Specify the policy, law, or regulation on which your organization is engaging with policy makers
Starbucks is a founding member of Ceres’ Policy Network BICEP, which advocates for policies across all levels of government to advance renewable energy and fuelefficiency standards, implement sustainable transportation policies, invest in clean power sources, and achieve the goals of the Paris Agreement.
Category of policy, law, or regulation that may impact the climate
Climate change mitigation
Focus area of policy, law, or regulation that may impact the climate
Renewable energy generation
Policy, law, or regulation geographic coverage
National
Country/area/region the policy, law, or regulation applies toUnited States of AmericaYour organization’s position on the policy, law, or regulation
Support with no exceptions
Description of engagement with policy makers
Starbucks is a founding member of Ceres’ Policy Network BICEP, as well as a member of the Ceres Company Network, which provides company members with access toexperts and a range of peers and stakeholders, including investors and policymakers, to gain various perspectives and guidance in sustainability.
Details of exceptions (if applicable) and your organization’s proposed alternative approach to the policy, law or regulation<Not Applicable>
Have you evaluated whether your organization’s engagement on this policy, law, or regulation is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Please explain whether this policy, law or regulation is central to the achievement of your climate transition plan and, if so, how?
This effort aligns with leading global climate change action ambitions, serving to both mitigate and adapt to projected climate change scenarios. Our support of theseactions is part of our strategy to achieve our own internal climate transition plan.
Specify the policy, law, or regulation on which your organization is engaging with policy makers
Starbucks and The Starbucks Foundation are working with Ocean Conservancy to leverage their employee network and community partnerships in the global effort towards
a plastic-free ocean. Given their commitments to promote recycling and decrease waste within their business, Starbucks joined the Trash Free Seas Alliance® to contributepolicy support and upstream solutions that can further reduce the amount of plastic entering our ocean. As a partner of the Ocean Conservancy, Starbucks helps back thefight for marine debris funding, promotes ocean acidification research, and supports key provisions of the Magnuson Stevens Act.
Category of policy, law, or regulation that may impact the climate
Climate change mitigation
Focus area of policy, law, or regulation that may impact the climate
Other, please specify (Adaptation and/or resilience to climate change)
Policy, law, or regulation geographic coverage
GlobalCountry/area/region the policy, law, or regulation applies to<Not Applicable>

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Your organization’s position on the policy, law, or regulation
Support with no exceptions
Description of engagement with policy makers
We have been strategic partners with the Ocean Conservancy since 2018 as a Living Waters Partner for the International Coastal Cleanup. Starbucks contributes as part of
the global movement to keep the world’s beaches, waterways and the ocean clean, healthy and thriving.
Details of exceptions (if applicable) and your organization’s proposed alternative approach to the policy, law or regulation<Not Applicable>
Have you evaluated whether your organization’s engagement on this policy, law, or regulation is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Please explain whether this policy, law or regulation is central to the achievement of your climate transition plan and, if so, how?
This effort aligns with leading global climate change action ambitions, serving to both mitigate and adapt to projected climate change scenarios. Our support of theseactions is part of our strategy to achieve our own internal climate transition plan.

C12.3b
(C12.3b) Provide details of the trade associations your organization is a member of, or engages with, which are likely to take a position on any policy, law or
regulation that may impact the climate.
Trade association
Other, please specify (Retail Industry Leaders Association)
Is your organization’s position on climate change policy consistent with theirs?
Consistent
Has your organization attempted to influence their position in the reporting year?
Yes, we publicly promoted their current position
Describe how your organization’s position is consistent with or differs from the trade association’s position, and any actions taken to influence their position
RILA and its members firmly believe that, in order to protect communities and economies around the world from the most disruptive impacts of climate change, effective andpragmatic public policy by the appropriate branches of U.S. government and regulatory agencies is necessary. Therefore, RILA and its members are ready and eager topartner with all relevant U.S. policymakers and government officials, including the SEC, as they look to take proactive actions consistent with their scope of authority in theimportant fight against climate change. RILA and its members fully support the SEC’s goals of providing investors with “consistent, comparable, and reliable— and therefore
decision-useful—information” about the actual and potential impacts of climate change on an issuer’s business and the U.S. and global environment in which it operates
when such information is material to an issuer, or to an investor’s investment or voting decisions. As a member Starbucks has been involved and provided input into RILA’s
development of comment to the SEC regarding proposed climate change disclosure requirements.
Funding figure your organization provided to this trade association in the reporting year (currency as selected in C0.4)
0Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned

C12.4

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(C12.4) Have you published information about your organization’s response to climate change and GHG emissions performance for this reporting year in places
other than in your CDP response? If so, please attach the publication(s).
Publication
In mainstream reports
StatusComplete
Attach the document
SBUX 2023 Proxy Statement-1.pdf
Page/Section reference
Pages 25-36. 40-71
Content elements
Governance
Strategy
Risks & opportunities
Emission targets
Other metrics
Comment
Also see our Annual Report and GESI reports.
Publication
In mainstream reports
StatusComplete
Attach the document
SBUX 2023 10-K-1.pdf
Page/Section reference
Pages 2-10, 19-20
Content elements
Strategy
Risks & opportunities
Comment
N/A
Publication
In voluntary sustainability report
StatusComplete
Attach the document
Starbucks-2022-Global-Environmental-and-Social-Impact-Report.pdf
Page/Section reference
Planet: 31-45
Supporting documents starting 64
Content elements
Governance
Strategy
Risks & opportunities
Emissions figures
Emission targets
Other metrics
Comment
Also see our Annual Report and GESI reports.

C12.5(C12.5) Indicate the collaborative frameworks, initiatives and/or commitments related to environmental issues for which you are a signatory/member.
Environmental collaborative
framework, initiative and/or
commitment
Row UN Global Compact
1
We Are Still In

Describe your organization’s role within each framework, initiative and/or commitment

Starbucks has been an active participant in the UN Global Compact since 2004, joining more than 15,000 companies committed to doing business responsibly with strategies
and operations aligned with the 10 Principles on human rights, labor, environment, and anti-corruption, and take strategic actions to advance broader societal goals.
https://unglobalcompact.org/what-is-gc/mission
Starbucks contributes to We Are Still In, a joint declaration of support for climate action, signed by more than 3,750 CEOs, mayors, governors, college presidents, businesses
and others. The organizations they represent comprise the largest and most diverse coalition of actors ever established in pursuit of climate action, specifically in support ofclimate action to meet the Paris Agreement.

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C15. Biodiversity

C15.1(C15.1) Is there board-level oversight and/or executive management-level responsibility for biodiversity-related issues within your organization?
Board-level
Description of oversight and objectives relating to biodiversity
oversight
and/orexecutive
managementlevel
responsibility
forbiodiversityrelated
issuesRow Yes, both1
board-level
oversight andexecutive
managementlevel
responsibility

Scope ofboardlevel
oversight

The Nominating and Corporate Governance Committee is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes the <Not
responsibility to annually review and assess the effectiveness of the Company’s environmental and social responsibility policies, goals and programs through the annual global
Applicabl
environmental and social impact report and make recommendations as deemed appropriate based on such review and assessment. An example of a biodiversity-related decision e>
made by the Nominating and Corporate Governance Committee in 2020 was the approval to expand our enterprise water target. In January 2020, Starbucks set an ambitious goal
to conserve or replenish 50% of water used in green coffee production in our direct operations, as part of the company’s multi-decade commitment to become a resource positive
company. In August 2021, Starbucks expanded this goal to include global operations, agricultural supply chain, and packaging, increasing the projected water conserved or
replenished and addressing some of the biggest impacts on Starbucks water footprint. In addition, Starbucks will also prioritize action in high-risk basins to support watershed healthand actively address ecosystem resilience and water equity. Together, with the World Wildlife Fund (WWF) and by leveraging their risk assessment tool, we have prioritized thehighest risk basins where immediate action is needed to build climate resilience and support long-term water security. Starbucks will begin with projects in the highest risk basins,
based on the water issues and risks faced by communities and landscapes in areas where Starbucks sources and operates. Initially, this will include: Magdalena (Colombia), theBasin of the Piracicaba, Capivari and Jundiaí rivers (Brazil), Yangtze (China), Mexico City (Mexico), San Joaquin (US), Rio Bravo (US and Mexico), and Mississippi (US).

C15.2(C15.2) Has your organization made a public commitment and/or endorsed any initiatives related to biodiversity?
Indicate whether your organization made a public commitment or endorsed any initiatives
related to biodiversity
Row Yes, we have made public commitments and publicly endorsed initiatives related to biodiversity
1

Biodiversity-related public commitments

Initiatives endorsed

Other, please specify (Coffee and Farmer Equity (C.A.F.E.) Other, please specify (UN Water Resilience
Practices) )Coalition)

C15.3

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(C15.3) Does your organization assess the impacts and dependencies of its value chain on biodiversity?
Impacts on biodiversity
Indicate whether your organization undertakes this type of assessment
Yes
Value chain stage(s) covered
Upstream
Portfolio activity<Not Applicable>
Tools and methods to assess impacts and/or dependencies on biodiversity
Other, please specify (CAFE Practices)
Please explain how the tools and methods are implemented and provide an indication of the associated outcome(s)C.A.F.E. Practices, a framework we developed with Conservation International, establishes economic transparency and quality as pre-requisites for participation. Suppliersmust meet Starbucks quality requirements and submit evidence of payments made throughout the coffee supply chain to demonstrate how much of the price that is paid forgreen coffee gets to the farmer. Moreover, the program evaluates social practices such as hiring methods and conditions, and good labor practices, environmental practices
such as conservation practices related to soil, water and biodiversity, and good environmental management. On mills, the program evaluates water and energy
conservation and waste management
At least 99.9% of C.A.F.E Practices farms have not converted forest into coffee production (since 2004) in the period 2017-2021, which is important to ensure that farmers
are not expanding production at the cost of forests.
Dependencies on biodiversity
Indicate whether your organization undertakes this type of assessment
Yes
Value chain stage(s) covered
Upstream
Portfolio activity<Not Applicable>
Tools and methods to assess impacts and/or dependencies on biodiversity
No biodiversity assessment tools/methods used
Please explain how the tools and methods are implemented and provide an indication of the associated outcome(s)<Not Applicable>

C15.4(C15.4) Does your organization have activities located in or near to biodiversity- sensitive areas in the reporting year?
Not assessed

C15.5(C15.5) What actions has your organization taken in the reporting year to progress your biodiversity-related commitments?
Have you taken any actions in the reporting period to progress your biodiversity-related commitments?
Row 1 Yes, we are taking actions to progress our biodiversity-related commitments

Type of action taken to progress biodiversity- related commitments
Land/water protection
Land/water management
Species management
Education & awarenessLivelihood, economic & other incentives

C15.6(C15.6) Does your organization use biodiversity indicators to monitor performance across its activities?

Row 1

Does your organization use indicators to monitor biodiversity performance?

Indicators used to monitor biodiversity performance

Yes, we use indicators

Other, please specify (CAFE Practices indicators)

C15.7

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(C15.7) Have you published information about your organization’s response to biodiversity-related issues for this reporting year in places other than in your CDP
response? If so, please attach the publication(s).
Report typeContent elements

Attach the document and indicate where in the document the relevant biodiversity information
is locatedIn mainstream financial reports

Governance
Risks and opportunities

https://s22.q4cdn.com/869488222/files/doc_financials/2023/ar/Starbucks-2023-Proxy-Statement.pdf

In voluntary sustainability report or other voluntarycommunications

Content of biodiversity-related policies orcommitments
GovernanceImpacts on biodiversity
Risks and opportunities

https://stories.starbucks.com/uploads/2023/06/Starbucks-2022-Global-Environmental-and-SocialImpact-Report.pdf

C16. Signoff

C-FI(C-FI) Use this field to provide any additional information or context that you feel is relevant to your organization's response. Please note that this field is optional
and is not scored.

C16.1(C16.1) Provide details for the person that has signed off (approved) your CDP climate change response.

Row 1

Job title

Corresponding job category

VP, Chief Sustainability Officer (CSO)

Chief Sustainability Officer (CSO)

SC. Supply chain module

SC0.0(SC0.0) If you would like to do so, please provide a separate introduction to this module.

SC0.1(SC0.1) What is your company’s annual revenue for the stated reporting period?
Annual Revenue
Row 1

SC1.1
(SC1.1) Allocate your emissions to your customers listed below according to the goods or services you have sold them in this reporting period.

SC1.2(SC1.2) Where published information has been used in completing SC1.1, please provide a reference(s).

SC1.3(SC1.3) What are the challenges in allocating emissions to different customers, and what would help you to overcome these challenges?
Allocation challenges

Please explain what would help you overcome these challenges

Please select

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SC1.4(SC1.4) Do you plan to develop your capabilities to allocate emissions to your customers in the future?
Please selectSC2.1(SC2.1) Please propose any mutually beneficial climate-related projects you could collaborate on with specific CDP Supply Chain members.

SC2.2(SC2.2) Have requests or initiatives by CDP Supply Chain members prompted your organization to take organizational-level emissions reduction initiatives?

SC4.1(SC4.1) Are you providing product level data for your organization’s goods or services?

Submit your response
In which language are you submitting your response?
EnglishPlease confirm how your response should be handled by CDP

Please select your submission options

I understand that my response will be shared with all requesting stakeholders

Response permission

Yes

PublicPlease confirm below
I have read and accept the applicable Terms

CDP

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Starbucks Corporation - Water Security 2023
W0. Introduction

W0.1(W0.1) Give a general description of and introduction to your organization.

Starbucks is the premier roaster, marketer, and retailer of specialty coffee in the world. Beginning in 1971, we were a roaster and retailer of whole bean and ground coffee,
tea, and spices with a single store in Seattle’s Pike Place Market. Today, we are privileged to connect with millions of customers every day with exceptional products andmore than 35,000 retail stores in 83 markets. Formed in 1985, Starbucks Corporation’s common stock trades on the NASDAQ Global Select Market (“NASDAQ”) under thesymbol “SBUX.” Our objective is to maintain standing as one of the most recognized and respected brands in the world. To achieve this, we are focused on streamlining thebusiness, driving growth in the U.S. and China, and expanding our global reach through the Global Coffee Alliance. Guided by our Mission and Values, our long-term plan forgrowth with focus and discipline is built on the belief that the pursuit of profit is not in conflict with the pursuit of doing good. Our employees, who we call partners, are at theheart of the Starbucks Experience. Beginning in 1991, we turned Starbucks employees into partners by providing the opportunity to share in the financial success of thecompany through Starbucks stock. Our collective efforts to build a more open, equitable and inclusive company enable us to learn, adapt, and grow. It is in our collective
efforts that will determine our place as a great and enduring company, one that recognizes our responsibility as more than just making a profit.

At Starbucks, our vision to date regarding the health of the environment has been simple: sustainable coffee, served sustainably. Grounded in a history of sustainable
leadership as we celebrated our 50th anniversary in fiscal 2021, we look to the future under the leadership of our chief sustainability officer with a heightened sense ofurgency and conviction. We must challenge ourselves, think bigger, partner with others and do much more to take care of the planet we share. We realize the climate crisis is
inextricably intertwined with the other historic crises we are grappling with, among them a global pandemic, economic inequality, and systemic racism. We agree with
scientific experts who say without drastic action from everyone – governments, companies, all of us – trying to adapt to the impacts of climate change in the future will become
increasingly difficult and costly. The impacts of climate change will take a toll on our supply chains, our business and more importantly, the lives of everyone involved,
including coffee farmers, our suppliers, Starbucks partners (employees), customers and the members of every community we serve. We also know that leadership insustainability takes commitment, investment, innovation, partnership, and time. For these reasons, in FY21, rooted in science, grounded in Starbucks Mission and Values,
and informed by comprehensive market research and trials, Starbucks finalized 2030 environmental goals to cut our carbon, water and waste footprints by half, working froma FY19 baseline. Since that time, Starbucks carbon goal has been validated as science-based from the Science Based Targets Initiative (“SBTi”). The SBTi has confirmedthat the scope 1 and scope 2 portions of our 2030 carbon target are aligned with a 1.5°C pathway, the most ambitious level they validate. Starbucks also expanded its goal toconserve or replenish 50% of water used in green coffee production in our direct operations to include global operations, agricultural supply chain and packaging, increasing
the projected water conserved or replenished and addressing some of the biggest impacts on Starbucks’s water footprint. Together, we are building Starbucks to be a great
enduring company by staying true to our Mission & Values while boldly reimagining the future -- for our partners, our customers, and for our planet.

Starbucks 2022 Fiscal Year began October 4, 2021, and ended October 2, 2022.

W0.2(W0.2) State the start and end date of the year for which you are reporting data.

Reporting year

Start dateEnd date

October 1 2021

September 30 2022

W0.3
(W0.3) Select the countries/areas in which you operate.
Austria
Canada
China
Italy
Japan
Netherlands
Switzerland
United Kingdom of Great Britain and Northern Ireland
United States of America

W0.4(W0.4) Select the currency used for all financial information disclosed throughout your response.
USD

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Page 1 of 25

W0.5(W0.5) Select the option that best describes the reporting boundary for companies, entities, or groups for which water impacts on your business are being
reported.
Companies, entities or groups over which operational control is exercised

W0.6(W0.6) Within this boundary, are there any geographies, facilities, water aspects, or other exclusions from your disclosure?
No

W0.7(W0.7) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.)?
Indicate whether you are able to provide a unique identifier for your organization.

Provide your unique identifier

Yes, an ISIN code

US8552441094

W1. Current state

W1.1(W1.1) Rate the importance (current and future) of water quality and water quantity to the success of your business.
Direct use Indirect
Please explain
importance use
ratingimportance
rating
SufficientVitalamounts ofgood quality
freshwater
available foruse

Important

Direct Operations: Freshwater is primarily used in our retail products, manufacturing, and sanitation and hygiene processes. It is considered vital to our operations because it
is a key ingredient in our beverages and a necessity for operating our stores and other direct operations. We expect future water dependency in our direct operations will
decrease as we strive towards our goal to conserve or replenish 50% of water withdrawal from our direct operations. Indirect Operations: Freshwater is primarily used in theoperations of our licensed stores and throughout our supply chain, including in retail products, manufacturing, and sanitation and hygiene processes, as well as in the
agricultural process of coffee and other commodities. Freshwater is important in the indirect operations of our licensed stores and in our supply chain, especially in thecultivation of coffee and other agricultural commodities which our Company relies on. We expect future freshwater dependency to increase in our indirect operations as
droughts and increased temperatures begin to increasingly impact the sensitive bioregions our key commodities are grown in.

SufficientNot veryamounts of important
recycled,
brackishand/orproducedwater
available foruse

Important

Direct Operations: We do not currently use recycled, brackish, and/or produced water in our store operations so it is considered not very important to the success of ourbusiness. We expect future recycled, brackish, or produced water dependency to increase as we continue with our goal to build and operate 10,000 stores in the Greener
Stores framework, which highlights water efficiency and innovation, globally by 2025. Indirect Operation: In our indirect operations, water is an important input to coffee andother agricultural commodity production, and water recycling can support conservation efforts. The primary use of recycled, brackish, and produced water in our indirect
operations is put towards irrigation and water efficiency efforts. We expect future recycled, brackish, or produced water dependency to increase as operations as droughts
and increased temperatures begin to increasingly impact the sensitive bioregions our key commodities are grown in. We plan to continue to invest in regenerative agriculture,reforestation, forest conservation and water replenishment in our supply chain.

W1.2

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(W1.2) Across all your operations, what proportion of the following water aspects are regularly measured and monitored?
% ofFrequency of Method of measurementsites/facilities/operations measurement

Please explain

Water withdrawals – total volumes

100%

Monthly

We track our water withdrawals monthly
We track our water withdrawals monthly through water bills. Where stores arethrough water bills. Where stores are not sub- not sub-metered or directly billed to us, we estimate our water use for thosemetered or directly billed to us, we estimate stores.
our water use for those stores.

Water withdrawals – volumes by source

100%

Monthly

We track our water withdrawals by sourcemonthly through water bills.

Starbucks water withdrawals are from third-party sources, such as municipal
water supplies. Where stores are not sub-metered or directly billed to us, weestimate our water use for those stores.

Entrained water associated with yourmetals & mining and/or coal sector
activities - total volumes [only metals andmining and coal sectors]<Not Applicable><Not
Applicable><Not Applicable><Not Applicable>

Produced water associated with your oil & <Not Applicable>
gas sector activities - total volumes [onlyoil and gas sector]<Not
Applicable><Not Applicable><Not Applicable>

Water withdrawals quality

100%

Monthly

Water withdrawal quality is regularly
measured and monitored via our water utility
providers.

Utility providers are responsible for providing good quality fresh water thatmeets or exceeds local regulatory requirements and Starbucks’ productquality standards.

Water discharges – total volumes

100%

Monthly

We track our water discharge by source
Stores/facilities receive water bills from the local municipal suppliers, tracking
monthly through water bills. Where stores are water withdrawal from the municipal supply. As with households, stores do
not sub-metered or directly billed to us, we
not measure actual sewer discharges to sanitary sewer, so we are billed for
estimate our water discharge for those stores. discharge at the withdrawal volume.

Water discharges – volumes bydestination

100%

Monthly

We track our water discharge by source
Starbucks facilities are connected to third-party sewer systems. As withmonthly through water bills. Where stores are households, stores/facilities do not measure actual sewer discharges tonot sub-metered or directly billed to us, wesanitary sewer, so we are billed for discharge at the withdrawal volume.
estimate our water discharge for those stores.

Water discharges – volumes by treatment 100%
methodMonthly

Water discharge from 100% of our sites goes Starbucks facilities are connected to third-party sewer systems who areto local treatment facilities on a regular basis. responsible for treatment methods applied before returning to theenvironment.

Water discharge quality – by standard
effluent parameters

Less than 1%

YearlyWhere applicable, manufacturing facilities
track discharged water/effluents, including
Biological Oxygen Demand (BOD).

Where applicable, manufacturing facilities track discharged water/effluents,
including Biological Oxygen Demand (BOD).

Water discharge quality – emissions towater (nitrates, phosphates, pesticides,
and/or other priority substances)

Not relevant<Not
Applicable><Not Applicable>

Starbucks does not discharge any emissions to water.

Water discharge quality – temperature

Not relevant<Not
Applicable><Not Applicable>

The temperature of water discharge quality is not relevant to our regularly
measured and monitored water aspects because It is not expected that thiswater aspect will become relevant in the future.

Water consumption – total volume

Not monitored<Not
Applicable><Not Applicable>

Total volume of water consumption is not monitored. We currently do nottrack how much of our water goes into beverages. It is not expected that thiswater aspect will become monitored in the future.

Water recycled/reused

Less than 1%

YearlySome process water reclamation quantities in Some process water reclamation quantities in manufacturing facilities are
manufacturing facilities are monitored.
monitored.

The provision of fully-functioning, safely
managed WASH services to all workers

100%

Continuously

All our stores and facilities, including
manufacturing, provide WASH services forpartners (employees) and customers.

Starbucks recognizes access to clean and safe water as universal right thatis critical to the health and safety of our communities. Our C.A.F.E. Practices
program and other supplier management programs require WASH services
for their employees and is confirmed in regular compliance audits.

W1.2b(W1.2b) What are the total volumes of water withdrawn, discharged, and consumed across all your operations, how do they compare to the previous reporting
year, and how are they forecasted to change?
VolumeComparison Primary reason(megaliters/year) withfor comparison
previous
with previous
reportingreporting year
year
Total
withdrawals

23867

FivePrimary reason
year
for forecast
forecast

Please explain

HigherIncrease/decrease Lowerin businessactivity

Increase/decrease Water use in our direct operations increased by approximately 5.6% in FY22 compared to FY21. At this stage in ourin efficiency
journey towards significant operational withdrawal reductions, an increase between FY22 and FY21 is expected,
especially as business activity continues to recover following the COVID-19 pandemic. While we continue toresume normal operations following the pandemic, we expect operational water withdrawals to increase. Water
withdrawals also increased in FY22 due to increased purchasing of key commodities, including packaging, nondairy milk products, food, and tea. Looking towards our long-term 2030 goals, we expect withdrawals to peakduring this recovery phase and then decrease as we make progress on our goal to conserve or replenish 50% ofwater used in green coffee production in our direct operations through water efficiency upgrades and improvements
to our measurement systems.

Totaldischarges

PleaseselectPlease selectPleaseselectPlease selectStores/facilities receive water bills from the local municipal suppliers, tracking water withdrawal from the municipal
supply. As with households, stores do not measure actual sewer discharges to sanitary sewer, so we are billed fordischarge at the withdrawal volume.

Total
consumption

PleaseselectPlease selectPleaseselectPlease selectTotal volume of water consumption is not monitored. We currently do not track how much of our water goes into
beverages. It is not expected that this water aspect will become monitored in the future.

W1.2d

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Page 3 of 25

(W1.2d) Indicate whether water is withdrawn from areas with water stress, provide the proportion, how it compares with the previous reporting year, and how it isforecasted to change.
Withdrawals
are from
areas withwater stress
Row Yes1%
withdrawn
from areas
with water
stressComparison Primary reason
withfor comparison
previous
with previous
reportingreporting year
year

26-50

About thesame

FivePrimary reason
year
for forecast
forecast

Increase/decrease Lowerin business activity

Identification Please explain
tool

Increase/decrease WRI
in efficiency
AqueductStarbucks used WRI Aqueduct to measure the baseline water stress at company-owned facilities
and licensed stores, following corporate water stewardship best practice. WRI Aqueduct
measures overall water risk by location; including water stress, riverine flood risk, coastal floodrisk, drought risk and other physical, regulatory, and reputational indicators.
In this assessment, water stressed areas were defined as areas with high or extremely highbaseline water stress. Annual water withdrawals for each location were measured or estimated.
The sum of water withdrawals for areas with high or extremely high baseline water stress was
divided by the total company water withdrawal to determine the percent withdrawn from water
stressed areas.

W1.2h(W1.2h) Provide total water withdrawal data by source.
Relevance Volume
Comparison Primary reason(megaliters/year) withfor comparison
previous
with previous
reportingreporting year
year

Please explain

Fresh surface
water, including
rainwater, waterfrom wetlands,
rivers, and lakes

Notrelevant<Not Applicable> <Not
Applicable><Not Applicable>

Starbucks withdraws water strictly from local water utilities or similar relevant entities. We do not directly withdraw water from
fresh surface water sources.

Brackish surface
water/SeawaterNot
relevant<Not Applicable> <Not
Applicable><Not Applicable>

Starbucks withdraws water strictly from local water utilities or similar relevant entities. We do not directly withdraw water frombrackish surface water or seawater sources.

Groundwater –renewableNot
relevant<Not Applicable> <Not
Applicable><Not Applicable>

Renewable groundwater is not considered relevant to our water withdrawal data as Starbucks withdraws water strictly fromlocal water utilities or similar relevant entities.

Groundwater –non-renewableNot
relevant<Not Applicable> <Not
Applicable><Not Applicable>

Non-renewable groundwater is not considered relevant to our water withdrawal data as Starbucks withdraws water strictlyfrom local water utilities or similar relevant entities.

Produced/Entrained Not
water
relevant<Not Applicable> <Not
Applicable><Not Applicable>

Starbucks withdraws water strictly from local water utilities or similar relevant entities. We do not directly withdraw water fromproduced/entrained water sources.

Third party sources Relevant

23867

Increase/decrease Water use in our direct operations increased by approximately 5.6% in FY22 compared to FY21. At this stage in our journeyin businesstowards significant operational withdrawal reductions, an increase between FY22 and FY21 is expected, especially as
activitybusiness activity continues to recover following the COVID-19 pandemic. While we continue to resume normal operations
following the pandemic, we expect operational water withdrawals to increase. Water withdrawals also increased in FY22 due
to increased purchasing of key commodities, including packaging, non-dairy milk products, food, and tea. Looking towards
our long-term 2030 goals, we expect withdrawals to peak during this recovery phase and then decrease as we make progresson our goal to conserve or replenish 50% of water used in green coffee production in our direct operations through water
efficiency upgrades and improvements to our measurement systems.

Higher

W1.2i(W1.2i) Provide total water discharge data by destination.
Relevance Volume
Comparison with(megaliters/year) previous reportingyear

Primary reason forcomparison with previous
reporting year

Fresh surface
water

Not
relevant<Not Applicable> <Not Applicable><Not Applicable>

Brackishsurfacewater/seawaterNot
relevant<Not Applicable> <Not Applicable><Not Applicable>

GroundwaterNot
relevant<Not Applicable> <Not Applicable><Not Applicable>

Third-party
destinations

Relevant

HigherPlease explain

Increase/decrease in business Starbucks facilities are connected to third-party sewer systems. As with households, stores/facilities do not
activity
measure actual sewer discharges to sanitary sewer, so we are billed for discharge at the withdrawal volume.

W1.2j

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Page 4 of 25

(W1.2j) Within your direct operations, indicate the highest level(s) to which you treat your discharge.
Relevance Volume
Comparisonof(megaliters/year) of treatedtreatment
volume withlevel topreviousdischarge
reporting year

Primary reason
for comparison
with previous
reporting year

% of your
Please explainsites/facilities/operations
this volume applies to

Tertiarytreatment

Not
relevant<Not Applicable> <Not
Applicable><Not Applicable><Not Applicable>

Secondarytreatment

Not
relevant<Not Applicable> <Not
Applicable><Not Applicable><Not Applicable>

PrimaryNottreatment only relevant<Not Applicable> <Not
Applicable><Not Applicable><Not Applicable>

Discharge tothe naturalenvironment
without
treatment

Not
relevant<Not Applicable> <Not
Applicable><Not Applicable><Not Applicable>

Discharge toa third party
without
treatment

Relevant

Other

Not
relevant

Higher<Not Applicable> <Not
Applicable>

Increase/decrease Unknown
in businessactivity<Not Applicable>

Starbucks facilities are connected to third-party sewer systems. As with households, stores/facilities
do not measure actual sewer discharges to sanitary sewer, so we are billed for discharge at thewithdrawal volume. Because Starbucks does not use any substances that would warrant treatment,
all of company-operated volumes are discharged without treatment and do not have to company
with any regulatory or voluntary standards.

<Not Applicable>

W1.3(W1.3) Provide a figure for your organization’s total water withdrawal efficiency.
Revenue Total water
withdrawal
volume(megaliters)
Row 3277400 23867
1
0000

Total
Anticipated forward trend
water
withdrawal
efficiency
1373193.1 In 2020, Starbucks set an ambitious goal to conserve or replenish 50% of water used in green coffee production in our direct operations. In 2021, we expanded this goal
1182805
to include global operations, agricultural supply chain, and packaging, increasing the projected water conserved or replenished. We expect long-term revenue andincome growth; revenue should stay consistent or increase. We anticipate our total water withdrawal efficiency to increase alongside our stewardship and growthtargets.

W1.4(W1.4) Do any of your products contain substances classified as hazardous by a regulatory authority?

Row 1

Products contain hazardous substances

Comment

No

N/A

W1.5
(W1.5) Do you engage with your value chain on water-related issues?
Engagement

Primary reason for no engagement

Please explain

Suppliers

Yes<Not Applicable><Not Applicable>

Other value chain partners (e.g., customers)

Yes<Not Applicable><Not Applicable>

W1.5a

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(W1.5a) Do you assess your suppliers according to their impact on water security?
Row 1
Assessment of supplier impact
Yes, we assess the impact of our suppliers
Considered in assessment
Supplier dependence on water
Supplier impacts on water availability
Supplier impacts on water quality
Number of suppliers identified as having a substantive impact% of total suppliers identified as having a substantive impact
Please explain
We require our coffee suppliers to report on water management on the farm and processing mills under our C.A.F.E. Practices sourcing program because water usage andquality has a direct impact on the unique ecosystems that are suitable for growing coffee. Suppliers are incentivized to report as Starbucks is committed to 100% ethicallysourced coffee in partnership with Conservation International. Those that fail to report or be successfully audited risk losing their supplier relationship with Starbucks, theworld’s largest coffeehouse company. Starbucks pays premiums that support farmer profitability above commercial market price. These premiums are driven by the fact webuy premium quality coffee that is verified as ethically sourced by C.A.F.E. Practice standards. We also pay additional premiums to reward supply chains that reach thehighest performance level and show continuous improvement in C.A.F.E. Practices.

W1.5b(W1.5b) Do your suppliers have to meet water-related requirements as part of your organization’s purchasing process?

Row 1

Suppliers have to meet specific water-related requirements

Comment

Yes, water-related requirements are included in our supplier contracts<Not Applicable>

W1.5c(W1.5c) Provide details of the water-related requirements that suppliers have to meet as part of your organization’s purchasing process, and the compliancemeasures in place.
Water-related requirement
Other, please specify (C.A.F.E Practices)% of suppliers with a substantive impact required to comply with this water-related requirement
76-99% of suppliers with a substantive impact in compliance with this water-related requirement
Please selectMechanisms for monitoring compliance with this water-related requirement
Off-site third-party audit
Response to supplier non-compliance with this water-related requirement
Retain and engage
Comment
We are continuously improving this program by working with groups such as Conservation International to measure the true impact our purchasing programs have onparticipating farmers, producers, and communities touched by our business. When Starbucks is notified of zero tolerance violations, we take immediate action, conducting
an investigation which could lead to suspending the commercial relationship with a farm until the case has been clarified. The implementation of a corrective action plan andthe actual correction of any zero tolerance criteria is then re-evaluated by an approved third-party verification organization. Evidence shows that farmers participating in the
program have higher productivity than the country averages. which has helped Starbucks create a long-term supply of high-quality coffee while positively impacting the livesof coffee farmers and their communities.

W1.5d

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(W1.5d) Provide details of any other water-related supplier engagement activity.
Type of engagement
Incentivization
Details of engagement
Incentivize demonstrable progress against targets on water withdrawals in your supplier relationship management
Offer financial incentives to suppliers reducing your operational water impacts through the products they supply to you
Offer financial incentives to suppliers improving water management and stewardship across their own operations and supply chain% of suppliers by number
76-99% of suppliers with a substantive impact
Please selectRationale for your engagement
Traditional coffee processing is water intensive. With 200,000 wet mills in Starbucks C.A.F.E. Practice supply chain, Starbucks has an opportunity to conserve water by
ensuring farmers have access to more environmentally friendly machines, which also standardizes quality and increases processing efficiency for farmers. Coffee andFarmer Equity (C.A.F.E.) Practices is a coffee verification program that is used by Starbucks to ensure ethical sourcing of coffee since 2004. For the past 20 years
Starbucks and Conservation International (CI) have worked together to promote cultivation of coffee in a manner that protects biodiversity and improves the livelihood ofcoffee farmers. The partnership is focused on supporting growers of shade coffee in areas of high biodiversity and promoting the use of environmentally sustainableagricultural practices.
Wet mills are used in C.A.F.E. Practices supply chains to separate the fruit of the coffee cherry from the coffee bean. By using eco-wet mills, Starbucks has an opportunity
to conserve water by ensuring farmers have access to more environmentally friendly machines, which also standardizes quality and increases processing efficiency forfarmers.
Impact of the engagement and measures of success
The C.A.F.E Practices environmental leadership portion of verification evaluates coffee farms on soil, water and biodiversity conservation practices and good environmental
management. Our measures of success are the productivity of participating farmers and the percentage of certified suppliers. Evidence shows that farmers participating in
the program have higher productivity than the country averages. which has helped Starbucks create a long-term supply of high-quality coffee while positively impacting the
lives of coffee farmers and their communities. In FY22, we achieved 98.2% ethically sourced coffee as verified through C.A.F.E. Practices. Other measures of successinclude the extent of wet mill best practices of participating farms and investment in water efficiency innovation. On mills, the program evaluates water and energy
conservation as well as waste management and good labor practices. 95% is the annual average of C.A.F.E. Practices large and medium farms maintaining buffer zones
alongside all water bodies in the period 2017-2019. 92.5% is the annual average of C.A.F.E. Practices wet mills managing solid wastes in a way that do not contaminate thelocal environment. 90.1% is the annual average of C.A.F.E. Practices wet mills composting by-product. Conserving water by directly investing in new ecological wet mills(eco-mills) for C.A.F.E. Practice farms. In FY21, Starbucks contracted more than 1,200 eco-mills that have been distributed to coffee farms in Guatemala, Mexico, Peru,
Kenya, and Rwanda. In FY22, Starbucks contracted additional centralized eco-mills, expanding the scope of the effort to additional countries including Honduras andUganda. The preliminary results have demonstrated up to 90% water savings is possible in coffee processing using the new equipment.
Investing to make current water processing technology and machinery even more efficient. Through Starbucks Tryer Center, we are working with suppliers to explore
improvements to existing water processing machinery and technology. Through our Farmer Support Centers, we are conducting research and gathering insights fromfarmers to inform future machine design and operations. In FY22, we have been working with our suppliers to evaluate any impact that changes to processing may have on
quality. Results are showing that eliminating traditional fermentation and the use of water saving equipment is not impacting coffee quality in the countries where we are
deploying new equipment.
Comment
Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see minor pandemic related impacts continue in FY22 though significant
improvements were seen from the previous year
Type of engagement
Innovation & collaboration
Details of engagement
Encourage/incentivize innovation to reduce water impacts in products and services
Encourage/incentivize suppliers to work collaboratively with other users in their river basins toward sustainable water management
Educate suppliers about water stewardship and collaboration% of suppliers by number
Please select% of suppliers with a substantive impact
Please selectRationale for your engagement
Land-use change and deforestation are among the greatest climate risks facing the coffee industry. We are committed to pursuing zero net deforestation across our coffee
supply chain. Building on initiatives launched in FY21 with Conservation International in Huila, Colombia and San Martin, Peru, Starbucks continued its efforts to protect
and restore critical forests that coffee communities depend on in FY22.
Impact of the engagement and measures of successWorking with more than 16 coffee farming communities, Starbucks and Conservation International supported training and education for farmers on more sustainable
practices and helped farmers monitor carbon and water impacts on and around their farms. The goal of these projects is not only to achieve carbon neutrality, but also toenhance freshwater ecosystems and biodiversity. Our support of farmers extends into the community as we work together to build capacity of local plant nurseries, advancecommunity and stakeholder engagement, and work to improve the water quality in surrounding water sheds. Starbucks Farmer Support Centers also play an important rolein coffee communities to promote biodiversity and support restoration activities. For example, the Colombia Farmer Support Center distributed 38,000 native trees to farms
in FY22. These trees are critical to restore conservation areas, support improved shade management systems, and to protect water resources. We also engaged customers
in Colombia by offering a promotion that donated a portion of the sales of packaged coffee to purchase tree seedlings for local coffee farmers. Through this promotion,
1,500 native trees were donated to farmers located in Nariño, Colombia
Comment

W1.5e
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(W1.5e) Provide details of any water-related engagement activity with customers or other value chain partners.
Type of stakeholder
Other, please specify (Global Value Chain)
Type of engagement
Innovation & collaboration
Details of engagement
Collaborate with stakeholders on innovations to reduce water impacts in products and services
Encourage stakeholders to work collaboratively with other users in their river basins toward sustainable water management
Rationale for your engagement
From the merchandise on our shelves, to the furniture in our stores and the aprons worn by our baristas, Starbucks cares about the way in which these products are madeand about the workers who make them. Our sourcing teams work directly with a diverse set of suppliers who share our commitment to ethical sourcing and social andenvironmental standards. We are committed to conducting business responsibly and supporting the communities where we operate, from sourcing beans to delivering
coffee to your cup. Helping people thrive helps ensure the long-term sustainability of the premium products we provide. Whether it’s arabica coffee, tea, cocoa or
manufactured goods, we’re committed to offering ethically purchased and responsibly produced products of the highest quality.
As part of our FY18 environmental baseline report, we identified that 98% of our water is embedded in our indirect activities and purchases. In 2020, we announced that wewould conserve or replenish 50% of the water withdrawn from our operations and coffee production by FY30 compared to FY19. In FY22, we expanded this goal to include
global operations and licensed stores, agricultural supply chain, and packaging.
Impact of the engagement and measures of success
Our methods of engagement with our value chain range from developing farmer support initiatives to leading industry-wide collaboration. Starbucks was a founding memberof the Sustainable Coffee Challenge (SCC) in 2015 as part of an industry collaboration to make coffee the world’s first sustainable agricultural product. The challenge isconvening the sector to sustain the future supply of coffee while ensuring the prosperity and well-being of farmers and workers and conserving nature. Members, which
represent the partners that are engaged with our value chain, include coffee producers, retailers, traders, roasters, importers, industry associations, governments, donor
agencies and other NGOs that are building a roadmap for achieving a fully sustainable coffee sector. The SCC’s vision, and measures of engagement success, areembedded within the following sustainable practices: Ensure coffee contributes to improved income and profitability for the 25 million coffee producers, workers and theirfamilies; Implement sustainable agricultural practices to triple productivity on existing 10 million hectares of coffee to sustain supply and enable the sector to meet risingconsumption and the growing demand for coffee in a socially and environmentally responsible way; Prevent the clearing of one additional hectare of high conservationvalue forest or depleting other natural resources for enhanced coffee production.

W2. Business impacts

W2.1(W2.1) Has your organization experienced any detrimental water-related impacts?
No

W2.2(W2.2) In the reporting year, was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations?

Row 1

Water-related regulatory violations

Fines, enforcement orders, and/or other penalties

Comment

No<Not Applicable>

N/A

W3. Procedures

W3.1(W3.1) Does your organization identify and classify potential water pollutants associated with its activities that could have a detrimental impact on water
ecosystems or human health?

Row1

Identification and classification of potential waterpollutants

How potential water pollutants are identified andclassified

Please explain

No, we do not identify and classify our potential waterpollutants<Not Applicable>

Starbucks does not use any potential water pollutants in our direct operations.

W3.3(W3.3) Does your organization undertake a water-related risk assessment?
Yes, water-related risks are assessed

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W3.3a(W3.3a) Select the options that best describe your procedures for identifying and assessing water-related risks.
Value chain stage
Direct operations
Coverage
Full
Risk assessment procedure
Water risks are assessed as a standalone issue
Frequency of assessment
Annually
How far into the future are risks considered?
More than 6 years
Type of tools and methods usedTools on the market
Other
Tools and methods used
WRI Aqueduct
External consultantsContextual issues considered
Water availability at a basin/catchment level
Water quality at a basin/catchment level
Implications of water on your key commodities/raw materials
Status of ecosystems and habitats
Stakeholders considered
Customers
Employees
Local communities
NGOs
Regulators
Suppliers
Water utilities at a local level
Other water users at the basin/catchment level
Comment
In 2022, Starbucks conducted a baseline water stress assessment to identify water risks at company-owned facilities and licensed stores. The scope was global andcomprehensive of store operations, manufacturing, distribution, and corporate facilities. The assessment addresses current and future issues with water, including water
stress, riverine flood risk, coastal flood risk, drought risk and other physical, regulatory, and reputational indicators.
Value chain stage
Supply chain
Coverage
Full
Risk assessment procedure
Water risks are assessed as a standalone issue
Frequency of assessment
Every three years or more
How far into the future are risks considered?
More than 6 years
Type of tools and methods usedTools on the market
Other
Tools and methods used
WWF Water Risk Filter
External consultantsContextual issues considered
Water availability at a basin/catchment level
Water quality at a basin/catchment level
Stakeholder conflicts concerning water resources at a basin/catchment level
Implications of water on your key commodities/raw materials
Water regulatory frameworks
Status of ecosystems and habitats
Stakeholders considered
Customers
Employees
Local communities
NGOs
Regulators
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Suppliers
Other water users at the basin/catchment level
Comment
In 2020, Starbucks partnered with World Wildlife Fund to conduct a comprehensive water risk assessment of all key commodities. The scope was global andcomprehensive of store operations, manufacturing, and agricultural supply chains. Through our partnership with the World Wildlife Fund (WWF), we’re leveraging WWF’s
Water Risk tool to map our highest risk basins and better understand the challenges in those basins across origin countries and store communities, helping ensure longterm access to freshwater. The report addresses all current and future issues with water, including climate change, drought, scarcity, and quality. Conservation International(CI) conducts Impact Assessments about the impacts of CAFE Practices. The Impact Assessment focuses on global participation and performance in C.A.F.E Practices.
While C.A.F.E. Practices includes over 200 indicators, Key Performance Indicators have been identified as critical topics to demonstrate performance and impact of the
program in three key categories Economic, Environmental, and Social. Regional findings and observations in the program are also included to understand context
differences and associated challenges. CI’s latest Starbucks C.A.F.E. Practices Impact Assessment covers 2017-2019.
Value chain stage
Other stages of the value chain
Coverage
Full
Risk assessment procedure
Water risks are assessed as a standalone issue
Frequency of assessment
Every three years or more
How far into the future are risks considered?
More than 6 years
Type of tools and methods usedTools on the market
Other
Tools and methods used
WWF Water Risk Filter
External consultantsContextual issues considered
Water availability at a basin/catchment level
Water quality at a basin/catchment level
Implications of water on your key commodities/raw materials
Status of ecosystems and habitats
Stakeholders considered
Customers
Employees
Local communities
NGOs
Regulators
Suppliers
Other water users at the basin/catchment level
Comment
In 2020, Starbucks partnered with World Wildlife Fund to conduct a comprehensive water risk assessment. The scope was global and comprehensive of store operations,manufacturing, and agricultural supply chains. The report addresses all current and future issues with water, including climate change, drought, scarcity, and quality acrossall of our commodities. We have prioritized the highest risk basins where immediate action is needed to build climate resilience and support long-term water security.
Starbucks will begin with projects in the highest risk basins, based on the water issues and risks faced by communities and landscapes in areas where Starbucks sourcesand operates. Initially, this will be including Magdalena (Colombia), the Basin of the Piracicaba, Capivari and Jundiaí rivers (Brazil), Yangtze (China), Mexico City (Mexico),
San Joaquin (US), Rio Bravo (US and Mexico), and Mississippi (US).

W3.3b

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(W3.3b) Describe your organization’s process for identifying, assessing, and responding to water-related risks within your direct operations and other stages ofyour value chain.
Rationale for approach to risk Explanation of contextual issues consideredassessment

Explanation of stakeholders considered

Decision-making process for risk response

Row Starbucks Board of Directors
The relevant functional areas evaluate water-related risks and Annually, Starbucks conducts an ERM
Starbucks uses financial risk and science-based1
has overall responsibility for risk develop strategies to address risk drivers that may pose aassessment led by internal audits to re-evaluate assessments to guide our approach to risk response. The
oversight, including, as part ofthreat to our core business. Risk evaluation is done together and re-baseline all identified risks. This
status of our mitigations initiatives to address identified risks
regular meetings, generalwith relevant business units and functions during the annual
assessment includes facilitated discussions with are reported annually to the risk committee. During eachoversight of executives’
strategic planning cycle. Starbucks updates sustainability
relevant stakeholders for each risk that focuses cycle, and throughout the year, we collaboratively discuss
management of relevant risks.
targets and goals in a 5-year cadence, or more frequently as on the alignment of risk drivers and gaps, as
how the future sustainability goals will evolve. Starbucks
Starbucks Risk Committee
needed, to ensure we continue to address the most relevant well as the understanding of mitigation
updates sustainability targets and goals in a 5-year
maintains the enterprise risk
issues and maintain our leadership position in sustainability.
pathways. The Sustainability team, EC, andcadence, or more frequently as needed, to ensure wemanagement (ERM) framework.
GSTF evaluate water-related risks and develop continue to address the most relevant issues and maintain
This includes a review ofEmerging impacts of climate change have been identified to
strategies to address emerging factors that pose our leadership position in sustainability. In 2021, Starbucks
enterprise risks assessments
pose a risk to our supplier and direct operations. In response, a threat to our core business as part of theconfirmed its aspiration to become resource positive, theand risk-mitigation activities
we worked with WWF and Quantis to quantify our global
company-wide risk identification andprocess was informed by a comprehensive, data-driven
managed by designated risk
operational and supply chain footprint in 2019. WWF's
management process.
environmental footprint of carbon emissions, water use andowners. As a part of ERM,
comprehensive physical, regulatory, and reputational risk
waste in Starbucks global operations and supply chain,
designated risk owners debrief Water Risk Filter focused on the impacts of water issues on
Water-related risks are viewed in the context of recent risk evaluation performed by internal sustainability
the Audits and Complianceour key commodities, including the projected change in water the market and stakeholders, from employees
stakeholders, and a water strategy stakeholder dialogue
Committee within the Board
discharge and drought. Results show that water usage in dairy and water utilities to suppliers and impacted
facilitated by Ceres.
quarterly.
and nut farming and dairy manure management are significant local communities. Identified water risks not only
drivers for water risk. The analysis illustrates consistently high- impact the material wellbeing of our supplier and With the results of our water-related assessments andAnnually we conduct an ERM
risk basins in the US across food commodities, with ourdirect operations, but everyone that relies onpartnerships, we’ll achieve our updated target by expanding
assessment to prioritize andgreatest water risks linked to agricultural practices, suggesting those basins. Identifying the areas of water
water conservation and replenishment to include
assess key enterprise risks. This risks to suppliers, local communities, and other water users
stress that affects water availability and quality agricultural supply chains, global operations, andincludes facilitated discussions related to our agricultural supply chain. Beverages are the top at the local level allows us to target water
packaging, investing in watershed health improvements inwith relevant stakeholders forcontributor to water withdrawal due to their water intense
conservation and reduction initiatives. We’ll
highest risk basins, promoting equity and resiliency througheach risk that focuses on theprocess, which impacts our local employees and their water
improve watershed health in high-risk basins,
WASH, and collaborating for sustainable change. We’llalignment of risk drivers andutilities.
such as water availability, quality, access andmonitor risks throughout our commodity supply chains andgaps, and mitigation activities.
climate impact projects. Water challenges differ will continue to support farmers and their communities withacross communities, and we commit to
the resources to mitigate and adapt to emerging changes.
We conduct annual baseline
addressing improvements through inclusive
water stress assessments on
engagement with communities and stakeholders
company-owned retail,via hyper local approaches.
corporate, manufacturing,
distribution facilities, andlicensed stores using the WRI
Aqueduct tool. Aqueduct
measures overall water risk by
location; including water stress,
riverine flood risk, coastal floodrisk, drought risk + otherphysical, regulatory, andreputational indicators. Water
stressed areas were defined as
areas with high/extremely highbaseline water stress that havepotential challenges with water
availability at a basin level.

W4. Risks and opportunities

W4.1(W4.1) Have you identified any inherent water-related risks with the potential to have a substantive financial or strategic impact on your business?
No

W4.1a

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(W4.1a) How does your organization define substantive financial or strategic impact on your business?

Starbucks evaluates climate-related risks based the financial and strategic consequences that could negatively affect our business, reputation, financial condition, results ofoperations or the trading price of our common stock. Our risk team conducts financial material assessments when identifying core enterprise risks. For CDP reporting
purposes, Starbucks defines a substantive or strategic financial impact to be risks that, should they occur or continue to occur, would impact our business, financial condition,
operations, and the trading price of our common stock in a material and adverse way, such as impacting a significant number of stores in a region, as well as changes which
would require significant capital investment. For example, drought conditions in Brazil have and, given continued drought conditions, are predicted to continue to impact
coffee prices. Because of the significance of coffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices
and hedging activities, increases in the cost of high-quality arabica coffee beans could have a material adverse impact on our profitability. In addition, if we are not able topurchase sufficient quantities of green coffee due to any of the above factors or due to a worldwide or regional shortage, we may not be able to fulfill the demand for ourcoffee, which could have a material adverse impact on our business operations and financial performance.

While the financial impact of such events has not been significant enough to deem them a financial risk, we recognize global water challenges across local communities andaim to provide good community water stewardship to mitigate additional risk. Traditional coffee processing is water intensive. In FY21, Starbucks announced a goal toconserve water usage in green coffee processing by 50%. With 200,000 wet mills in Starbucks C.A.F.E. Practice supply chain to separate coffee fruit from coffee beans,
Starbucks has an opportunity to conserve water by ensuring farmers have access to more environmentally friendly machines, which also standardizes quality and increases
processing efficiency for farmers. In FY21, Starbucks contracted more than 1,200 eco-mills for coffee farms in Guatemala, Mexico, Peru, Kenya and Rwanda. In FY22,
Starbucks contracted additional centralized eco-mills, expanding the scope of the effort to additional countries including Honduras and Uganda. As part of these efforts,
Starbucks Mexico, in collaboration with the Starbucks Farmer Support Center located in Chiapas, is partnering with Fondo para la Paz I.A.P, a non-profit organization
dedicated to promoting the development and well-being of indigenous communities in Mexico, to install an ecological coffee wet mill, which will support more than 9,600
coffee growers annually within the cooperative. Preliminary results have demonstrated up to 90% water savings is possible in coffee processing using the new equipment. In
FY22, we have been carefully studying and working with our suppliers to evaluate any impact that changes to processing may have on quality. Results are showing thateliminating traditional fermentation and the use of water saving equipment is not impacting coffee quality in the countries where we are deploying new equipment.

W4.2b(W4.2b) Why does your organization not consider itself exposed to water risks in its direct operations with the potential to have a substantive financial or
strategic impact?
Primary reason
Row Risks exist, but no1
substantive impact
anticipatedPlease explain
We rely on local municipal water systems for water to operate our stores and are a relatively small proportion of each system's customer base. Any operational supply risk would
be due to a risk of supply to the municipality, and we do not have specific information on risk to this level of detail.

W4.2c(W4.2c) Why does your organization not consider itself exposed to water risks in its value chain (beyond direct operations) with the potential to have asubstantive financial or strategic impact?
PrimaryreasonPlease explain

Row Risks exist, We have evaluated the risk that current and anticipated water-related climate impacts pose to our coffee supply and determined there is not quantifiable risk at this time. The key risks considered1
but nowere storms, changing rainfall patterns, climate change, etc. and their impact on coffee supply. However, modelling of impact of climate change (such IPCC Fourth Assessment 2050 estimates)
substantive indicates that impacts are projected to materialize slowly, which we believe will allow us to adapt and mitigate. Climate change is compounding many issues faced by coffee communities
impact(deforestation, water shortages, decreasing yields, rainfall pattern changes) and the effects vary by region and also effect water. As climate change continues to make it more challenging to growanticipated coffee and reduces the area of land suitable for growing coffee, Starbucks is always assessing the implications of climate change on its core commodity. In FY21, Starbucks launched programs in
Guatemala, Mexico, Peru, Rwanda, and Kenya to focus on on-farm carbon mitigation in our supply chain, leveraging precision agronomy to support better soil health and fertilizer management. In
addition to investing in new, water-conserving wet mills, Starbucks worked with farmers to gather more than 23,000 soil and foliar samples to inform soil health. In FY22, we continued to provide
financial support to promote soil analysis as a mechanism for farmers to understand soil nutrition requirements, replacing generic fertilizer recommendations with a specific recommendation for
producers. Building on our efforts last year, 13,811 additional soil samples were processed across six priority countries. Based on the success of these initial pilots, Starbucks expanded theprogram to Colombia and launching a new, holistic sustainability project with 100 small-holder farmers in Nariño, Colombia. Over a five years, the Nariño project will combine the best ofStarbucks knowledge and resources on regenerative agriculture, precision agronomy and farm economics. Farmers will receive hands-on support including customized, in-depth agricultural andbusiness education and training to best manage their crops and land. They will also receive new equipment and facilities to optimize for reduced water use. This project and partnership will help
farmers increase their productivity, quality and profitability while decreasing the environmental footprint generated from coffee growing and processing.

W4.3(W4.3) Have you identified any water-related opportunities with the potential to have a substantive financial or strategic impact on your business?
Yes, we have identified opportunities, and some/all are being realized

W4.3a(W4.3a) Provide details of opportunities currently being realized that could have a substantive financial or strategic impact on your business.
Type of opportunity
Resilience
Primary water-related opportunity
Increased resilience to impacts of climate change

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Company-specific description & strategy to realize opportunity
We work with our coffee, cacao, and tea farmers to support water efficiency and watershed protection as a strategic effort to ensure the sustainability and longevity of thecommodities that our core business line relies on. For example, C.A.F.E. Practices, our guide for coffee farmers and processors, includes strategies to protect water
resources and reduce usage. C.A.F.E. Practices ensures that all coffee is grown and processed in a manner that not only minimizes impacts, but also contributes positively
to the environment. Many of the coffee growing regions overlap with areas rich in biodiversity—called Key Biodiversity Areas. By encouraging sustainable farming,
Starbucks helps to alleviate pressures on these valuable habitats while supporting livelihoods. Specific to water, this requires water use and conservation as well as water
body protection. With 200,000 wet mills in Starbucks C.A.F.E. Practice supply chain, Starbucks has an opportunity to conserve water by ensuring farmers have access tomore environmentally friendly machines, which also standardizes quality and increases processing efficiency for farmers. In FY21, Starbucks purchased more than 1,200
eco-mills that have been distributed to coffee farms in Guatemala, Mexico, Peru, Kenya, and Rwanda. In FY22, Starbucks contracted additional centralized eco-mills,
expanding the scope of the effort to additional countries including Honduras and Uganda. The preliminary results have demonstrated up to 90% water savings is possible incoffee processing using the new equipment. The result has been up to 80% water savings in coffee processing where installed. Through Starbucks Tryer Center, we areworking with suppliers to explore improvements to existing water processing machinery and technology. Meanwhile, through our Farmer Support Centers, we areconducting research and gathering insights from farmers to inform future machine design and operations. As part of Starbucks long-term water strategy, the company willdevelop water replenishment projects at Origin, with a focus on communities and basins with high water risk.
Estimated timeframe for realization
More than 6 years
Magnitude of potential financial impact
MediumAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact
While we do not have the potential financial impact figure at this time, Starbucks plans to work with existing industry stakeholders to maximize the impact of its efforts whileright sizing its financial commitment to the coffee, cocoa, and tea industries’ long-term resilience. Better water management will provide resilience to our farmers if water
availability declines. This would help to mitigate price increases related to short supply of coffee as a result of climate change.
Type of opportunity
Efficiency
Primary water-related opportunity
Improved water efficiency in operations
Company-specific description & strategy to realize opportunity
Store operational water savings projects have been being implemented since 2008 when we began removing dipperwells in favor of a metered version. Reducing water
usage in stores is considered a strategic opportunity as it will save money and increase brand reputation as a leader in water stewardship. Seeking methods to reducewater use and increase efficiency drive innovation such as development of improved spoon rinsing fixture (vs dipper wells), low flow toilets, faucet aerators, and highefficiency dishwashers. In 2018, Starbucks committed to design, build and operate 10,000 “Greener Stores” globally by 2025. Through our open-source Starbucks Greener
Stores framework, developed in partnership with the World Wildlife Fund (WWF) and in collaboration with other nongovernmental organizations, we have created a new
benchmark in retail for design, construction and operation. In FY22, our fourth year of certifying stores, we had 3,508 stores certified and our work also focused oncontinuous improvement in the program, launch of innovation measurements andglobal expansion. Building on the success of our first Greener Store opening outside of North America in Shanghai, in September 2021, we opened Japan’s first Greener
Store in Tokyo in November 2021, which will help inform Starbucks Greener Stores expansion across Japan, and the first Starbucks Greener Store opened in Chile in June
2022. With performance-based standards that incorporate design and extend throughout the life of a store, “Starbucks Greener Stores” focus on deploying technologies andpractices that ultimately deliver 30 percent water savings and 25 percent avoided energy over historic store design practices.
As part of our commitment to open-source educational materials, Starbucks launched the Greener Store Practitioner course on Starbucks Global Academy in FY22 to makethe Greener Stores program more accessible to retailers around the world. The course features educational content on sustainability that is broadly applicable and sharesthe fundamental structure of Greener Stores. Starbucks will translate the course into multiple languages through 2024 and is committed to sharing insights through the
Starbucks Global Academy platform as we work to continue to grow and scale the program globally.
Starbucks has opened 52 Greener Stores in Latin America and the Caribbean, five in Europe, the Middle East and Africa, five in Asia-Pacific, 18 in Japan and eight in
China.
Estimated timeframe for realization
4 to 6 years
Magnitude of potential financial impact
Low-medium
Are you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact
Starbucks does not have a financial figure to disclose for this opportunity, however, we recognize efficiency efforts as a mean to reduce energy and water consumption tolessen environmental impact and encourage cost savings.

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Type of opportunity
Products and services
Primary water-related opportunity
Increased sales of existing products/services
Company-specific description & strategy to realize opportunity
Starbucks method of supporting global access to water and sanitation presents a strategic opportunity to benefit from increased sales of existing products while giving backto communities. Ethos Water began as a social venture startup with the goal of providing people in developing countries with access to clean water. For every bottle ofEthos® water sold in the United States, 5 cents (.10CN in Canada) is directed to the Ethos© Water Fund to help finance water programs around the world, including
humanitarian programs in coffee-growing communities, providing clean, safe water to those in need. The Starbucks Foundation also supports water initiatives and projects
in coffee growing regions. Donation drives customer purchase of Ethos Water, and funding of water projects in coffee, tea, and cacao source regions increases brand value
and social license to operate both in source regions and Ethos sales regions. Also, Starbucks announced in 2018 a partnership with Nobel Prize laureate Malala Yousafzai’sorganization, Malala Fund to promote girls’ education and expand leadership opportunities for young women in coffee and tea growing communities in India and Latin
America. Projects include improving access to education and agricultural training, microfinance and microcredit services, improving biodiversity conservation, andincreasing levels of health, nutrition and water sanitation and access to clean water through the Ethos© Water Fund. The Starbucks Foundation aims to promote leadership
opportunities for women and families in coffee, tea and cocoa growing communities to break down barriers to education, clean water and sanitation, and economic
opportunities. We reached our target of advancing leadership and economic opportunities for 250,000 women and families in origin communities by 2025 in March 2022.
Over $7.38 million has been granted to help support water, sanitation and hygiene education programs in water-stressed countries – helping over 430,000 people aroundthe world. For World Water Day 2020, The Starbucks Foundation awarded a grant to Planet Water Foundation to provide access to clean, safe drinking water andhandwashing stations for communities in Cambodia, India, Indonesia, Mexico, the Philippines, Thailand and Vietnam. This grant was made possible through contributions
from the sales of Ethos Water in Starbucks stores.
Estimated timeframe for realization
4 to 6 years
Magnitude of potential financial impact
Low-medium
Are you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact
Since 2005, The Starbucks Foundation has made significant grants to non-profit organizations working to provide access to clean, safe water and related programs, whichhave impacted over 500,000 people around the world. The Starbucks Foundation’s Origin Grants help these communities continue to break down barriers to education,
promote clean water, sanitation and hygiene (WASH), and create economic opportunities for women and girls. The Starbucks Foundation exceeded its original goal of
empowering 250,000 women and girls by 2025 and now aims to empower 1 million women and girls by 2030. Since announcing its original aspiration in 2018, theFoundation has positively impacted nearly 340,000 women and girls in origin communities. In FY22, the Foundation awarded nine grants totaling nearly $3 million in sevencountries, including its first-ever origin grants focused on women farmers in Brazil and Mexico.

W6. Governance

W6.1(W6.1) Does your organization have a water policy?
Yes, we have a documented water policy, but it is not publicly available

W6.1a

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(W6.1a) Select the options that best describe the scope and content of your water policy.
Scope

Content

Please explain

Row Company- Description of In 2020, we announced a bold aspiration to be a resource positive company. This aspiration is grounded in Starbucks mission to acknowledge and address our business1
widebusiness
dependency and impact on our planet’s resources, including water. By embracing a longer-term economic, equitable and planetary value proposition for our company, we will create
dependency greater value for all stakeholders. We set a target for 50% of our water withdrawal for direct operations and coffee production will be conserved or replenished by FY30 compared toon water
FY19 with a focus on communities and basins with high water risk. In March 2021, to protect the resiliency of this supply chain, the people that make it possible, and the planet we
Description of all share, Starbucks set goals to achieve carbon neutral green coffee and conserve water usage in green coffee processing by 50% by 2030. In 2021, Starbucks expanded this goal
businessto include global operations, agricultural supply chain, and packaging, increasing the projected water conserved or replenished and addressing some of the biggest impacts on
impact on
Starbucks water footprint. With 200,000 wet mills in Starbucks CAFE Practice supply chain, Starbucks has an opportunity to conserve water by ensuring farmers have access towatermore environmentally friendly machines, which also standardizes quality and increases processing efficiency for farmers. Starbucks will achieve 50% conservation in water usage in
Commitment coffee at origin by 2030 by: Conserving water by directly investing in new ecological wet mills for CAFE Practice farms (92% CAFÉ Practices wet mills manage processing waste toto align withensure it does not contaminate the local environment); Investing to make current water processing technology and machinery even more efficient; and Developing waterinternational replenishment projects in coffee communities. Starbucks has also joined the UN Global Compact CEO Water Mandate, as well as the Water Resilience Coalition to elevate ourframeworks, corporate water agenda and partner with other leading companies on collective action projects in key basins around the world. Starbucks operational water policy encompasses
standards,
Water Supply, Waste Water Disposal, and Water Treatment Standards, as well as commitments to water efficiency and WASH practices, on a company-wide level. According toand widelyStarbucks water policy, all consumed water must: Be potable; Meet Starbucks water safety and testing standards; Meet Starbucks water quality standards.
recognizedwater
initiatives
Commitment
to reduce
water
withdrawal
and/orconsumption
volumes in
directoperations
Commitment
to reduce
water
withdrawal
and/orconsumption
volumes insupply chain
Commitment
to safely
managedWater,
Sanitationand Hygiene(WASH) in
the workplace
Reference tocompany
water-related
targets
Recognitionofenvironmental
linkages, forexample, due
to climatechangeOther, please
specify(Building and
DesignStandards)

W6.2(W6.2) Is there board level oversight of water-related issues within your organization?
Yes

W6.2a
(W6.2a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for water-related issues.
Position
Responsibilities for water-related issuesofindividual
orcommittee
Board-level The Nominating and Corporate Governance Committee is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes the responsibility tocommittee annually review and assess the effectiveness of our environmental and social responsibility (including water-related issues) policies, goals and programs through the annual Global Social Impact
Performance Report and make recommendations based on such review and assessment.” An example of a water-related decision made by the NCGC in 2022 was the approval to invest in water
replenishment and WASH projects in high-risk basins, to help support watershed health, ecosystem resilience and water equity. As part ofthis strategy, our goal is to empower 5 million people with enhanced water access, sanitation and hygiene through community-driven solutions with a focus on women, girls and marginalized groups. In
FY22, we provided nearly $2 million to support new and ongoing water replenishment and WASH projects in Brazil, Colombia, China, Ethiopia, Guatemala, Mexico, Peru and several projects in the
United States. This includes the investment of RMB 3 million to initiate the Qiandao Lake water replenishment project, in partnership with The Nature Conservancy, and with the support of the local
government. Through this initiative, Starbucks seeks to develop water replenishment into a viable and effective nature-based solution that complements existing water conservation efforts, withpotential for adaptation to other critical water basins across China. The project features 2 scientifically proven strategies for improving water quality, tailored to the unique characteristics of the local
natural ecosystem including the promotion of sustainable agriculture to reduce soil erosion and surface runoff and wetlands restoration that naturally filters off pollutants while enhancing local
biodiversity. Qiandao Lake supplies drinking water to approximately 10 million people across Zhejiang Province.

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W6.2b
(W6.2b) Provide further details on the board’s oversight of water-related issues.
Frequency Governancethat water- mechanisms
relatedinto whichissues are water-relatedaissues arescheduled integrated
agendaitem

Please explain

Row Scheduled Monitoring
The Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’ management of1- someimplementation risks relevant to the Company. This includes oversight of Environmental, Social and Governance (ESG) risks, including water-related issues. A fundamental part of risk oversightmeetings
andis not only understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate
performancefor the company. Starbucks chief executive officer (ceo) has general charge and supervision of the business and strategic direction of the Company and sits on the Board of
Reviewing and Directors. As the highest management-level position with responsibility for water-related issues, the ceo meets monthly with the chief sustainability officer (cso) to discuss global
guidingsustainability strategies and initiatives across the enterprise. The ceo relays the progress of such efforts and key strategic insight to the Board. Starbucks ceo has tasked thebusiness plans Environmental Council and the Global Sustainability Task Force with actualizing the company’s sustainability initiatives, the progress of which is overseen by the cso. The ceo
Reviewing and meets with the cso monthly to discuss global sustainability strategies and updates on ESG issues across the organization. The ceo is updated on water-related issues, including
guidingrisk management components, sporadically throughout these regular meetings. The Environmental Council and Global Sustainability Task Force, which are tasked with thecorporate
developing and realizing sustainability initiatives by the ceo, also create content for regular updates to leadership. The ceo then shares these progress updates with the Board. In
responsibility
FY21, the ceo announced the finalization of Starbucks’ long-term ESG strategy. Also in FY21, Starbucks joined the UN CEO Water Mandate and Water Resilience Coalition.
strategy
Reviewing andguiding
strategy

W6.2d(W6.2d) Does your organization have at least one board member with competence on water-related issues?
Board
Criteria used to assess competence of board member(s) on water-related issues
member(s)havecompetence
on waterrelated
issuesRow Yes1

Primary
Explain why yourreason for organization does not
no boardhave at least one
levelboard member withcompetence competence on
on waterwater-related issues
relatedand any plans to
issuesaddress board-levelcompetence in the
futureWe value directors with experience in environmental and climate change topics strengthens the board’s oversight and assures that strategic business<Not
imperatives and long-term value creation for shareholders are achieved within a responsible and sustainable business model. We also seek directors with Applicable>
domestic and international experience in corporate responsibility, sustainability, and public policy to help us address significant public policy issues, adapt
to different business and regulatory environments, and facilitate our work with various governmental entities and non-governmental organizations all over
the world. Within our board of directors nominated for election at our 2023 Annual Meeting, five of our nominees have identified key experience,
qualifications, and attributes in environmental or water reduction experience including having cultivated packaging and recycling initiatives, overseeing
environmental sustainability efforts, managing environmental impact, and addressing corporate and environmental responsibility including water-related
issues.

<Not Applicable>

W6.3(W6.3) Provide the highest management-level position(s) or committee(s) with responsibility for water-related issues (do not include the names of individuals).
Name of the position(s) and/or committee(s)Chief Executive Officer (CEO)Water-related responsibilities of this position
Assessing future trends in water demand
Assessing water-related risks and opportunities
Managing water-related risks and opportunities
Frequency of reporting to the board on water-related issues
Annually
Please explain
Starbucks chief executive officer (ceo) has general charge and supervision of the business and strategic direction of the Company and sits on the Board of Directors. As thehighest management-level position with responsibility for water-related issues, the ceo meets monthly with the chief sustainability officer (cso) to discuss global
sustainability strategies and initiatives across the enterprise. Overseeing all of Starbucks sustainability programs for integrity, effectiveness, and impact, the cso regularly
updates the ceo with the progress of such efforts and key strategic insight for the ceo to bring to the Board's attention.

W6.4

CDP

Page 16 of 25

(W6.4) Do you provide incentives to C-suite employees or board members for the management of water-related issues?
ProvideComment
incentivesformanagementof waterrelated
issuesRow Yes1

In FY22, we continued implementation of our executive compensation programs, which were updated in 2021 to prioritize sustainability and creating inclusive and diverse teams. To align with
our vision of giving back more than we take from the planet, and to ensure the sustainability of coffee and other materials that are vital to our business operations, the annual bonus programfor FY22 included a 10% of the overall bonus payout calculation for Starbucks senior vice president and above population is linked to planet-positive results and another 10% of the overallbonus payout calculation was tied to fostering an inclusive environment where all employees feel valued and included, as we believe the strength, diversity, and inclusiveness of our workforce
are integral to our global brand’s success.

W6.4a(W6.4a) What incentives are provided to C-suite employees or board members for the management of water-related issues (do not include the names ofindividuals)?
Role(s)entitled toincentive

Performanceindicator

Contribution of incentives to the achievement of yourorganization’s water commitments

Monetary ChiefrewardExecutive
Officer(CEO)

Reduction of
water
withdrawals –directoperations
Reduction in
water
consumption
volumes –directoperations
Improvements
in waterefficiency –product use

Starbucks ceo is responsible for tasking the Global Environmental
Council with realizing the company’s sustainability initiatives, as well
as overseeing ESG efforts on a company-wide level.

NonChief
Reduction ofmonetary Sustainability water
rewardOfficer
withdrawals –(CSO)
directoperations
Reduction in
water
consumption
volumes –directoperations
Improvements
in waterefficiency –directoperations
Improvements
in waterefficiency –supply chain
Improvements
in waterefficiency –product use
Increased
access toworkplace
WASH – direct
operations
Implementationof employee
awareness
campaign ortraining
program onwater-related
issues
Implementationof waterrelated
community
project
Supply chain
engagement

CDP

Please explain

We promote ethical leadership and business practices to deliver our very best in all we do, while
holding ourselves accountable for results. Our board and its committees are responsible foroverseeing the effectiveness of our global environmental and social impact strategy. We govern oursustainability commitments through the Global Environmental Council, which is comprised of senior
Due to leadership changes in FY22, the interim ceo received a base leaders across Starbucks whose compensation is tied to performance against our goals. We
salary of only $1, was not eligible to earn an annual cash incentive
continue to implement an executive compensation program that includes benchmarks for achieving
award under the Annual Incentive Bonus Plan. Our broader FY22
sustainability goals and building inclusive and diverse teams. All Starbucks partners are governed
executive program payouts are aligned with our businessby internal policies addressing ethics and human rights issues, including Anti-Harassment, Antiperformance. Each of our NEOs who was eligible to earn an annual
Discrimination, Conflicts of Interest, Gifts & Entertainment, Anti-Bribery, and Equal Employment
cash incentive award under the annual Executive Management Bonus Opportunity. And, we practice rigorous data collection, including third-party data verification, toPlan would have earned an award based on our financial andensure our reporting is accurate and representative of the great strides we are making to support
operational results, progress against our ESG initiatives, and their
our partners, customers, communities, and planet.
individual performance. However, given our overall financial andoperational performance in FY22 and given that transformation efforts
under our Reinvention Plan remain ongoing, our Compensation
Committee elected not to pay any such awards for F22.
However, in FY21, the ceo was compensated through a cash bonus
for his role in launching the Narino Columbia coffee supply chain pilot,
teaching 100 local farmers the latest climate and water education,soil, and fertilizer analysis techniques and coffee cultivation andbusiness practices, including the incorporation of new technologies
like eco-pulpers that use less water in the coffee-production process.
The cso reports directly to the evp, chief marketing officer, and oversees and coordinates theefforts of the Environmental Council (EC), through the ceo's directives to actualize the company's
sustainability initiatives. The cso meets with the ceo once a month to provide updates on the
progress of such efforts and key strategic insight for the ceo to bring to the Board's attention. The
cso is scheduled to formally report to the Board at least once a year. The cso is rewarded with nonmonetary rewards based on water-related management and progress towards and achievement ofwater-related goals through achievement of personal and professional development goals.

Page 17 of 25

W6.5(W6.5) Do you engage in activities that could either directly or indirectly influence public policy on water through any of the following?
Yes, direct engagement with policy makers

W6.5a(W6.5a) What processes do you have in place to ensure that all of your direct and indirect activities seeking to influence policy are consistent with your water
policy/water commitments?
The Nominating and Corporate Governance Committee, responsible for the review of environmental and social responsibility policies and programs, is tasked with reviewing
corporate contributions and payments on an annual basis to ensure alignment with our water policy and values. We have a responsibility to advocate policies that support thehealth of our business, our partners and communities. Our Government Affairs team has increasingly emphasized the development, analysis, and management of waterrelated public policy initiatives and activities, which are critical for informing direction for our public policy and government relations objectives and stakeholder engagement.
We adopted a policy to provide more transparency about our corporate political contributions and expenditures. Starbucks is committed to compliance with rules, regulations,and standards governing our interaction with the government, including our disclosure and accountability regarding political contributions and expenditures.

Grants from The Starbucks Foundation support nonprofit organizations working to expand access to clean water, hygiene and sanitation around the world. In FY22, The
Starbucks Foundation supported programs to help expand household and community water access in coffee-growing communities, water towers installed by Starbucks
partners in 10 countries in Asia and Latin America, and mobile shower programs that bring WASH services to individuals experiencing homelessness in U.S. cities.

W6.6(W6.6) Did your organization include information about its response to water-related risks in its most recent mainstream financial report?
Yes (you may attach the report - this is optional)
SBUX 2023 Proxy Statement (1).pdf
SBUX 2023 10-K (1).pdf

W7. Business strategy

W7.1(W7.1) Are water-related issues integrated into any aspects of your long-term strategic business plan, and if so how?
Are water-related Long- Please explain
issuesterm
integrated?
time
horizon(years)LongYes, water-related 5-10
term
issues arebusiness integrated
objectives

Starbucks recognizes the need to incorporate water-related issues into our long-term business objectives to ensure the sustainability and longevity of the crops, regions,and communities our business relies on. Water issues such as availability, quality, and access are all included in our considerations, by way of consumption and sanitation
best-practices. For an example of how these aspects are integrated into our strategic business plan, we formalized a target to conserve or replenish water in global
operations, agricultural supply chain, and packaging by 50% by FY30 compared to FY19. To achieve 50% conservation in water usage, we plan on conserving water bydirectly investing in ecological wet mills, investing to make current water processing infrastructure more efficient, and developing water replenishment projects in coffee
communities: • In
FY22, Starbucks contracted additional centralized eco-mills in Honduras and Uganda. The preliminary results have demonstrated up to 90% water savings is possible incoffee processing using the new equipment. • We are working with suppliers to explore improvements to existing water processing machinery and technology. Through ourFarmer Support Centers, we are conducting research and gathering insights from farmers to inform future machine design and operations. • As part of Starbucks long-termwater strategy, the company will develop water replenishment projects at Origin, with a focus on communities and basins with high water risk.

Strategy Yes, water-related 5-10
forissues areachieving integrated
long-term
objectives

Water-related issues are integrated into our strategy for achieving long-term objectives (of 5-10 years) to ensure the sustainability and longevity of our key commodities.
Water issues incorporated include water conservation, replenishment, erosion and drought prevention, and maintenance of adequate availability, quality, and access. As an
example of how these issues are integrated into our strategy for achieving long-term objectives, water stewardship is a key component to our C.A.F.E. Practice certification
program for coffee. C.A.F.E. Practices focused on supporting growers of shade coffee in areas of high biodiversity and promoting the use of environmentally sustainableagricultural practices and ensuring a long-term supply of high-quality coffee while positively impacting the lives of coffee farmers and their communities. Traditional coffee
processing is water intensive. With 200,000 wet mills in Starbucks C.A.F.E. Practice supply chain, Starbucks has an opportunity to conserve water by ensuring farmers haveaccess to more environmentally friendly machines, which also standardizes quality and increases processing efficiency for farmers. Verified farms also maintain bufferzones along water bodies, implement erosion prevention practices, and prevent deforestation, all of which promote a healthy ecosystem and protect local watersheds.

Financialplanning

We have evaluated the risk that current and anticipated water-related climate impacts pose to our coffee supply and determined there is not quantifiable risk at this time,
therefore, water-related issues are not considered strategically relevant in our financial planning. The key risks considered were storms, changing rainfall patterns, climatechange, etc. and their impact on coffee supply. As water scarcity continues to make it more challenging to grow coffee and reduces the area of land suitable for growing
coffee, Starbucks is assessing the implications of climate change on its core commodity. It has yet to have macro-economic impacts on the cost of coffee, but Starbucks
recognizes the impact climate change is having on coffee farming. While water-related issues are present, our modelling of impact of climate change (such as in the IPCC
Fourth Assessment estimates for 2050) indicates that impacts are projected to materialize slowly, which we believe will allow us to adapt and mitigate within our financial
planning. Starbucks focuses efforts to protect the cost of coffee through on-the-groundwork such as distributing more than 9.5 million coffee rust- resistant trees to farmers
in FY22 and training more than 200,000 farmers to help increase the productivity, quality and profitability of coffee on their farms and ensure a sustainable future for coffee
since 2004.

No, water-related 21-30
issues werereviewed but notconsidered as
strategically
relevant/significant

W7.2

CDP

Page 18 of 25

(W7.2) What is the trend in your organization’s water-related capital expenditure (CAPEX) and operating expenditure (OPEX) for the reporting year, and theanticipated trend for the next reporting year?
Row 1
Water-related CAPEX (+/- % change)
Anticipated forward trend for CAPEX (+/- % change)
Water-related OPEX (+/- % change)
Anticipated forward trend for OPEX (+/- % change)
Please explain
Our direct operations rely on adequate freshwater suppliers for our retail products, manufacturing, and sanitation and hygiene processes to meet the needs of our partners(employees), customers, and communities.

W7.3(W7.3) Does your organization use scenario analysis to inform its business strategy?
Use ofComment
scenario
analysisRow Yes1

As a company that relies on an agricultural product, we are concerned about the impacts of climate change, especially in the sensitive bioregions where coffee is grown. Climate change iscompounding other issues faced by coffee communities, including water shortages and rainfall pattern changes, and the effects vary by region. As climate change continues to make it morechallenging to grow coffee and reduces the area of land suitable for growing coffee, we are assessing the implications of climate change on our core commodity. We have evaluated the risk thatcurrent and anticipated water-related climate impacts pose to our coffee supply and determined there is not quantifiable risk at this time. The key risks considered were storms, changing rainfall
patterns, climate change, etc. and their impact on coffee supply. However, modelling of impact of climate change indicates that impacts are projected to materialize slowly, which we believe willallow us to adapt and mitigate.

W7.3a(W7.3a) Provide details of the scenario analysis, what water-related outcomes were identified, and how they have influenced your organization’s businessstrategy.
Type of Parameters, assumptions, analytical choices
scenario
analysisused
Row Water1
relatedClimaterelated

Description of possible water-related outcomes

Influence on business strategy

The Water Risk Filter overall risk is a
Starbucks has engaged with WWF to perform a
In response to the water-related risks identified in our analysis, Starbucks has
comprehensive risk layer that follows the UN
comprehensive risk assessment of the impacts of water
publicly committed to water conservation over the next ten years. With 200,000 wet
Global Compact's CEO Water Mandate framework risk on its key commodities (the projected change in water mills in Starbucks C.A.F.E. Practice supply chain, Starbucks has an opportunity toand is composed of three risk types: physical,
discharge and drought by 2050 were included in theconserve water by ensuring farmers have access to more environmentally friendly
regulatory, and reputational. These risk types have analysis). The analysis illustrates consistently high-risk
machines, which also standardizes quality and increases processing efficiency for
different weightings, according to a variety of 25
basins in the US across food commodities, with Starbucks farmers. Starbucks will achieve 50% conservation in water usage by 2030 by:industry sectors available in the Water Risk Filter. greatest water risks being linked to agricultural practices. Conserving water by directly investing in new ecological wet mills (eco-mills) forIn average, the weighting distribution is 60% for
Refreshments, including coffee and tea, are the top
C.A.F.E. Practice farms; investing to make current water processing technology andphysical, 20% for regulatory, and 20% forcontributor to water withdrawal due to its water intensemachinery even more efficient; and developing water replenishment projects inreputational. The results of this scenario analysis
process. The map filter showed that various coffee
coffee communities. Starbucks will continue to monitor and improve watershow that water usage in dairy and nut farming,
sourcing regions throughout Central and South America
management techniques for C.A.F.E. Practices for both coffee farmers and wet milland dairy manure management, are significant
and Asia are vulnerable to various risks, including flooding, processers. With growing and processing coffee, the program promotes sustainable
drivers for water risk. Starbucks’ assessment
water quality, and periodic drought. Tea was also shown agricultural practices including measures to protect water quality, improve soil
incorporated direct and supplier operations,
to be sourced from high risk areas in China, specifically in health, preserve biodiversity, reduce agrochemical use, and conserve water andspecifically across key commodities, through 2050. the Yangtze River Basin.
energy.

W7.4(W7.4) Does your company use an internal price on water?
Row 1
Does your company use an internal price on water?
No, and we do not anticipate doing so within the next two years
Please explain
Our direct operations are not considered water intensive and while we do track water rates to properly budget for water costs and examine where we have stores or
manufacturing in areas of scarcity or poor quality in our risk assessment, we have not set an internal price on water.

W7.5

CDP

Page 19 of 25

(W7.5) Do you classify any of your current products and/or services as low water impact?
Products
and/orservicesclassified as
low water
impactDefinition
used toclassify
low water
impactPrimary reason for notclassifying any of yourcurrent products and/or
services as low water
impactRow No, but we plan <Not
Important but not an
1
to address this Applicable> immediate business priority
within the next
two years

Please explain

As one of our critical strategies to cutting our water and carbon footprints in half by 2030, offering low water and carbon plant-based alternatives
has been a top priority for Starbucks in recent years.
Under our commitment to conserve water usage in green coffee processing by 50% by 2030, we are working with our supply chain to produce low
water impact coffee as well. In FY22, we increased our indirect water consumption by 22%, due to increased purchasing of key commodities.
In 2021, we announced an expanded water target increasing the projected water conserved or replenished and catalyzing holistic watershedhealth improvements in high risk basins. In FY22, Starbucks began a water replenishment program, funding 8 projects in 8 global priority
watersheds. Starbucks will report on the volumetric water benefit associated with these programs in our FY23 GESI report. As we continue
towards our planet positive goals we anticipate offering low water impact coffee in coming years.

W8. Targets

W8.1(W8.1) Do you have any water-related targets?
Yes

W8.1a
(W8.1a) Indicate whether you have targets relating to water pollution, water withdrawals, WASH, or other water-related categories.
Target set in this category

Please explain

Water pollution

No, and we do not plan to within thenext two years

Starbucks facilities are connected to third-party sewer systems who are responsible for pollution tracking and treatment methods
applied before returning to the environment.

Water withdrawals

Yes<Not Applicable>

Water, Sanitation, and Hygiene(WASH) services

Yes<Not Applicable>

Other

No, and we do not plan to within thenext two years

Starbucks doesn’t have any other water-related aspects to develop corresponding targets for.

W8.1b
(W8.1b) Provide details of your water-related targets and the progress made.
Target reference number
Target 1
Category of target
Water withdrawals
Target coverage
Company-wide (including suppliers)
Quantitative metric
Reduction in total water withdrawals
Year target was set
2020
Base year
2019
Base year figure
4258690
Target year
2030
Target year figure
50
Reporting year figure4888900% of target achieved relative to base year
-14.7983863393008
Target status in reporting year
CDP

Page 20 of 25

Underway
Please explain
In January 2020, Starbucks set an ambitious goal to conserve or replenish 50% of water used in green coffee production in our direct operations, as part of ourcommitment to become a resource positive company. In August 2021, Starbucks expanded this goal to include global operations, agricultural supply chain, and packaging,increasing the projected water conserved or replenished and addressing some of the biggest impacts on Starbucks water footprint. In addition, Starbucks will also prioritize
action in high-risk basins to support watershed health and actively address ecosystem resilience and water equity.
In FY22, total water withdrawals increased by 14.8%. Water withdrawals increased in FY22 due to increased purchasing of key commodities, including packaging, non-dairy
milk products, food, and tea, and COVID recovery.
To achieve this target, Starbucks is leveraging its global reach and partnering with other leading companies who are members of the United Nations Water Resilience
Coalition and the public sector to unlock critical capital for making progress against UN SDG 6. Starbucks announced an initial anchor investment of up to $25 million into
WaterEquity’s Global Access Fund IV in partnership with other corporate peers and the United States International Development Finance Corporation. Through such aninvestment, Starbucks is helping lead the way in an innovative approach to water stewardship with the hope of catalyzing additional companies to invest in water action.
Target reference number
Target 2
Category of target
Water withdrawals
Target coverage
Company-wide (direct operations only)
Quantitative metric
Reduction in total water withdrawals
Year target was set
2018
Base year
2016
Base year figure0
Target year
2025
Target year figure
10000
Reporting year figure3508% of target achieved relative to base year
35.08
Target status in reporting year
Underway
Please explain
In 2018, Starbucks committed to design, build and operate 10,000 “Greener Stores” globally by 2025. “Starbucks Greener Stores” framework, co-developed by World
Wildlife Fund (WWF) and audited and verified by SCS Global Services, will be built upon comprehensive performance criteria that help ensure the company’s approach todesigning, building, and operating its company-owned stores sets a new standard for green retail. With performance-based standards that incorporate design and extend
throughout the life of a store, “Starbucks Greener Stores” will focus on deploying technologies and practices that ultimately deliver 30 percent water savings. In FY22, 3,508
Starbucks stores were certified Greener Stores. In FY22, our work also focused on continuous improvement in the program, launch of innovation measurements and global
expansion. Building on the success of our first Greener Store opening outside of North America in Shanghai, in September 2021, we opened Japan’s first Greener Store inTokyo in November 2021, which will help inform Starbucks Greener Stores expansion across Japan, and the first Starbucks Greener Store opened in Chile in June 2022.
As part of our commitment to open-source educational materials, Starbucks launched the Greener Store Practitioner course on Starbucks Global Academy in FY22 to makethe Greener Stores program more accessible to retailers around the world. The course features educational content on sustainability that is broadly applicable and sharesthe fundamental structure of Greener Stores. Starbucks will translate the course into multiple languages through 2024 and is committed to sharing insights through the
Starbucks Global Academy platform as we work to continue to grow and scale the program globally. Starbucks has opened 52 Greener Stores in Latin America and the
Caribbean, five in Europe, the Middle East and Africa, five in Asia-Pacific, 18 in Japan and eight in China.
Target reference number
Target 3
Category of target
Water, Sanitation and Hygiene (WASH) services
Target coverage
Company-wide (direct operations only)
Quantitative metric
Other, please specify (Increase in the number of people with access to safely managed drinking water and sanitation services)Year target was set
2022
Base year
2022
Base year figure
0

CDP

Page 21 of 25

Target year
2030
Target year figure
5000000
Reporting year figure% of target achieved relative to base year
<Calculated field>
Target status in reporting year
New
Please explain
As part of Starbucks holistic water strategy, we are investing in water replenishment and WASH projects in high-risk basins, to help support watershed health, ecosystem
resilience and water equity. As part of this strategy, our goal is to empower 5 million people with enhanced water access, sanitation and hygiene through community-driven
solutions with a focus on women, girls and marginalized groups. In FY22, we provided nearly $2 million to support new and ongoing water replenishment and WASH
projects in Brazil, Colombia, China, Ethiopia, Guatemala, Mexico, Peru and several projects in the United States. Because collective action is critical to supporting
sustainable watershed health and restoration, we continue to prioritize partnerships and projects through the United Nations Water Resilience Coalition (UNWRC) where
Starbucks serves as a leadership committee member. In this capacity, Starbucks is working closely with other peer companies and key NGO partners including Water.org,
WaterAid, The Nature Conservancy, and the World Wildlife Fund to accelerate progress in critical basins around the world.

W9. Verification

W9.1(W9.1) Do you verify any other water information reported in your CDP disclosure (not already covered by W5.1a)?
Yes

W9.1a
(W9.1a) Which data points within your CDP disclosure have been verified, and which standards were used?
Disclosure Data
moduleverified

Verification Please explain
standard

W1 Current Water
AA1000AS
state
withdrawals:
1.2b,
1.2h, 1.3

Under our commitment to be planet positive, 50% of water withdrawals will be conserved or replenished across Starbucks direct operations, stores, packaging and agricultural
supply chain, prioritizing action in high risk water basins while supporting watershed health, ecosystem resilience and water equity. Accurate water withdrawal data is critical toachieving this goal. In order to complete this moderate assurance of Starbucks’ FY2022 Water Withdrawals Inventory, Burns & McDonnell utilized the AA1000AS Quality
Assurance Standard and obtained, analyzed and verified data related to our 2022 water withdrawals.

W8 Targets 8.1a,
AA1000AS
Target 1

Under our commitment to be planet positive, 50% of water withdrawals will be conserved or replenished across Starbucks direct operations, stores, packaging and agricultural
supply chain, prioritizing action in high risk water basins while supporting watershed health, ecosystem resilience and water equity. Accurate water withdrawal data is critical toachieving this goal. In order to complete this moderate assurance of Starbucks’ FY2022 Water Withdrawals Inventory, Burns & McDonnell utilized the AA1000AS Quality
Assurance Standard and obtained, analyzed and verified data related to our 2022 water withdrawals.

W10. Plastics

W10.1(W10.1) Have you mapped where in your value chain plastics are used and/or produced?

Row
1

Plastics
mapping

Value chain
stage

Please explain

Yes

Direct operations Starbucks has created a reporting methodology, based on the amount of packaging we source, to report the amount of all packaging types we use, by both material typeand format.

W10.2(W10.2) Across your value chain, have you assessed the potential environmental and human health impacts of your use and/or production of plastics?

Row 1

CDP

Impact assessment

Value chain stage

Not assessed – but we plan to within the next two years<Not Applicable>

Please explain

Page 22 of 25

W10.3(W10.3) Across your value chain, are you exposed to plastics-related risks with the potential to have a substantive financial or strategic impact on your business?
If so, provide details.
Risk
Value
exposure chain
stage
Row Yes1

Type ofrisk

Please explain

DirectReputational Activists, customers, employees, and shareholders are challenging business to reduce their use of Single use plastics to reduce waste and mitigate the climate impacts ofoperations
fossil fuel derived plastic production. Failure to reduce plastic usage will be of significant risk to our brands reputation.

W10.4(W10.4) Do you have plastics-related targets, and if so what type?

Row
1

Targets in
place

Target type

Target metric

Please explain

Yes

Plastic
packaging

Reduce the total weight of plastic packaging used and/or
produced

Starbucks has signed on to Ellen MacArthur’s New Plastics Economy Global Commitment
2025 Targets for Retail Companies
The EMF Targets:• Eliminate problematic or unnecessary plastic packaging• Take action to move from single-use towards reuse models where relevant• 100% of plastic packaging to be reusable, recyclable, or compostable• Set an ambitious recycled content target across all plastic packaging used – Starbucks set a 10%
target• Collaborate towards increasing reuse/recycling composting rates for plastics• Report annually and publicly progress towards commitments/annual volumes
Set target to reduce overall virgin plastic use - Starbucks set a 20% reduction target

W10.5(W10.5) Indicate whether your organization engages in the following activities.
Activity
applies
Production of plastic polymers

No

Production of durable plastic components

No

Production / commercialization of durable plastic goods (including mixed materials)

No

Production / commercialization of plastic packaging

No

Production of goods packaged in plastics

Yes

Provision / commercialization of services or goods that use plastic packaging (e.g., retail and Yes
food services)

Comment

Starbucks retail coffee packaging contains plastic as well as some Starbucks branded beverages soldin retail locations
Starbucks uses plastic cups, lids, cutlery, straws, splash sticks

W10.8(W10.8) Provide the total weight of plastic packaging sold and/or used, and indicate the raw material content.
Total weight of plastic packaging sold / used during
the reporting year (Metric tonnes)

Raw material content
percentages available to report% virgin fossilbased content% virgin
renewable
content

Plastic
packagingsold<Not Applicable><Not Applicable><Not Applicable>

Plastic
packagingused162700% virgin fossil-based content% virgin renewable content% post-consumer recycled content

88.6% post-industrial
recycled content% post-consumer
recycled content

Pleaseexplain<Not Applicable> <Not Applicable><Not Applicable><Not
Applicable
>

4.7

6.7

<Not Applicable>

W10.8aCDP

Page 23 of 25

(W10.8a) Indicate the circularity potential of the plastic packaging you sold and/or used.
Percentages available to % of plastic% of plastic packaging
report for circularity
packaging that is that is technicallypotential
reusable
recyclable% of plastic packaging thatis recyclable in practice at
scale

Please explain

Plastic<Not Applicable>
packagingsold<Not Applicable><Not Applicable><Not Applicable><Not Applicable>

Plastic% recyclable in practice
packaging and at scaleused<Not Applicable><Not Applicable>

20

Starbucks only assess recyclability based on the standard as set by the Ellen MacArthur
Foundation. Not included in these numbers is 4.7% of packaging material that is technicallycompostable.

W11. Sign off

W-FI(W-FI) Use this field to provide any additional information or context that you feel is relevant to your organization's response. Please note that this field is optional
and is not scored.

W11.1(W11.1) Provide details for the person that has signed off (approved) your CDP water response.

Row 1

Job title

Corresponding job category

VP, chief sustainability officer

Chief Sustainability Officer (CSO)

SW. Supply chain module

SW0.1(SW0.1) What is your organization’s annual revenue for the reporting period?
Annual revenue
Row 1

SW1.1
(SW1.1) Could any of your facilities reported in W5.1 have an impact on a requesting CDP supply chain member?

SW1.2(SW1.2) Are you able to provide geolocation data for your facilities?
Are you able to provide geolocation data for your facilities?
Row 1

Comment

Please selectSW2.1(SW2.1) Please propose any mutually beneficial water-related projects you could collaborate on with specific CDP supply chain members.

SW2.2(SW2.2) Have any water projects been implemented due to CDP supply chain member engagement?

SW3.1

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(SW3.1) Provide any available water intensity values for your organization’s products or services.

Submit your response
In which language are you submitting your response?
EnglishPlease confirm how your response should be handled by CDP

Please select your submission options

I understand that my response will be shared with all requesting stakeholders

Response permission

Yes

PublicPlease indicate your consent for CDP to share contact details with the Pacific Institute to support content for its Water Action Hub website.
Yes, CDP may share our Main User contact details with the Pacific Institute
Please confirm below
I have read and accept the applicable Terms

CDP

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Starbucks Corporation - Forests 2023
F0. Introduction

F0.1(F0.1) Give a general description of and introduction to your organization.

Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world. Beginning in 1971, we were a roaster and retailer of whole bean and ground coffee, tea
and spices with a single store in Seattle’s Pike Place Market. Today, we are privileged to connect with millions of customers every day with exceptional products and morethan 35,000 retail stores in 83 markets. Formed in 1985, Starbucks Corporation’s common stock trades on the NASDAQ Global Select Market (“NASDAQ”) under the symbol“SBUX.” Our objective is to maintain standing as one of the most recognized and respected brands in the world. To achieve this, we are focused on streamlining the business,
driving growth in the U.S. and China, and expanding our global reach through the Global Coffee Alliance. Guided by our Mission and Values, our long-term plan for growthwith focus and discipline is built on the belief that the pursuit of profit is not in conflict with the pursuit of doing good. Our employees, who we call partners, are at the heart of
the Starbucks Experience. Beginning in 1991, we turned Starbucks employees into partners by providing the opportunity to share in the financial success of the company
through Starbucks stock. Our collective efforts to build a more open, equitable and inclusive company enable us to learn, adapt, and grow. It is in our collective efforts that will
determine our place as a great and enduring company, one that recognizes our responsibility as more than just making a profit.

At Starbucks, our vision to date regarding the health of the environment has been simple: sustainable coffee, served sustainably. Grounded in a history of sustainable
leadership as we celebrated our 50th anniversary in fiscal 2021, we look to the future under the leadership of our chief sustainability officer with a heightened sense ofurgency and conviction. We must challenge ourselves, think bigger, partner with others and do much more to take care of the planet we share. We realize the climate crisis is
inextricably intertwined with the other historic crises we are grappling with, among them a global pandemic, economic inequality and systemic racism. We agree with scientificexperts who say without drastic action from everyone – governments, companies, all of us – trying to adapt to the impacts of climate change in the future will become
increasingly difficult and costly. The impacts of climate change will take a toll on our supply chains, our business and more importantly, the lives of everyone involved,
including coffee farmers, our suppliers, Starbucks partners (employees), customers and the members of every community we serve. We also know that leadership insustainability takes commitment, investment, innovation, partnership and time. For these reasons, in FY21, rooted in science, grounded in Starbucks Mission and Values andinformed by comprehensive market research and trials, Starbucks finalized 2030 environmental goals to cut our carbon, water and waste footprints by half, working from a
FY19 baseline. Since that time, Starbucks carbon goal has been validated as science-based from the Science Based Targets Initiative (“SBTi”). The SBTi has confirmed thatthe scope 1 and scope 2 portions of our 2030 carbon target are aligned with a 1.5°C pathway, the most ambitious level they validate. Starbucks also expanded its goal toconserve or replenish 50% of water used in green coffee production in our direct operations to include global operations, agricultural supply chain and packaging, increasing
the projected water conserved or replenished and addressing some of the biggest impacts on Starbucks water footprint. Building on initiatives launched in FY21 with
Conservation International in Huila, Colombia and San Martin, Peru, Starbucks continued its efforts to protect and restore critical forests that coffee communities depend on in
FY22. Working with more than 16 coffee farming communities, Starbucks and Conservation International supported training and education for farmers on more sustainable
practices and helped farmers monitor carbon and water impacts on and around their farms. The goal of these projects is not only to achieve carbon neutrality, but also toenhance freshwater ecosystems and biodiversity. Together, we are building Starbucks to be a great enduring company by staying true to our Mission & Values while boldly
reimagining the future -- for our partners, our customers, and for our planet.

Starbucks 2021 Fiscal Year began October 4, 2021, and ended October 2, 2022.

F0.2(F0.2) State the start and end date of the year for which you are reporting data.

Reporting year

Start Date

End Date

October 1 2021

September 30 2022

F0.3
(F0.3) Select the currency used for all financial information disclosed throughout your response.
USD

F0.4
(F0.4) Select the forest risk commodity(ies) that you are, or are not, disclosing on (including any that are sources for your processed ingredients or manufactured
goods); and for each select the stages of the supply chain that best represents your organization’s area of operation.

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Timber products
Commodity disclosure
Disclosing
Stage of the value chain
Retailing
Are you disclosing information on embedded commodities?
No, because we have no embedded commodities
Explanation if not disclosing<Not Applicable>
Palm oilCommodity disclosure
Disclosing
Stage of the value chain
Retailing
Are you disclosing information on embedded commodities?
No, because we have no embedded commodities
Explanation if not disclosing<Not Applicable>
Cattle products
Commodity disclosure
Not disclosing
Stage of the value chain
Retailing
Are you disclosing information on embedded commodities?
<Not Applicable>
Explanation if not disclosing
Cattle products represent less than one percent of Starbucks procurement spend. The spend on cattle products in food is extremely small and is a very limited food offering.
Soy
Commodity disclosure
Not disclosing
Stage of the value chain
Retailing
Are you disclosing information on embedded commodities?
<Not Applicable>
Explanation if not disclosing
Soy represents less than one percent of Starbucks procurement spend. Starbucks offers Soy milk as a non-dairy milk alternative. Relative to our total revenue it is a verysmall percentage.
Other - Rubber
Commodity disclosureThis commodity is not produced, sourced or used by our organization
Stage of the value chain<Not Applicable>
Are you disclosing information on embedded commodities?
<Not Applicable>
Explanation if not disclosing<Not Applicable>
Other - Cocoa
Commodity disclosure
Disclosing
Stage of the value chain
Trading
Retailing
Are you disclosing information on embedded commodities?
No, because we have no embedded commodities
Explanation if not disclosing<Not Applicable>

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Other - Coffee
Commodity disclosure
Disclosing
Stage of the value chain
Trading
Manufacturing
Are you disclosing information on embedded commodities?
No, because we have no embedded commodities
Explanation if not disclosing<Not Applicable>

F0.5(F0.5) Select the option that describes the reporting boundary for which forests-related impacts on your business are being reported
Operational control

F0.6(F0.6) Select the countries/areas in which you operate.
Austria
Canada
China
Italy
Japan
Switzerland
United Kingdom of Great Britain and Northern Ireland
United States of America

F0.7(F0.7) Are there any parts of your direct operations or supply chain that are not included in your disclosure?
No

F0.8(F0.8) Does your organization have an ISIN code or another unique identifier (e.g., Ticker, CUSIP, etc.?)
Indicate whether you are able to provide a unique identifier for your organization

Provide your unique identifier

Yes, an ISIN code

US8552441094

F1. Current stateF1.1(F1.1) How does your organization produce, use or sell your disclosed commodity(ies)?

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Timber products
Activity
Retailing/onward sale of commodity or product containing commodity
Form of commodity
Primary packaging
Secondary packaging
SourceContracted suppliers (manufacturers)
Country/Area of origin
Unknown origin% of procurement spend<1%
Comment
Starbucks uses timber products in furniture and store finishes, as well as in paper packaging including cups. Procurement spend represents purchase of primary packaging.
It is not possible to isolate spend on wood products for furniture and finishes or secondary packaging. Focus in the CDP response will be on use of timber products inprimary paper packaging. Country of origin information is reported for our hot cup paper fiber sources. We are currently reassessing how we track the country of origin of
hot cup paper fiber to ensure it is a fair representation of the paper packaging we purchase. Other categories of paper packaging and wood are not quantified in a manner toreport country of origin.
Palm oil
Activity
Retailing/onward sale of commodity or product containing commodity
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Palm oil derivatives
SourceContracted suppliers (manufacturers)
Country/Area of origin
Unknown origin% of procurement spend
Don't know
Comment
We use a very small amount of palm oil derivatives in some ingredients. Starbucks does not directly buy palm oil so we are constantly improving our communication with
suppliers to ensure they are aware of our RSPO commitment. RSPO certification includes Mass Balance, Identity Preserved and Segregated but countries of origin are notcurrently known for our ingredients. We are working to continuously improve our understanding of our supply chain. We publicly report our progress towards 100% RSPOby completing RSPO's ACOP found at www.rspo.org
Other - Cocoa
Activity
Retailing/onward sale of commodity or product containing commodity
Form of commodity
Other, please specify (Cocoa beans, cocoa powder, cocoa butter)
SourceSmallholders
Contracted suppliers (processors)
Contracted suppliers (manufacturers)
Country/Area of origin
Please select% of procurement spend<1%
Comment
Starbucks purchases cocoa beans and cocoa powder and butter for use in its beverage inputs such as mocha powder. Starbucks directly sources the cocoa beans toimprove the responsibly sourced nature of the cocoa used within the company’s operations. Starbucks continues to source Rainforest Alliance Certified cocoa and to workin partnership with the Rainforest Alliance to leverage their expertise and increase our due diligence and transparency in our cocoa supply chains. We are a member of theWorld Cocoa Foundation, specifically their Cocoa Forest Initiative to end deforestation and restore forest areas, International Cocoa Initiative and the Swiss platform forsustainable cocoa and continue to work with others across the industry to evolve and strengthen our approach to responsibly sourced cocoa. In addition to our global
sourcing team, Starbucks regional teams also purchase cocoa. Moving forward, we are working to provide additional transparency across all cocoa-based products
sourced.

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Other - Coffee
Activity
Using as input into product manufacturing
Retailing/onward sale of commodity or product containing commodity
Form of commodity
Other, please specify (Green coffee beans)
SourceSmallholders
Contracted suppliers (processors)
Country/Area of origin
Please select% of procurement spend
Comment
As a company that buys three percent of the world’s coffee sourced from more than 400,000 farmers, Starbucks knows our success — and that of the industry at large — isdirectly linked to the success of the people who produce our coffee and the land on which it grows. We are committed to sourcing coffee responsibly, for the betterment ofboth people and the planet. Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E. Practices. In FY22, we achieved 98.2% ethically sourced coffee asverified through C.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see minor pandemic-related impacts
continue in FY22, though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E. Practices.

F1.2(F1.2) Indicate the percentage of your organization’s revenue that was dependent on your disclosed forest risk commodity(ies) in the reporting year.
% ofrevenuedependent
oncommodity

Comment

Timber <1%
products

Starbucks uses paper packaging to provide our products to our customers as well as timber in the construction of new stores. We do not sell paper packaging products directly. Packaging ispart of our cost of goods sold. We therefore do not know the percentage of revenue dependent on this commodity and have selected <1%.

Palm oil Don't know

Starbucks uses a limited amount of Palm Oil in some food ingredients. It is incorporated into our cost of goods sold. We therefore do not know the percentage of revenue dependent on thiscommodity and have indicated that this figure is not known

Cattle<Not
products Applicable><Not Applicable>

Soy

<Not
Applicable><Not Applicable>

Other Rubber<Not
Applicable><Not Applicable>

Other Cocoa

Don't knowThis information is confidential. Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder.

Other Coffee

Don't knowThis information is confidential. Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world, operating in 83 markets. We purchase and roast high-quality coffees
that we sell, along with handcrafted coffee, tea and other beverages and a variety of high-quality food items through company-operated stores. We also sell a variety of coffee, tea andcocoa based products and license our trademarks through other channels such as licensed stores, as well as grocery and foodservice through our Global Coffee Alliance with Nestlé S. A.

F1.5(F1.5) Does your organization collect production and/or consumption data for your disclosed commodity(ies)?
Data availability/Disclosure
Timber products

Consumption data available, disclosing

Palm oil

Consumption data available, disclosing

Cattle products<Not Applicable>

Soy<Not Applicable>

Other - Rubber<Not Applicable>

Other - Cocoa

Data available, but not disclosing

Other - Coffee

Data available, but not disclosing

F1.5a

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(F1.5a) Disclose your production and/or consumption figure, and the percentage of commodity volumes verified as deforestation- and/or conversion-free.
Forest risk commodity
Palm oil
Data type
Consumption data
Commodity production/ consumption volume
8338
Metric for commodity production/ consumption volume
Metric tons
Data coverage
Partial commodity production/consumption
Have any of your reported commodity volumes been verified as deforestation- and/or conversion-free?
Yes% of reported volume verified as deforestation- and/or conversion-free
80.39
Please explain
Data provided for direct operations only representing company owned or operated stores. Full commodity consumption is not available due to limited visibility into the supply
chain volumes. Data is reported for calendar year 2022.
Forest risk commodity
Timber products
Data type
Consumption data
Commodity production/ consumption volume
246875Metric for commodity production/ consumption volume
Metric tons
Data coverage
Partial commodity production/consumption
Have any of your reported commodity volumes been verified as deforestation- and/or conversion-free?
No, but we are planning to verify volumes as deforestation- and/or conversion-free in the next two years% of reported volume verified as deforestation- and/or conversion-free<Not Applicable>
Please explain
Beginning in FY23, Starbucks began transition to a new hot paper coffee cup made from 30% recycled content and the remaining paper is FSC certified, sustainably
sourced and free from deforestation. Starbucks has a goal to reduce waste sent to landfill, incineration and drainage by 50% by FY30 compared to FY19. This includes
materials not recycled, composted or avoided through circularity approaches. This goal applies to our owned operations and licensed stores globally. The consumption datareported here is related only to primary paper packaging and is inclusive of our licensee’s primary paper packaging. Global data is estimated based on U.S. packaging
assortment and extrapolated based on sales. Data represents packaging materials used in our direct operations and licensed stores and all other packaging materials
purchased by Starbucks Corporation. Packaging materials purchased by channel business partners for use in products they sell with our brand on it and not sold in a
Starbucks retail store are excluded. This aligns with our GHG Inventory and Ellen MacArthur Foundation Global Commitment reporting boundaries. Starbucks branded
products sold outside of our stores are part of a licensed model of the Global Coffee Alliance with Nestlé, while our global ready-to-drink businesses operate undercollaborative relationships with PepsiCo and others. The Starbucks branded packaging used by Channel Development business partners are part of their commitments andreporting.

F1.5b(F1.5b) Provide a breakdown of your DCF and non-DCF volumes relevant to your stage in the supply chain according to how verification is achieved and thehighest level of traceability, respectively.

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Timber products – DCF% of DCF production/consumption volume from areas with no or negligible risk of deforestation/conversion% of DCF production/consumption volume verified through monitoring systems% of DCF production/consumption volume physically certified% of non-DCF production/consumption volume from unknown origin<Not Applicable>% of non-DCF production/consumption volume traceable only as far as country level<Not Applicable>% of non-DCF production/consumption volume traceable only as far as sub-national area
<Not Applicable>% of non-DCF production/consumption volume traceable only as far as processing facility level<Not Applicable>% of non-DCF production/consumption volume traceable to production unit level<Not Applicable>
Total percentage of production/consumption volume reported (DCF) [auto-calculated]
Total percentage of production/consumption volume reported (non-DCF) [(auto-calculated)]<Not Applicable>
Timber products – Non DCF% of DCF production/consumption volume from areas with no or negligible risk of deforestation/conversion<Not Applicable>% of DCF production/consumption volume verified through monitoring systems<Not Applicable>% of DCF production/consumption volume physically certified<Not Applicable>% of non-DCF production/consumption volume from unknown origin% of non-DCF production/consumption volume traceable only as far as country level% of non-DCF production/consumption volume traceable only as far as sub-national area
% of non-DCF production/consumption volume traceable only as far as processing facility level% of non-DCF production/consumption volume traceable to production unit level
Total percentage of production/consumption volume reported (DCF) [auto-calculated]<Not Applicable>
Total percentage of production/consumption volume reported (non-DCF) [(auto-calculated)]
Palm oil – DCF% of DCF production/consumption volume from areas with no or negligible risk of deforestation/conversion% of DCF production/consumption volume verified through monitoring systems% of DCF production/consumption volume physically certified% of non-DCF production/consumption volume from unknown origin<Not Applicable>% of non-DCF production/consumption volume traceable only as far as country level<Not Applicable>% of non-DCF production/consumption volume traceable only as far as sub-national area
<Not Applicable>% of non-DCF production/consumption volume traceable only as far as processing facility level<Not Applicable>% of non-DCF production/consumption volume traceable to production unit level<Not Applicable>
Total percentage of production/consumption volume reported (DCF) [auto-calculated]
Total percentage of production/consumption volume reported (non-DCF) [(auto-calculated)]<Not Applicable>

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Palm oil – Non DCF% of DCF production/consumption volume from areas with no or negligible risk of deforestation/conversion<Not Applicable>% of DCF production/consumption volume verified through monitoring systems<Not Applicable>% of DCF production/consumption volume physically certified<Not Applicable>% of non-DCF production/consumption volume from unknown origin% of non-DCF production/consumption volume traceable only as far as country level% of non-DCF production/consumption volume traceable only as far as sub-national area
% of non-DCF production/consumption volume traceable only as far as processing facility level% of non-DCF production/consumption volume traceable to production unit level
Total percentage of production/consumption volume reported (DCF) [auto-calculated]<Not Applicable>
Total percentage of production/consumption volume reported (non-DCF) [(auto-calculated)]

F1.5c(F1.5c) For your disclosed commodity(ies), indicate the percentage of the production/consumption volume sourced by national and/or sub-national jurisdiction oforigin.

F1.5d(F1.5d) Why is your organization not disclosing production and/or consumption data for your disclosed commodity(ies)?
Primary reason

Please explain

Timber products<Not Applicable><Not Applicable>

Palm oil<Not Applicable><Not Applicable>

Cattle products<Not Applicable><Not Applicable>

Soy<Not Applicable><Not Applicable>

Other - Rubber<Not Applicable><Not Applicable>

Other - Cocoa

Data considered confidential

Providing sourcing data will place Starbucks at a disadvantageous position with suppliers

Other - Coffee

Data considered confidential

Providing sourcing data will place Starbucks at a disadvantageous position with suppliers

F1.5f(F1.5f) How does your organization produce or consume biofuel derived from palm oil?
Does your organization produce or consume biofuel derived from palm oil?
No
Data type<Not Applicable>
Volume produced/consumed<Not Applicable>
Metric<Not Applicable>
Country/Area of origin<Not Applicable>
State or equivalent jurisdiction<Not Applicable>% of total production/consumption volume<Not Applicable>
Does the source of your organization's biofuel material come from smallholders?
<Not Applicable>
Comment

F1.6

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(F1.6) Has your organization experienced any detrimental forests-related impacts?
NoF1.7(F1.7) Indicate whether you have assessed the deforestation or conversion footprint for your disclosed commodities over the past 5 years, or since a specified
cutoff date, and provide details.
Forest risk commodity
Other - Cocoa
Have you monitored or estimated your deforestation/conversion footprint?
Yes, we monitor deforestation/conversion footprint in our supply chain
Coverage
Partial consumption volume
Reporting deforestation/conversion since a specified cutoff date or during the last five years?
Since a specified cutoff date, please specify year (Since January 1, 2014)
Known or estimated deforestation/ conversion footprint (hectares)
Describe methods and data sources used to monitor or estimate deforestation/ conversion footprint
We are sourcing RA certified cocoa and are ourselves RA certified. The Rainforest Alliance Sustainable Agriculture Standard does not allow the certification of farms on
which destruction or conversion of natural ecosystems occurred later than January 1, 2014. This cutoff date is aligned with international regulations. The Rainforest Alliance
Certification Program requires all certified farms to be GPS mapped with satellite imaging. When farm groups apply for RA certification program, they must submit the GPS
locations of farms. In preparation for audits, the Rainforest Alliance and auditors check the GPS locations for any evidence of forest conversion since 2014.
Forest risk commodity
Other - Coffee
Have you monitored or estimated your deforestation/conversion footprint?
Yes, we monitor deforestation/conversion footprint in our supply chain
Coverage
Partial consumption volume
Reporting deforestation/conversion since a specified cutoff date or during the last five years?
Other, please specify (No deforestation since 2004)
Known or estimated deforestation/ conversion footprint (hectares)0
Describe methods and data sources used to monitor or estimate deforestation/ conversion footprint
Our ethical sourcing verification program developed in partnership with Conservation International. Measuring farms against economic, social and environmental criteria,
the C.A.F.E. Practices program is designed to promote transparent and sustainable coffee growing practices while also helping protect the well-being of coffee farmers andworkers, their families and their communities. Forest and land stewardship is a key component to our C.A.F.E. Practice certification program for coffee. Forest issues
incorporated into our strategies include forest conservation, replenishment, and crop yield and quality. Deforestation is a zero tolerance indicator in C.A.F.E. Practices.
When Starbucks is notified of zero tolerance violations, we take immediate action, conducting an investigation which could lead to suspending the commercial relationshipwith a farm until the case has been clarified. Based on our investigation we may ask our supplier to work with a farm to address any issue including the development of awork plan describing how the issue will be corrected. The implementation of a corrective action plan and the actual correction of any zero tolerance criteria is then reevaluated by an approved third-party verification organization. In FY22, we achieved 98.2% ethically sourced coffee as verified through C.A.F.E. Practices. Despite theeasing of challenges brought on by the pandemic to verify and transport coffee, we did see minor pandemic-related impacts continue in FY22, though significant
improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E. Practices. At least, 99.9% of C.A.F.E. Practices farms have notconverted forest into coffee production (since2004) in the period 2017–2021.

F2. Procedures

F2.1(F2.1) Does your organization undertake a forests-related risk assessment?
Yes, forests-related risks are assessed

F2.1a(F2.1a) Select the options that best describe your procedures for identifying and assessing forests-related risks.

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Timber products
Value chain stage
Supply chain
Coverage
PartialRisk assessment procedure
Assessed as part of other company-wide risk assessment system
Frequency of assessment
Annually
How far into the future are risks considered?
> 6 years
Tools and methods used
Internal company methods
Issues considered
Availability of forest risk commodities
Quality of forests risk commodities
Impact of activity on the status of ecosystems and habitats
Regulation
Climate change
Impact on water security
Tariffs or price increases
Loss of markets
Brand damage related to forests risk commodities
Corruption
Social impacts
Stakeholders considered
Customers
Employees
Investors
Local communities
NGOs
Other forest risk commodity users/producers at a local level
Regulators
Suppliers
Please explain
Starbucks Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’management of risks relevant to the Company. This includes oversight of environmental risks, including forest-related issues. A fundamental part of risk oversight is not only
understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate forthe company. Starbucks Risk Committee, chaired by the CFO and General Counsel, maintains the enterprise risk management (ERM) framework. This includes a review ofenterprise risk assessments and risk-mitigation activities managed by designated risk owners. As a part of the ERM framework, designated risk owners debrief the Audits
and Compliance Committee within the Board on a quarterly basis on major or emerging risks. Annually, Starbucks conducts an ERM risk assessment to prioritize andassess key enterprise risks. This assessment includes facilitated discussions with relevant stakeholders for each risk that focuses on the alignment of risk drivers and gaps,
as well as the understanding of mitigation activities. The results of this assessment are rolled up into an overall summary and provided to the ELT and the Board. Starbucks
Global Social Impact strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including
employees, business partners, customers, suppliers, shareholders, community members and others.

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Palm oil
Value chain stage
Supply chain
Coverage
PartialRisk assessment procedure
Assessed as part of other company-wide risk assessment system
Frequency of assessment
Annually
How far into the future are risks considered?
> 6 years
Tools and methods used
Internal company methods
External consultants
Issues considered
Availability of forest risk commodities
Quality of forests risk commodities
Impact of activity on the status of ecosystems and habitats
Regulation
Climate change
Impact on water security
Tariffs or price increases
Loss of markets
Brand damage related to forests risk commodities
Corruption
Social impacts
Stakeholders considered
Customers
Employees
Investors
Local communities
NGOs
Other forest risk commodity users/producers at a local level
Regulators
Suppliers
Please explain
Starbucks Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’management of risks relevant to the Company. This includes oversight of environmental risks, including forest-related issues. A fundamental part of risk oversight is not only
understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate forthe company. Starbucks Risk Committee, chaired by the CFO and General Counsel, maintains the enterprise risk management (ERM) framework. This includes a review ofenterprise risk assessments and risk-mitigation activities managed by designated risk owners, guided by external consultants. As a part of the ERM framework, designatedrisk owners debrief the Audits and Compliance Committee within the Board on a quarterly basis on major or emerging risks. Annually, Starbucks conducts an ERM risk
assessment to prioritize and assess key enterprise risks. This assessment includes facilitated discussions with relevant stakeholders for each risk that focuses on thealignment of risk drivers and gaps, as well as the understanding of mitigation activities. The results of this assessment are rolled up into an overall summary and provided to
the ELT and the Board. Starbucks Global Social Impact strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits toour stakeholders, including employees, business partners, customers, suppliers, shareholders, community members and others.

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Other - Cocoa
Value chain stage
Supply chain
Coverage
PartialRisk assessment procedure
Assessed as part of other company-wide risk assessment system
Frequency of assessment
Annually
How far into the future are risks considered?
> 6 years
Tools and methods used
Internal company methods
Issues considered
Availability of forest risk commodities
Quality of forests risk commodities
Impact of activity on the status of ecosystems and habitats
Regulation
Climate change
Impact on water security
Tariffs or price increases
Loss of markets
Brand damage related to forests risk commodities
Corruption
Social impacts
Stakeholders considered
Customers
Employees
Investors
Local communities
NGOs
Other forest risk commodity users/producers at a local level
Regulators
Suppliers
Please explain
Starbucks Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’management of risks relevant to the Company. This includes oversight of environmental risks, including forest-related issues. A fundamental part of risk oversight is not only
understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate forthe company. Starbucks Risk Committee, chaired by the CFO and General Counsel, maintains the enterprise risk management (ERM) framework. This includes a review ofenterprise risk assessments and risk-mitigation activities managed by designated risk owners. As a part of the ERM framework, designated risk owners debrief the Audits
and Compliance Committee within the Board on a quarterly basis on major or emerging risks. Annually, Starbucks conducts an ERM risk assessment to prioritize andassess key enterprise risks. This assessment includes facilitated discussions with relevant stakeholders for each risk that focuses on the alignment of risk drivers and gaps,
as well as the understanding of mitigation activities. The results of this assessment are rolled up into an overall summary and provided to the ELT and the Board. Starbucks
Global Social Impact strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including
employees, business partners, customers, suppliers, shareholders, community members and others.

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Other - Coffee
Value chain stage
Supply chain
Coverage
PartialRisk assessment procedure
Assessed as part of other company-wide risk assessment system
Frequency of assessment
Annually
How far into the future are risks considered?
> 6 years
Tools and methods used
Internal company methods
Issues considered
Availability of forest risk commodities
Quality of forests risk commodities
Impact of activity on the status of ecosystems and habitats
Regulation
Climate change
Impact on water security
Tariffs or price increases
Loss of markets
Brand damage related to forests risk commodities
Corruption
Social impacts
Stakeholders considered
Customers
Employees
Investors
Local communities
NGOs
Other forest risk commodity users/producers at a local level
Regulators
Suppliers
Please explain
Starbucks Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’management of risks relevant to the Company. This includes oversight of environmental risks, including forest-related issues. A fundamental part of risk oversight is not only
understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate forthe company. Starbucks Risk Committee, chaired by the CFO and General Counsel, maintains the enterprise risk management (ERM) framework. This includes a review ofenterprise risk assessments and risk-mitigation activities managed by designated risk owners. As a part of the ERM framework, designated risk owners debrief the Audits
and Compliance Committee within the Board on a quarterly basis on major or emerging risks. Annually, Starbucks conducts an ERM risk assessment to prioritize andassess key enterprise risks. This assessment includes facilitated discussions with relevant stakeholders for each risk that focuses on the alignment of risk drivers and gaps,
as well as the understanding of mitigation activities. The results of this assessment are rolled up into an overall summary and provided to the ELT and the Board. Starbucks
Global Social Impact strategy and commitments are integral to our overall business strategy. As a result, we believe we deliver benefits to our stakeholders, including
employees, business partners, customers, suppliers, shareholders, community members and others.

F2.2(F2.2) For each of your disclosed commodity(ies), has your organization mapped its value chains?
Value chain mapping

Primary reason for not mapping your value Explain why your organization does not map its value chain and outline any plans to
chain
introduce it

Timberproducts

No, but we plan to map the value chain within the next
two years

Important, but not an immediate businesspriority

Starbucks use of timber is small relative to the industry.

Palm oilNo, but we plan to map the value chain within the next
two years

Important, but not an immediate businesspriority

Starbucks use of Palm Oil is very limited.

Cattleproducts<Not Applicable><Not Applicable><Not Applicable>

Soy<Not Applicable><Not Applicable><Not Applicable>

Other Rubber<Not Applicable><Not Applicable><Not Applicable>

Other - Cocoa Yes, we have partially mapped the value chain<Not Applicable><Not Applicable>

Other Coffee<Not Applicable><Not Applicable>

Yes, we have mapped the entire value chain

F2.2a

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(F2.2a) Provide details of your organization’s value chain mapping for its disclosed commodity(ies).
Forest risk commodity
Other - Cocoa
Scope of value chain mapping
Tier 1 suppliers% of total suppliers covered within selected tier(s)Description of mapping process and coverage
In FY22, the company’s global cocoa sourcing team directly purchased 12 million kilograms of Rainforest Alliance certified and segregated cocoa beans from Côte d’Ivoire(Ivory Coast). We continue to source Rainforest Alliance Certified cocoa and to work in partnership with the Rainforest Alliance to leverage their expertise and increase ourdue diligence and transparency in our cocoa supply chains. We are a member of the World Cocoa Foundation and continue to work with others across the industry to
evolve and strengthen our app
Your own production and primary processing sites: attach a list of facility names and locations (optional)
Your suppliers’ production and primary processing sites: attach a list of names and locations (optional)
Forest risk commodity
Other - Coffee
Scope of value chain mapping
Tier 1 suppliers
Smallholders% of total suppliers covered within selected tier(s)98.2
Description of mapping process and coverage
In FY22, 98.2% of Starbucks coffee was C.A.F.E. Practices verified. As part of C.A.F.E. Practice verification program, third party organizations, approved and overseen by
SCS Global Services, conduct inspections at farms and facilities within the supply chain to evaluate performance against more than 200 indicators. This includes 22 zerotolerance indicators. If non-compliance is identified, we work with suppliers to address issues including the development of a work plan describing how the issue will becorrected. The implementation of a corrective action plan and the actual correction.
First, Starbucks evaluates the coffee quality, and suppliers agree to provide economic transparency down to producer level even before any business is conducted. This isa pre-requisite to doing business with Starbucks. Suppliers then submit a formal application to Starbucks detailing the entire coffee supply chain, including all farms, mills,
warehouses and producer support organizations and commits to implement C.A.F.E. Practices guidelines. Third party organizations, approved and overseen by SCS Global
Services, conduct inspections at farms milling facilities and warehouses within the supply chain to evaluate performance against more than 200 indicators in the scorecard.
Detailed verification reports are submitted to Starbucks to assign the C.A.F.E. Practice status.
Once approved, suppliers are responsible for upholding C.A.F.E. Practices. Suppliers are invited to work with our Farmer Support Center on their continuous improvement
work plans to improve their status in C.A.F.E. Practices. To maintain an active status in the program, each supply chain is required to undergo reverification regularly, withfrequency dictated by their performance in the program.
Your own production and primary processing sites: attach a list of facility names and locations (optional)
Your suppliers’ production and primary processing sites: attach a list of names and locations (optional)

F2.3(F2.3) Do you use a classification system to determine risk of deforestation and/or conversion of other ecosystems for your sourcing areas, and if yes, what
methodology is used, and what is the classification used for?
Use of a
Methodology used for classifying levels of risk
classification
system todetermine
deforestation
and/orconversion
risk ofsourcing
areas

Use of risk classification

Attachment
indicatingriskclassificationfor eachsourcing
area(optional)

1 Yes, we use a The C.A.F.E. Practices program uses a scorecard to assess the adoption of good practices on coffee farms for both medium
Launched in 2004 in collaboration withclassification and large farms. A subset of practices from the standard scorecard, or medium and large farm scorecard, is used to assess
Conservation International, Coffee and Farmer
systemperformance of smallholder farms, alongside a scorecard for the Producer Support Organization. Farm performance is
Equity Practices (C.A.F.E. Practices) is a
assessed in three areas: economic accountability, social responsibility, and environmental responsibility. While each subject
verification program that assesses the supply
area includes many indicators, this section of the report provides a snapshot of global performance of medium and large farms chain based on economic, social andusing a set of KPIs that have been identified as priorities within the three subject areas. This analysis uses a set of KPIs similar environmental criteria, aimed at promoting
to the medium and large farm set to assess small farms as well. One zero tolerance indicator is no forest conversion.
sustainable, profitable and transparent coffeeCompliance with zero tolerance (ZT) indicators is tracked as a total number of incidents of noncompliance in the sampled farms growing practices while ensuring the welfare ofand the percentage of cases corrected.
coffee farmers, workers, their families andcommunities.
In 2021, farmers managed 177,391 hectares ofland for conservation, which represented 7.9% of
the total area managed by farmers participating in
the program. Medium farms had the highest
compliance rate in the implementation of the No
Forest Conversion (CG-CB 3.1) indicator with
100% full compliance from 2017-2021.

F3. Risks and opportunities

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F3.1(F3.1) Have you identified any inherent forests-related risks with the potential to have a substantive financial or strategic impact on your business?
Risk identified?
Timber products

No

Palm oilNo

Cattle products<Not Applicable>

Soy<Not Applicable>

Other - Rubber<Not Applicable>

Other - Cocoa

No

Other - Coffee

Yes

F3.1a
(F3.1a) How does your organization define substantive financial or strategic impact on your business?
Starbucks evaluates climate-related and other environmental risks based the financial and strategic consequences that could negatively affect our business, reputation,
financial condition, results of operations or the trading price of our common stock. Our risk team conducts financial material assessments when identifying core enterpriserisks. We regularly evaluate climate-related topics and trends, including those in our Global Environmental and Social Impact Report and other public statements, to identify
those that may be either quantitatively or qualitatively material for inclusion in our SEC filings. Given the size of our consolidated financial results, the quantitative threshold isquite high. While all of our people- and planet-positive initiatives are important to Starbucks, not all have met disclosure requirements for inclusion in our financial reports. We
believe certain aspects of our initiatives, such as reducing waste and water usage, investing in regenerative agriculture and developing more sustainable stores andoperations, will help mitigate the adverse effects of climate change, although they have not had a material quantitative impact to our financial performance to date. Also, we
have determined that they would not be material through the lens of a reasonable investor evaluating Starbucks for investment purposes. We regularly re-evaluate ourdisclosures and will change our reporting as the anticipated impacts of these issues to our Company evolve.

For CDP reporting purposes, Starbucks defines a substantive or strategic financial impact to be risks items that, should they occur or continue to occur, would impact ourbusiness, financial condition, operations, and the trading price of our common stock in a significant and adverse way, such as impacting a significant number of stores in aregion, as well as changes which would require significant capital investment. We review our business annually during development of our operating plan and review
progress against this quarterly.

F3.1b

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(F3.1b) For your disclosed forest risk commodity(ies), provide details of risks identified with the potential to have a substantive financial or strategic impact on
your business, and your response to those risks.
Forest risk commodity
Other - Coffee
Type of risk
Chronic physicalGeographical scale
Farm
Where in your value chain does the risk driver occur?
Supply chain
Primary risk driver
Increased severity of extreme weather events
Primary potential impact
Increased operating costs
Company-specific description
The supply and price of coffee we purchase can be affected by multiple factors in the producing countries, such as weather, natural disasters, crop disease, generalincrease in farm inputs and costs of production, inventory levels, political and economic conditions, and the actions of certain organizations and associations that havehistorically attempted to influence prices of green coffee through agreements establishing export quotas or by restricting coffee supplies. Because of the significance ofcoffee beans to our operations, combined with our ability to only partially mitigate future price risk through purchasing practices and hedging activities, increases in the costof high-quality arabica coffee beans could have a material adverse impact on our profitability. In addition, if we are not able to purchase sufficient quantities of green coffee
due to any of the above factors or to a worldwide or regional shortage, we may not be able to fulfill the demand for our coffee, which could have a material adverse impact
on our profitability.
Timeframe
1-3 years
Magnitude of potential impact
Medium-low
Likelihood
About as likely as not
Are you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact (currency)<Not Applicable>
Potential financial impact figure - minimum (currency)<Not Applicable>
Potential financial impact figure - maximum (currency)<Not Applicable>
Explanation of financial impact
On an ongoing basis, Starbucks hedges its expected coffee exposure through multiple instruments. This mitigates much of the direct financial consequences of short-term
disruptions in the coffee supply chain.
Our access to and price of high-quality arabica green coffee may be impacted by weather events in producing countries that may be exacerbated by climate change;
however, the price and supply of high-quality arabica green coffee is subject to significant volatility and can also be impacted by water supply quality and availability
throughout the coffee production chain, natural disasters, crop disease and pests, general increase in farm inputs and costs of production, inventory levels, political andeconomic conditions and the actions of certain organizations and associations that have historically attempted to influence prices of green coffee through agreements
establishing export quotas or by restricting coffee supplies. Due to the number of factors that can impact the supply and price of green coffee, we do not attempt to quantify
each factor's impact.
Primary response to risk
Promotion of sustainable forest management, including financial incentives
Description of response
We take a holistic approach to ethically sourcing coffee through responsible purchasing practices, farmer loans and forest conservation programs. When we buy coffee
verified by C.A.F.E. Practices, it helps foster a better future for farmers and a more stable climate for the planet, and it helps create a long-term supply of the high-quality
beans we’ve been carefully blending, roasting and packing fresh for nearly 50 years. Starbucks invests in programs designed to strengthen economic and social
development in local communities, while also caring for the environment. In addition to these collaborative relationships and social development investments, we also
support communities through farmer loans, growing our farmer support centers and continuously improving and expanding our ethical sourcing programs, such as C.A.F.E.
Practices. In deploying this unique set of strategies, Starbucks is improving the resilience of our supply chain and, ensuring the long-term supply of high-quality coffee andother agricultural goods, as well as building stronger, enduring farming communities.
Cost of response
Explanation of cost of response
We commit to source coffee responsibly, for the betterment of people and planet, and a sustainable future of coffee. In FY22, we achieved 98.2% ethically sourced coffee
as verified through C.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see minor pandemic-related
impacts continue in FY22 though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E. Practices. Building on
initiatives launched in FY21 with Conservation International in Huila, Colombia and San Martin, Peru, Starbucks continued its efforts to protect and restore critical foreststhat coffee communities depend on in FY22. Working with more than 16 coffee farming communities, Starbucks and Conservation International supported training andeducation for farmers on more sustainable practices and helped farmers monitor carbon and water impacts on and around their farms. Alternative coffee processing andnew wet mill innovations save up to 80% of water, and precision agronomy practices help reduce our footprint. In FY22, the global tea sourcing team sourced 99.7% of its
tea from Rainforest Alliance Certified tea gardens. Costs to ethically source our commodities from sustainable suppliers is included in our standard cost of business andthere are $0 additional costs associated with responding to this risk.

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F3.1c(F3.1c) Why does your organization not consider itself to be exposed to forests-related risks with the potential to have a substantive financial or strategic impact?
Primary reason

Please explain

Timber products

Risks exist, but no substantive impact anticipatedStarbucks use of timber is small relative to the industry

Palm oil

Risks exist, but no substantive impact anticipatedStarbucks use of palm oil is very limited

Cattle products<Not Applicable><Not Applicable>

Soy<Not Applicable><Not Applicable>

Other - Rubber<Not Applicable><Not Applicable>

Other - Cocoa

Risks exist, but no substantive impact anticipated

From a procurement standpoint, Starbucks cocoa purchases are a small portion of its procurement spend

Other - Coffee<Not Applicable><Not Applicable>

F3.2(F3.2) Have you identified any forests-related opportunities with the potential to have a substantive financial or strategic impact on your business?
Have you identified opportunities?
Timber products

No

Palm oilNo

Cattle products<Not Applicable>

Soy<Not Applicable>

Other - Rubber<Not Applicable>

Other - Cocoa

No

Other - Coffee

Yes

F3.2a

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(F3.2a) For your selected forest risk commodity(ies), provide details of the identified opportunities with the potential to have a substantive financial or strategic
impact on your business.
Forest risk commodity
Other - Coffee
Type of opportunity
Resilience
Where in your value chain does the opportunity occur?
Supply chain
Primary forests-related opportunity
Increased resilience to impacts of climate change
Company-specific description
Promoting and distributing climate-resistant tree varietals. With Starbucks open-source agronomy approach, the company shares research, seeds, and seedlings with
farmers all around the world, helping farmers to adapt to climate change. These climate-resistant varietals are rust-resistant and enable farmers to grow more coffee on thesame amount of land, which then helps to reduce overall carbon emissions. Starbucks committed to a 10-year, 100 million-tree initiative to boost the quality and output ofcoffee crops in El Salvador, Guatemala and Mexico by 2025. Starbucks has distributed nearly 70 million trees that are resistant to rust, a disease linked to climate change.
We are working to help farmers improve their farms and increase their output and income. These new trees are bred to be resistant to coffee rust, a disease associated withclimate change, and they’re replacing trees declining in productivity, which can, in turn, help farmers improve the quality and yields of their harvest and improve theirrevenue. In January 2021, Starbucks launched Starbucks Reserve® Guatemala Huehuetenango coffee. Guatemala’s Huehuetenango region is home to extraordinary
coffee, a credit that belongs to the communities who have tended these lands for generations. But rampant coffee leaf rust is threatening all they have worked for.
Determined to save their livelihoods, six extraordinary farmers have planted a transformative rust-resistant varietal: Marsellesa. This bag—from the first full harvest of these
new trees—represents hope for the farmers of Latin America and embodies the harmonious connection between soul and soil in Huehuetenango. This coffee is harvested
from coffee trees distributed through the Starbucks commitment to donate 100 million trees to farmers by 2025.
Estimated timeframe for realization
Current - up to 1 year
Magnitude of potential impact
Medium-low
Likelihood
LikelyAre you able to provide a potential financial impact figure?
No, we do not have this figure
Potential financial impact figure (currency)<Not Applicable>
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
The financial impact information is confidential. As a company that relies on an agricultural product, we are concerned about the impacts of climate change, especially in thesensitive bioregions where coffee is grown. Climate change is compounding other issues faced by coffee communities (deforestation, water shortages, decreasing yields,
rainfall pattern changes) and the effects vary by region.
Cost to realize opportunity
Strategy to realize opportunity
Starbucks mission to inspire and nurture the human spirit extends well beyond our customers, partners and cafes. We take pride in conducting business responsibly andsupporting communities where we do business, from bean to cup. As a company that buys approximately three percent of the world’s coffee, sourced from more than
400,000 farmers in 30 countries, Starbucks understands our future is inextricably tied to the future of farmers and their families.
The cornerstone of our ethical sourcing approach to buying coffee is Coffee and Farmer Equity (C.A.F.E.) Practices, which was one of the coffee industry’s first set of
ethical sourcing standards when it launched in 2004. Developed in collaboration with Conservation International, C.A.F.E. Practices is a verification program that measures
farms against economic, social and environmental criteria, all designed to promote transparent, profitable and sustainable coffee growing practices while also protecting thewell-being of coffee farmers and workers, their families and their communities. C.A.F.E. Practices has helped Starbucks create a long-term supply of high-quality coffee andpositively impact the lives and livelihoods of coffee farmers and their communities. The open-sourced program consists of more than 200 indicators – from financial reporting
to protecting workers’ rights and conserving water and biodiversity. The program includes a third-party verification process that is overseen by SCS Global Services,
responsible for ensuring the quality and integrity of the audits.
C.A.F.E. Practices is just one of the ways in which we are providing holistic support to farmers and their communities to ensure a sustainable future of coffee for all. Read
more about our commitments including farmer loans, our open-source agronomy work, farmer support centers, tree donations and Origin Grants to support women andgirls. In addition, to learn more about our goals to achieve carbon neutral green coffee and to conserve water usage in green coffee processing by 50%, both by 2030

F3.2b

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(F3.2b) Why does your organization not consider itself to have forests-related opportunities?
Timber products
Primary reason
Evaluation in progress
Please explain
Starbucks is evaluating forest-related opportunities associated with our primary paper packaging as part of our Planet Positive aspirations.
Palm oilPrimary reason
Opportunities exist, but none with potential to have a substantive financial or strategic impact on business
Please explain
Starbucks use of Palm Oil is very limited.
Other - Cocoa
Primary reason
Opportunities exist, but none with potential to have a substantive financial or strategic impact on business
Please explain
Starbucks cocoa purchases are a small portion of overall procurement spend.

F4. GovernanceF4.1(F4.1) Is there board-level oversight of forests-related issues within your organization?
Yes

F4.1a
(F4.1a) Identify the position(s) of the individual(s) (do not include any names) on the board with responsibility for forests-related issues.
Position
Responsibilities for forest-related issuesofindividual
orcommittee
Board-level The Nominating and Corporate Governance Committee (NCGC) is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes thecommittee responsibility to annually review and assess the effectiveness of our environmental and social responsibility policies, goals and programs through the annual Global Social Impact Performance Reportand make recommendations based on such review and assessment. An example of a forests-related decision made by the NCGC in 2021 was the finalization of 2030 environmental goals to cut our
carbon, water, and waste footprints by half, working from a FY19 baseline. These commitments were publicly announced in FY20 but were refined over the past year through counsel with our NCGC
based on market research, trials, and data rebaselining. Since then, the Science Based Targets Initiative validated that our 2030 carbon target scopes 1-2 portions are aligned with a 1.5°C pathway,
the most ambitious level they validate.

F4.1b(F4.1b) Provide further details on the board’s oversight of forests-related issues.
Frequency Governance Please explainthatmechanisms
forestsinto which
relatedforestsissues are relatedaissues arescheduled integrated
agendaitem
Row Scheduled Reviewing
1- someand guiding
meetings
corporate
responsibility
strategy

The Board of Directors has overall responsibility for risk oversight, including, as part of regular board and committee meetings, general oversight of executives’ management of risks
relevant to the Company. This includes oversight of Environmental, Social and Governance (ESG) risks, including forest-related issues. Starbucks Chief Executive Officer (CEO)has general charge and supervision of the business and strategic direction of the Company and sits on the Board of Directors. As the highest management-level position withresponsibility for climate-related issues, the CEO meets monthly with the Chief Sustainability Officer (CSO) to discuss global sustainability strategies and initiatives across theenterprise. The CEO relays the progress of such efforts and key strategic insight to the Board. Starbucks CEO has tasked the Environmental Council and the Global Sustainability
Task Force with actualizing the company’s sustainability initiatives, the progress of which is overseen by the CSO. The CEO meets with the CSO monthly to discuss global
sustainability strategies which include forest-related issues. The Environmental Council and Global Sustainability Task Force also create content for regular updates to leadership.

F4.1d

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(F4.1d) Does your organization have at least one board member with competence on forests-related issues?
Row 1
Board member(s) have competence on forests-related issues
Yes
Criteria used to assess competence on forests-related issues
We believe directors with experience in environmental and climate change topics strengthens the board’s oversight and assures that strategic business imperatives andlong-term value creation for shareholders are achieved within a responsible and sustainable business model. We also seek directors with domestic and international
experience in corporate responsibility, sustainability, and public policy to help us address significant public policy issues, adapt to different business and regulatoryenvironments, and facilitate our work with various governmental entities and non-governmental organizations all over the world. Within our board of directors nominated forelection at our 2022 Annual Meeting, four of our nominees have identified key experience, qualifications, and attributes in environmental or climate change experience
including having cultivated packaging and recycling initiatives, overseeing environmental sustainability efforts, managing environmental impact, and addressing corporate
and environmental responsibility.
Primary reason for no board-level competence on forests-related issues<Not Applicable>
Explain why your organization does not have at least one board member with competence on forests-related issues and any plans to address board-levelcompetence in the future<Not Applicable>

F4.2(F4.2) Provide the highest management-level position(s) or committee(s) with responsibility for forests-related issues (do not include the names of individuals).
Name of the Forests-related Frequency Please explain
position(s)responsibilities of
and/orof this position reporting
committee(s)to theboard onforestsrelated
issues
Chief
AssessingSustainability forests-related
Officer (CSO) risks andopportunities
Managing
forests-relatedrisks andopportunities

As
importantmattersarise

The CSO reports directly to the EVP, chief marketing officer, and oversees and coordinates the efforts of the Environmental Council (EC), through the CEO’s directives
to actualize the company's sustainability initiatives. The EC is comprised of senior leaders across Starbucks whose compensation is tied to performance againstorganizational sustainability goals, including our greenhouse gas reduction target. Meeting quarterly, the EC also formally reviews Starbucks goals, strategies andprogress, discuss trends and emerging topics, and hears from informal advisors who are experts and influencers in the sustainability sector. The Nominating andCorporate Governance Committee has ultimate responsibility for reviewing and assessing the effectiveness of the Company’s environmental and social responsibility
policies, goals and programs, including those related to climate change. The CSO also meets monthly with the CEO to discuss global sustainability strategies andinitiatives across the enterprise. The CEO relays the progress of such efforts and key strategic insight to the Board. The CSO is scheduled to formally report to theBoard at least once a year.

F4.3(F4.3) Do you provide incentives to C-suite employees or board members for the management of forests-related issues?
ProvideComment
incentivesformanagementof forestsrelated
issuesRow Yes1

In FY22, we continued implementation of our executive compensation programs, which were updated in 2021 to prioritize sustainability and creating inclusive and diverse teams. To align with
our vision of giving back more than we take from the planet, and to ensure the sustainability of coffee and other materials that are vital to our business operations, the annual bonus programfor FY22 included a 10% of the overall bonus payout calculation for Starbucks senior vice president and above population is linked to planet-positive results and another 10% of the overallbonus payout calculation was tied to fostering an inclusive environment where all employees feel valued and included, as we believe the strength, diversity, and inclusiveness of our workforce
are integral to our global brand’s success.

F4.3a

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(F4.3a) What incentives are provided to C-Suite employees or board members for the management of forests-related issues (do not include the names ofindividuals)?
Role(s)entitled toincentive?
Monetary ChiefrewardExecutive
Officer(CEO)

Performance Contribution of incentives to the achievement of yourindicator
organization’s forests-related commitments
Endingdeforestation
and/orconversion ofother natural
ecosystems

Please explain

Starbucks CEO is responsible for tasking the Global Environmental
Council with realizing the company’s sustainability initiatives, as well
as overseeing ESG efforts on a company-wide level.

We promote ethical leadership and business practices to deliver our very best in all we do, while
holding ourselves accountable for results. Our board and its committees are responsible foroverseeing the effectiveness of our global environmental and social impact strategy. We govern oursustainability commitments through the Global Environmental Council, which is comprised of senior
Due to leadership changes in FY22, the interim CEO received a base leaders across Starbucks whose compensation is tied to performance against our goals. We
salary of only $1, was not eligible to earn an annual cash incentive
continue to implement an executive compensation program that includes benchmarks for achieving
award under the Annual Incentive Bonus Plan. Our broader FY22
sustainability goals and building inclusive and diverse teams. All Starbucks partners are governed byexecutive program payouts are aligned with our business performance. internal policies addressing ethics and human rights issues, including Anti-Harassment, AntiEach of our NEOs who was eligible to earn an annual cash incentive Discrimination, Conflicts of Interest, Gifts & Entertainment, Anti-Bribery, and Equal Employment
award under the annual Executive Management Bonus Plan would
Opportunity. And, we practice rigorous data collection, including third-party data verification, tohave earned an award based on our financial and operational results, ensure our reporting is accurate and representative of the great strides we are making to support ourprogress against our ESG initiatives, and their individual performance. partners, customers, communities, and planet.
However, given our overall financial and operational performance in
FY22 and given that transformation efforts under our Reinvention Plan
remain ongoing, our Compensation Committee elected not to pay any
such awards for FY22.
However, in FY21,the CEO was compensated through a cash bonus
for his role in establishing a FY22 dairy farm-level methane reduction
pilot program, launching the Narino Columbia coffee supply chain pilot,
re-launching personal cup solutions in all markets except for Canada,
increasing plant-based choices, and rolling out plastic-alternative
straws.

NonChief
Endingmonetary Sustainability deforestation
rewardOfficer
and/or(CSO)
conversion ofother natural
ecosystems

The CSO is rewarded with non-monetary rewards based on waterThe CSO reports directly to the EVP chief marketing officer, and oversees and coordinates therelated management and progress towards and achievement of water- efforts of the Environmental Council (EC), through the CEO’s directives to actualize the company's
related goals through achievement of personal and professionalsustainability initiatives. The CSO meets with the CEO once a month to provide updates on thedevelopment goals.
progress of such efforts and key strategic insight for the CEO to bring to the Board's attention. The
CSO is scheduled to formally report to the Board at least once a year.

F4.4(F4.4) Did your organization include information about its response to forests-related risks in its most recent mainstream financial report?
No, and we have no plans to do so

F4.5(F4.5) Does your organization have a policy that includes forests-related issues?
Yes, we have a documented forests policy that is publicly available

F4.5a(F4.5a) Select the options to describe the scope and content of your policy.
Row 1
Scope
Company-wide
Commodity coverage
Palm oilTimber products
Other – Cocoa
Other – Coffee
Content
Commitment to eliminate deforestation
Commitment to protect rights and livelihoods of local communities
Commitments beyond regulatory compliance
Commitment to stakeholder awareness and engagement
Description of business dependency on forests
Recognition of potential business impact on forests and other natural ecosystems
Document attachment
Ending Deforestation.pdf
Please explain
We are committed to pursuing zero net deforestation across our supply chain. Deforestation is having a devastating impact on our planet, destroying habitat, decreasing
biodiversity and damaging communities. We are focused on tackling the issue where we have the greatest opportunity to have impact. By taking a targeted approach, we
hope to make continuous progress toward eliminating the threat of deforestation posed by some of our key products.

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F4.6(F4.6) Has your organization made a public commitment to reduce or remove deforestation and/or forest degradation from its direct operations and/or supply
chain?
Forest risk commodity

Public commitments madeTimber products

Yes

Please selectPlease selectPalm oil

Yes

Other – Cocoa

Yes

Other – Coffee

Yes

F4.6a
(F4.6a) Has your organization endorsed any of the following initiatives as part of its public commitment to reduce or remove deforestation and/or forest
degradation?
Other, please specify (We Mean Business; UN Global Compact)F4.6b(F4.6b) Provide details on your public commitment(s), including the description of specific criteria, coverage, and actions.
Forest risk commodity
Other - Coffee
Criteria
No conversion of natural ecosystems
Zero net deforestation
Operational coverage
Supply chain% of total production/ consumption covered by commitment
91-99%
Cutoff date
2004
Forest risk countries/areas that the cutoff date applies toApplied globally
Reason for selecting cutoff dateSpecific to commitment
Commitment target dateNo target date
Please explain
Starbucks is committed to 100% ethically sourced coffee in partnership with Conservation International. Starbucks C.A.F.E. Practices verification process for coffee
suppliers has a zero tolerance policy for conversion of natural forest to agricultural production since 2004. From 2015 to 2019, 99% of Starbucks coffee was verified as
ethically sourced as measured by C.A.F.E. Practices, our ethical sourcing verification program developed in partnership with Conservation International. Measuring farms
against economic, social and environmental criteria, the C.A.F.E. Practices program is designed to promote transparent and sustainable coffee growing practices while also
helping protect the well-being of coffee farmers and workers, their families and their communities. In FY22, we achieved 98.2% ethically sourced coffee as verified throughC.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see minor pandemic-related impacts continue inFY22 though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E. Practices.
https://www.scsglobalservices.com/files/program_documents/cafe_scr_genericv3.4_011516.pdf. and CC-GB 3.4 here:
https://www.scsglobalservices.com/files/program_documents/cafe_scr_genericv3.4_011516.pdf.
Forest risk commodity
Palm oil
Criteria
Zero net deforestation
No new development on peat regardless of depth
Operational coverage
Supply chain% of total production/ consumption covered by commitment
71-80%
Cutoff date
No cutoff date
Forest risk countries/areas that the cutoff date applies toApplied globally

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Reason for selecting cutoff dateSpecific to commitment
Commitment target dateNo target date
Please explain
Starbucks is committed to using 100% RSPO certified palm oil in our Starbucks-branded products in company owned stores globally. We are committed to sourcing
deforestation free, peat free, and exploitation free palm oil. This approach is consistent with our Coffee and Farmer Equity (C.A.F.E.) and Cocoa Practices programs – aswell as a stronger focus on preserving high carbon stock and remaining peat areas and managing existing plantations on peat according to best practices. As members of
the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production practices and support
efforts. We continue to work with our suppliers to meet this objective, especially in areas where the demand for certified palm oil is low (i.e. Asia). Some markets started theprocess behind other company operated markets and have experienced significant challenges working with second tier suppliers to find availability of certified palm oil fromphysical supply chains. We continue to make progress.
Forest risk commodity
Other - Cocoa
Criteria
Zero gross deforestation/ no deforestation
Operational coverage
Supply chain% of total production/ consumption covered by commitment
Please selectCutoff date2014
Forest risk countries/areas that the cutoff date applies toApplied globally
Reason for selecting cutoff dateSpecific to commitment
Commitment target dateNo target date
Please explain
Starbucks continues to source Rainforest Alliance Certified cocoa and to work in partnership with the Rainforest Alliance to leverage their expertise and increase our due
diligence and transparency in our cocoa supply chains. We are a member of the World Cocoa Foundation, specifically their Cocoa Forest Initiative to end deforestation andrestore forest areas, International Cocoa Initiative and the Swiss platform for sustainable cocoa and continue to work with others across the industry
Forest risk commodity
Timber products
Criteria
Zero net deforestation
Operational coverage
Supply chain% of total production/ consumption covered by commitment
Please selectCutoff date
No cutoff date
Forest risk countries/areas that the cutoff date applies toApplied globally
Reason for selecting cutoff dateSpecific to commitment
Commitment target dateNo target date
Please explain
Starbucks has a goal to reduce waste sent to landfill, incineration and drainage by 50% by FY30 compared to FY19. This includes materials not recycled, composted or
avoided through circularity approached. This goal applies to our owned operations and licensed stores globally, and includes packaging given to customers in stores, but
discarded offsite. The consumption data reported here is related only to primary paper packaging and is inclusive of our licensees primary paper packaging. Global data isestimated based on U.S. packaging assortment and extrapolated based on sales. Data represents packaging materials used in our direct operations and licensed stores
and all other packaging materials purchased by Starbucks Corporation. Packaging materials purchased by channel business partners for use in products they sell with ourbrand on it and not sold in a Starbucks retail store is excluded. This aligns with our GHG Inventory and Ellen MacArthur Foundation Global Commitment reporting
boundaries. Starbucks branded products sold outside of our stores is part of a licensed model of the Global Coffee Alliance with Nestlé, while our global ready-to-drink
businesses operate under collaborative relationships with PepsiCo and others. The Starbucks branded packaging used by Channel Development business partners arepart of their commitments and reporting.

F5. Business strategy

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F5.1(F5.1) Are forests-related issues integrated into any aspects of your long-term strategic business plan, and if so how?
Are
Long- Please explain
foreststermrelatedtime
issueshorizonintegrated? (years)
LongYes,term
forestsbusiness related
objectives issues areintegrated

5-10

Starbucks recognizes the need to incorporate forests-related issues into our long-term business objectives to ensure the sustainability and longevity of the crops, regions, andcommunities our business relies on. Forest issues such as deforestation, crop yield and quality, and land and commodity resilience are all included in our considerations. As acompany that buys three percent of the world’s coffee, sourced from more than 400,000 farmers in 30 countries, Starbucks understands our future is inextricably tied to the futureof farmers and their families. The cornerstone of our ethical sourcing approach to buying coffee is Coffee and Farmer Equity (C.A.F.E.) Practices, which was one of the coffeeindustry’s first set of ethical sourcing standards when it launched in 2004. Developed in collaboration with Conservation International, C.A.F.E. Practices is a verification programthat measures farms against economic, social and environmental criteria, all designed to promote transparent, profitable and sustainable coffee growing practices while also
protecting the well-being of coffee farmers and workers their families and their communities. C.A.F.E. Practices has helped Starbucks create a long-term supply of high-quality
coffee and positively impact the lives and livelihoods of coffee farmers and their communities. The open-sourced program consists of more than 200 indicators – from financial
reporting to protecting workers’ rights and conserving water and biodiversity. The program includes a third-party verification process that is overseen by SCS Global Services,
responsible for ensuring the quality and integrity of the audits.

Strategy Yes,
for long- foreststermrelatedobjectives issues areintegrated

5-10

Forest-related issues are integrated into our strategy for achieving long-term objective to ensure the sustainability and longevity of our key commodities. Forest and landstewardship is a key component to our C.A.F.E. Practice certification program for coffee. C.A.F.E. Practices focused on supporting growers of shade coffee in areas of highbiodiversity and promoting the use of environmentally sustainable agricultural practices. Forest issues incorporated into our strategies include forest conservation, replenishment,
and crop yield and quality. Deforestation is a no tolerance indicator and any farmer who has deforestation on their land since 2004 is excluded from verification. Our 2030 coffeespecific environmental goals are an extension of work underway with C.A.F.E. Practices which has helped Starbucks create a long-term supply of high-quality coffee while
positively impacting the lives of coffee farmers and their communities. Starbucks will work to meet its 2030 target of carbon neutral green coffee, by deploying three primarystrategies: • Equipping farmers with precision agronomy tools - Through Starbucks Farmer Support Centers and a new soil scanning mobile app, the company is helping farmers
understand the specific nutrients and fertilizer needed to increase farm productivity. Building on our efforts last year, 13,811 additional soil samples were processed across six
priority countries. With these custom, farm-specific solutions, farmers can target and decrease fertilizer use and increase farm productivity. • Promoting and distributing climateresilient tree varietals - With Starbucks open-source agronomy approach, the company shares research, seeds, and seedlings with farmers all around the world, helping farmers toadapt to climate change. These climate-resistant varietals are rust-resistant and enable farmers to grow more coffee on the same amount of land, which then helps to reduceoverall carbon emissions. • Protecting and restoring at-risk forests in key coffee landscapes - Land use change and deforestation are the greatest climate risks facing the coffeeindustry. Working in partnership with Conservation International, Starbucks will invest in forest and landscape protection and restoration programs in coffee producing countries,
starting in Colombia and Peru.

Financialplanning

No, forests- <Not
relatedApplicaissues were ble>notreviewed
and there
are noplans to dosoForest-related issues are integrated into Starbucks’s financial planning process. The Starbucks Global Farmer Fund was established to enhance the resilience of the supply chain
and secure a long-term source of coffee by addressing the unfulfilled business financing needs of farmers. Farmers often cannot access traditional banking options for businessloans due to excessive interest rates and an inability to meet minimum qualifications. The loans offered through our Global Farmer Fund enable farmers to plant new trees,enhance their infrastructure and bolster their financial stability in the face of changes in climate and markets. Our goal is to supply $100 million in farmer loans by the end of 2025.
In FY22, we issued three new loans including a climate note to support farmers to adapt to the impacts of climate change and another directed to women in agriculture, boththrough Root Capital.

F6. Implementation

F6.1(F6.1) Did you have any forests-related timebound and quantifiable targets that were active during the reporting year?
Yes

F6.1a
(F6.1a) Provide details of your forests-related timebound and quantifiable target(s) and progress made.
Target reference number
Target 1
Forest risk commodity
Palm oilYear target was set
2013
Target coverage
Other, please specify (Global company-operated stores)
Target category
Third-party certification
Metric% of volume third-party certified
Traceability point<Not Applicable>
Third-party certification scheme
RSPO Identity Preserved
RSPO Segregated
RSPO Mass Balance

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Base year
2014
Base year figure
Target year
Target year figure
Reporting year figure% of target achieved relative to base year [auto-calculated]<Calculated field>
Target status in reporting year
Please selectIs this target linked to a commitment?
Other environmental commitments
Please explain
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. We continue to work with our suppliers to meet this objective, especially in areas where the demand for certified palm oil is low (i.e. Asia).
Some markets started the process behind other company operated markets and have experienced significant challenges working with second tier suppliers to findavailability of certified palm oil from physical supply chains. We continue to make progress. In prior years we have steadily increased the amount of certified palm oil that wepurchase, and have also purchased credits to close the gap between our certified and uncertified supply. We have seen a decline this year in the % of certified palm that wepurchase, and though we do plan to purchase credits to fill that gap (as we always do), we will also work through updates to our internal processes, documentation andcommunication with our suppliers to ensure a return to increasing our percentage of purchased palm oil going forward as we continue to work towards 100% RSPO
certified palm in our company-owned supply chain. Continuous improvement is very important at Starbucks and we look forward to identifying how to return to continuous
increases next year.
Target reference number
Target 2
Forest risk commodity
Other - Coffee
Year target was set
2004
Target coverage
Business activity
Target category
Third-party certification
MetricOther, please specify (% of volume purchased as C.A.F.E. Practices verified)
Traceability point<Not Applicable>
Third-party certification scheme
Other, please specify (C.A.F.E Practices)
Base year
2008
Base year figure
77
Target year
2022
Target year figure
99
Reporting year figure
98.2% of target achieved relative to base year [auto-calculated]
96.3636363636364
Target status in reporting year
Achieved
Is this target linked to a commitment?
Other environmental commitments
Please explain
Starbucks is committed to 100% ethically sourced coffee in partnership with Conservation International. This is an ongoing target. Although we are constantly striving for
100%, the last 1% is where some of our most important work happens – bringing on new farmers and cooperatives to help ensure the long- term future of coffee. The
program includes a third-party verification process that is overseen by SCS Global Services, responsible for ensuring the quality and integrity of the audits From 2015 to2019, 99% of Starbucks coffee was verified as ethically sourced as measured by C.A.F.E. Practices, our ethical sourcing verification program developed in partnership with
Conservation International. Measuring farms against economic, social and environmental criteria, the C.A.F.E. Practices program is designed to promote transparent andsustainable coffee growing practices while also helping protect the well-being of coffee farmers and workers, their families and their communities. In FY22, we achieved
98.2% ethically sourced coffee as verified through C.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we didsee minor pandemic-related impacts continue in FY22 though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified throughC.A.F.E. Practices.

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Target reference number
Target 3
Forest risk commodity
Other - Coffee
Year target was set
2021
Target coverage
Business activity
Target category
Natural ecosystem restoration and protection
MetricOther, please specify (Hectares restored; Hectares conserved)
Traceability point<Not Applicable>
Third-party certification scheme<Not Applicable>
Base year
2016
Base year figure
10000000
Target year
2025
Target year figure
100000000
Reporting year figure
70000000% of target achieved relative to base year [auto-calculated]
66.6666666666666
Target status in reporting year
Underway
Is this target linked to a commitment?
Other environmental commitments
Please explain
With Starbucks open-source agronomy approach, the company shares research, seeds, and seedlings with farmers all around the world, helping farmers to adapt to climatechange. These climate-resistant varietals are rust-resistant and enable farmers to grow more coffee on the same amount of land, which then helps to reduce overall carbon
emissions. In fiscal 2021, we distributed more than 10 million trees to farmers in Mexico, Guatemala and El Salvador. Over the past six years as part of our 10-year, 100
million-tree commitment, Starbucks has donated nearly 60 million coffee trees to farmers.
Target reference number
Target 4
Forest risk commodity
Other - Cocoa
Year target was set
2023
Target coverage
Business activity
Target category
Natural ecosystem restoration and protection
MetricOther, please specify (% and # farms mapped in direct supply chain & # of hectares in the direct supply chain with deforestation risk assessments completed)
Traceability point<Not Applicable>
Third-party certification scheme<Not Applicable>
Base year
2023
Base year figure
Target year
2025
Target year figure
100
Reporting year figure

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% of target achieved relative to base year [auto-calculated]<Calculated field>
Target status in reporting year
Underway
Is this target linked to a commitment?
Zero net/gross deforestation
Please explain
Starbucks is committed to contributing positively to the communities we work with, and to giving more than we take from the environment. We deliver on these promises inour retail stores as well as in the management of our supply chains.
To help deliver on these promises, we became a signatory member of the Cocoa & Forest Initiative’s (CFI) framework in 2022. Today, along with other CFI signatories, weare proudly announcing an action plan to support collective action to end cocoa-related deforestation in sourcing cocoa.
Joining the CFI is important because it brought together the governments of Côte d’Ivoire and Ghana, as well as 36 leading cocoa and chocolate companies, to takecollective steps to end deforestation and restore forest areas. Côte d’Ivoire and Ghana are the largest suppliers of cocoa in the world, so their combined actions play a
crucial role in protecting and restoring biodiversity, sequestering carbon stocks in West African forests, and addressing climate change in line with the Paris Climate
Agreement. By improving the sustainability of cocoa farming practices, we are also supporting the cocoa farming communities forming part of our supply chains.
Target reference number
Target 5
Forest risk commodity
Timber products
Year target was set
Target coverage
Business activity
Target category
Resource use and efficiency
MetricOther, please specify (%of beverages sold were in reusable cups)
Traceability point<Not Applicable>
Third-party certification scheme<Not Applicable>
Base year
2016
Base year figure
Target year
2022
Target year figure
1.6
Reporting year figure
1.2% of target achieved relative to base year [auto-calculated]<Calculated field>
Target status in reporting year
RetiredIs this target linked to a commitment?
Other environmental commitments
Please explain
After the reintroduction of personal reusable cups in our stores in July 2021 due to the COVID-19 pandemic, 1.2% of beverages sold were in reusable cups in FY22, eithera customer’s personal cup, “for here” ware, or a “borrow a cup” in company-operated stores globally. We remain committed to reducing single-use plastics and packaging
waste and staying transparent with partners, customers and stakeholders on our progress.

F6.2

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(F6.2) Do you have traceability system(s) in place to track and monitor the origin of your disclosed commodity(ies)?
Do youSupplyDescription of traceability system
have
chain
system(s) coveragein place?

Exclusions Descriptionofexclusion

Timber Yes
products

VolumeWe are currently reassessing our traceability systems for primary paper packaging to ensure we are developing appropriate methods to track and monitor Facility
fromthese commodities, and report against our planet positive commitments.
Specific
directsupplier(s)suppliers
only

We haverecently
establishedglobalsustainable
packagingrequirements forStarbucks
product
packaging.
We areworking to
improve
tracking andmonitoringof these
requirement
s withsuppliers.

Palm oil Yes

VolumeSince Starbucks is not a direct purchaser, each reporting cycle Starbucks deepens our suppliers' awareness of our commitment to RSPO certified
fromsustainable palm oil and palm oil products and the importance of this commitment. We have a third-party reporting platform in use with suppliers. We
directattempt to trace 100% of the palm oil used in direct operations.
andindirectsuppliers<Not
Applicable>

Notapplicable

Cattle<Not<Not<Not Applicable>
products Applicable Applicabl
>
e>

<Not
<Not
Applicable> Applicable>

Soy

<Not
<Not
<Not Applicable>
Applicable Applicabl
>
e>

<Not
<Not
Applicable> Applicable>

Other Rubber

<Not
<Not
<Not Applicable>
Applicable Applicabl
>
e>

<Not
<Not
Applicable> Applicable>

Other Cocoa

Yes

Volumefrom
directsuppliers
only

Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder. Purchasing for cocoa is performed by Starbucks to improve the Other,
responsibly sourced nature of the cocoa used within the company’s operations. Like coffee and tea, we are dedicated to sourcing cocoa responsibly, for please
the betterment of people and planet. In FY22, the company’s global cocoa sourcing team directly purchased 12 million kilograms of Rainforest Alliancespecifycertified and segregated cocoa beans from Côte d’Ivoire (Ivory Coast). Starbucks continues to source Rainforest Alliance Certified cocoa and to work in (cocoa inpartnership with the Rainforest Alliance to leverage their expertise and increase our due diligence and transparency in our cocoa supply chains. We are a food)member of the World Cocoa Foundation, specifically their Cocoa Forest Initiative to end deforestation and restore forest areas, International Cocoa
Initiative and the Swiss platform for sustainable cocoa and continue to work with others across the industry to evolve and strengthen our approach toresponsibly sourced cocoa. In addition to our global sourcing team, Starbucks regional teams also purchase cocoa. Moving forward, we are working toprovide additional transparency across all cocoa-based products sourced.

Nonbeveragecocoa isindirectly
sourcedand does
not have a
traceability
system inplace.

Other Coffee

Yes

Volumefrom
directsuppliers
only

The cornerstone of our ethical sourcing approach to buying coffee is Coffee and Farmer Equity (C.A.F.E.) Practices, which was one of the coffee
Not
industry’s first set of ethical sourcing standards when it launched in 2004. Developed in collaboration with Conservation International, C.A.F.E. Practices applicable
is a verification program that measures farms against economic, social and environmental criteria, all designed to promote transparent, profitable andsustainable coffee growing practices while also protecting the well-being of coffee farmers and workers their families and their communities. C.A.F.E.
Practices has helped Starbucks create a long-term supply of high-quality coffee and positively impact the lives and livelihoods of coffee farmers and theircommunities. The open- sourced program consists of more than 200 indicators – from financial reporting to protecting workers’ rights and conserving
water and biodiversity. The program includes a third-party verification process that is overseen by SCS Global Services. Starbucks is committed to 100%
ethically sourced coffee in partnership with Conservation International. Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E.
Practices. In FY22, we achieved 98.2% ethically sourced coffee as verified through C.A.F.E. Practices. Despite the easing of challenges brought on by
the pandemic to verify and transport coffee, we did see minor pandemic-related impacts continue in FY22 though significant improvements were seenfrom the previous year. In FY21, 95% of coffee was verified through C.A.F.E. Practices. C.A.F.E. Practices requires traceability systems are in placeacross the value chain to identify the origin of all coffee and that this is reported to Starbucks for each shipment. The traceability systems are confirmed
through the C.A.F.E. Practices third party verification.

<Not
Applicable>

F6.2a(F6.2a) Provide details on the level of traceability your organization has for its disclosed commodity(ies).
Forest risk commodity

Point to which commodity is traceable

Countries/areas to which this traceability point applies

Timber products

Country

Please select% of total production/consumption volume traceable

Palm oilFirst importer

Please selectOther - Cocoa

CountryCôte d'Ivoire

70

Other - Coffee

Farm

Please select

98.2

F6.3

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(F6.3) Have you adopted any third-party certification scheme(s) for your disclosed commodity(ies)?
Third-party certification scheme adopted?

% of total production and/or consumption volume certified

Timber products

Yes

Palm oil

Yes

80.39

Cattle products<Not Applicable><Not Applicable>

Soy<Not Applicable><Not Applicable>

Other - Rubber<Not Applicable><Not Applicable>

Other - Cocoa

Yes

70

Other - Coffee

Yes

98.2

F6.3a
(F6.3a) Provide a detailed breakdown of the volume and percentage of your production and/or consumption by certification scheme.
Forest risk commodity
Palm oil
Third-party certification scheme
RSPO (any type)
Chain-of-custody model used
Identity preservation% of total production/consumption volume certified
0.1
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Volume of production/ consumption certified
5.46
Metric for volume
Metric tons
Is this certified by more than one scheme?
NoIs embedded soy certified through this scheme?
<Not Applicable>
Please explain
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. We are working towards 100% certified RSPO palm oil. We continue to work with our suppliers to meet this objective, especially in areas
where the demand for certified palm oil is low (i.e. Asia). Some markets started the process behind other company operated markets and have experienced significant
challenges working with second tier suppliers to find availability of certified palm oil from physical supply chains. We continue to make progress. In prior years we havesteadily increased the amount of certified palm oil that we purchase, and have also purchased credits to close the gap between our certified and uncertified supply. We haveseen an increase this year in the % of certified palm that we purchase, and, as always, we have purchased credits to fill the remaining gap we will also work through updates
to our internal processes, documentation and communication with our suppliers to ensure ewe continue to increase our percentage of purchased palm oil going forward as
we continue to work towards 100% RSPO certified palm in our company-owned supply chain. Continuous improvement is very important at Starbucks and we look forward
to identifying how to return to continuous increases next year.
Forest risk commodity
Palm oil
Third-party certification scheme
RSPO (any type)
Chain-of-custody model used
Segregation% of total production/consumption volume certified
11.2
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Palm oil derivatives
Volume of production/ consumption certified
753.77
Metric for volume
Metric tons
Is this certified by more than one scheme?
NoIs embedded soy certified through this scheme?

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<Not Applicable>
Please explain
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. We are working towards 100% certified RSPO palm oil. We continue to work with our suppliers to meet this objective, especially in areas
where the demand for certified palm oil is low (i.e. Asia). Some markets started the process behind other company operated markets and have experienced significant
challenges working with second tier suppliers to find availability of certified palm oil from physical supply chains. We continue to make progress. In prior years we havesteadily increased the amount of certified palm oil that we purchase, and have also purchased credits to close the gap between our certified and uncertified supply. We haveseen an increase this year in the % of certified palm that we purchase, and, as always, we have purchased credits to fill the remaining gap we will also work through updates
to our internal processes, documentation and communication with our suppliers to ensure ewe continue to increase our percentage of purchased palm oil going forward as
we continue to work towards 100% RSPO certified palm in our company-owned supply chain. Continuous improvement is very important at Starbucks and we look forward
to identifying how to return to continuous increases next year.
Forest risk commodity
Palm oil
Third-party certification scheme
RSPO (any type)
Chain-of-custody model used
Mass balance% of total production/consumption volume certified
88.7
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Palm oil derivatives
Volume of production/ consumption certified
5943.82
Metric for volume
Metric tons
Is this certified by more than one scheme?
NoIs embedded soy certified through this scheme?
<Not Applicable>
Please explain
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. We are working towards 100% certified RSPO palm oil. We continue to work with our suppliers to meet this objective, especially in areas
where the demand for certified palm oil is low (i.e. Asia). Some markets started the process behind other company operated markets and have experienced significant
challenges working with second tier suppliers to find availability of certified palm oil from physical supply chains. We continue to make progress. In prior years we havesteadily increased the amount of certified palm oil that we purchase, and have also purchased credits to close the gap between our certified and uncertified supply. We haveseen an increase this year in the % of certified palm that we purchase, and, as always, we have purchased credits to fill the remaining gap we will also work through updates
to our internal processes, documentation and communication with our suppliers to ensure ewe continue to increase our percentage of purchased palm oil going forward as
we continue to work towards 100% RSPO certified palm in our company-owned supply chain. Continuous improvement is very important at Starbucks and we look forward
to identifying how to return to continuous increases next year.
Forest risk commodity
Timber products
Third-party certification scheme
FSC (any type)
Chain-of-custody model used
<Not Applicable>% of total production/consumption volume certified
Form of commodity
Primary packaging
Secondary packaging
Volume of production/ consumption certified
Metric for volume
Please selectIs this certified by more than one scheme?
NoIs embedded soy certified through this scheme?
<Not Applicable>
Please explain
We are currently reassessing our systems to track the related % and volumes of FSC certified paper packaging we use to fairly represent this information. We use some
FSC paper in various packaging materials. For example, some of our shopping bags are FSC certified in the U.S., and paper straws in Japan use FSC-certified paper.
Forest risk commodity
Other - Coffee

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Third-party certification scheme
Other, please specify (Coffee and Farmer Equity (C.A.F.E.) Practices)
Chain-of-custody model used
Segregation% of total production/consumption volume certified
98.2
Form of commodity
Other, please specify (Green Coffee Beans)
Volume of production/ consumption certified
Metric for volume
Metric tons
Is this certified by more than one scheme?
NoIs embedded soy certified through this scheme?
<Not Applicable>
Please explain
Purchasing volumes are confidential at this time. Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E. Practices. In FY22, we achieved 98.2%
ethically sourced coffee as verified through C.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see
minor pandemic-related impacts continue in FY22 though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E.
Practices.
Developed in collaboration with Conservation International, C.A.F.E. Practices is a verification program that measures farms against economic, social and environmental
criteria, all designed to promote transparent, profitable and sustainable coffee growing practices while also protecting the well-being of coffee farmers and workers theirfamilies and their communities. C.A.F.E. Practices has helped Starbucks create a long-term supply of high-quality coffee and positively impact the lives and livelihoods ofcoffee farmers and their communities. The open-sourced program consists of more than 200 indicators – from financial reporting to protecting workers’ rights and conserving
water and biodiversity. The program includes a third-party verification process that is overseen by SCS Global Services, responsible for ensuring the quality and integrity of
the audits. More information about our C.A.F.E Practices can be found here: https://stories.starbucks.com/press/2020/cafe-practices-starbucks-approach-to-ethicallysourcing-coffee/

F6.4(F6.4) For your disclosed commodity(ies), do you have a system to control, monitor, or verify compliance with no conversion and/or no deforestationcommitments?
A system to control, monitor or verify compliance

Comment

Timber products

Yes, we have a system in place, but for other commitments<Not Applicable>

Palm oilYes, we have a system in place for our no conversion and/or deforestation commitments<Not Applicable>

Cattle products<Not Applicable><Not Applicable>

Soy<Not Applicable><Not Applicable>

Other - Rubber<Not Applicable><Not Applicable>

Other - Cocoa

Yes, we have a system in place, but for other commitments<Not Applicable>

Other - Coffee

Yes, we have a system in place for our no conversion and/or deforestation commitments<Not Applicable>

F6.4a

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(F6.4a) Provide details on the system, the approaches used to monitor compliance, the quantitative progress, and the non-compliance protocols, to implement
your no conversion and/or deforestation commitment(s).
Forest risk commodity
Palm oil
Operational coverage
Supply chain
Description of control systems
Starbucks is a member of the Roundtable on Sustainable Palm Oil (RSPO) and is committed to sourcing RSPO certified palm oil. Starbucks does not directly buy palm oil
so we are constantly improving our communication with suppliers to ensure they are aware of our RSPO commitment and prepared to complete reporting each year. We
have seen improvements in accuracy year over year and will keep working with the third-party and our internal Sourcing organization to continue to make the process easier
and achieve greater progress
Monitoring and verification approach
Third-party verification% of total volume in compliance
71-80%% of total suppliers in compliance
Don't know
Response to supplier non-compliance
Retain & engage% of non-compliant suppliers engaged<Not Applicable>
Procedures to address and resolve non-compliance with suppliers
Other, please specify (Local supplier engagement)
Please explain
Starbucks biggest challenges have been in Japan and China. There are many different product specifications involved and relatively low volume available since it is only for
the Starbucks business. Starbucks Sourcing teams in both China and Japan continue the education process with suppliers. Perception is that palm oil in general is bad, andtherefore, some are eliminating it from ingredient specifications all together instead of solving the root cause of the issues. Starbucks local sourcing teams have significantly
increased supplier education and understanding of palm oil issues and in some markets like Japan, where palm oil is used more widely, we have increased demand for
RSPO certified palm oil and derivatives. Starbucks continues to invest in exploring opportunities to advance better social and environmental practices within the palm oil
supply chain.
Forest risk commodity
Other - Coffee
Operational coverage
Supply chain
Description of control systems
The Coffee and Farmer Equity (C.A.F.E.) Practices is a coffee verification program that is used by Starbucks to ensure ethical sourcing of coffee since 2004. The C.A.F.E.
Practices Generic and Smallholder Scorecards encompass a comprehensive set of more than 200 social, economic and environmental indicators. This approach takes into
account everyone from the farmer to the consumer. Starbucks partners with SCS Global Services to independently verify supplier compliance with C.A.F.E. practices, which
include commitments on no deforestation. Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E. Practices. In FY22, we achieved 98.2% ethicallysourced coffee as verified through C.A.F.E. Practices. Entities with zero tolerance for deforestation must complete the zero tolerance corrective action plan in order to beapproved in the program.
Monitoring and verification approach
Third-party verification% of total volume in compliance
91-99%% of total suppliers in compliance
91-99%
Response to supplier non-compliance
Suspend & engage% of non-compliant suppliers engaged
91-99%
Procedures to address and resolve non-compliance with suppliers
Re-integrating suppliers back into supply chain based on the successful and verifiable completion of activities
Please explain
C.A.F.E. Practices is a verification program, not a one-time certification system, because we believe there is always more work to do to ensure the long-term supply of highquality coffee and to positively impact farming communities. We are continuously improving this program by working with groups such as Conservation International tomeasure the true impact our purchasing programs have on participating farmers and producers. The program allows Starbucks to gain insights into the challenges faced by
farmers and supply chain operations in the more than 30 different coffee-producing countries around the world. In addition, when Starbucks is notified of zero tolerance
violations, we take immediate action, conducting an investigation which could lead to suspending the commercial relationship with a farm until the case has been clarified.
Based on our investigation we may ask our supplier to work with a farm to address any issue including the development of a work plan describing how the issue will becorrected. The implementation of a corrective action plan and the actual correction of any zero tolerance criteria is then re-evaluated by an approved third-party verification
organization. This process ensures that any infractions are addressed effectively. We believe that our continuous improvement approach is the right approach to promote
positive change amongst these suppliers and farms to ensure a positive future for everyone involved in coffee.

F6.7
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(F6.7) Are you working with smallholders to support good agricultural practices and reduce deforestation and/or conversion of natural ecosystems?
Are youType ofworking with smallholder
smallholders? engagement
approach

Smallholder
engagement
approach

Number of
Please explain
smallholders
engaged

Timber Not applicableproducts<Not
Applicable><Not Applicable><Not
Applicable>

As Starbucks does not purchase timber products directly, our support of smallholders comes in the form of educating our
packaging suppliers and asking them to seek out sources. We do not have a separate plan to provide support.

Palm oil Not applicable<Not
Applicable><Not Applicable><Not
Applicable>

As Starbucks does not purchase palm oil directly, our support of smallholders comes in the form of educating our suppliers andasking them to seek out sources. We do not have a separate plan to provide support.

Cattle<Not
products Applicable><Not
Applicable><Not Applicable><Not
Applicable><Not Applicable>

Soy

<Not
Applicable><Not
Applicable><Not Applicable><Not
Applicable><Not Applicable>

Other Rubber<Not
Applicable><Not
Applicable><Not Applicable><Not
Applicable><Not Applicable>

Other Cocoa

Yes, working
withsmallholders

Capacitybuilding

Offering on-site
technical assistanceand extension
services
Organizing capacity
building events

Other Coffee

Yes, working
withsmallholders

Supply chain
mapping
Capacitybuilding
Financial andcommercial
incentives

Supplierquestionnaires onenvironmental andsocial indicators
Supplier audits
Offering on-site
technical assistanceand extension
services
Providing agricultural
inputsDisseminating
technical materials
Organizing capacity
building events
Investing in pilot
projects
Paying higher prices
linked to best
agricultural practices
Financial incentives
for certified products
Other, please specify(Loans for farmers)

As Starbucks does not purchase Cocoa directly, our support of smallholders comes from industry engagement through suppliers,
various NGOs and industry associations.

464000As a company that buys three percent of the world’s coffee, sourced from more than 400,000 farmers in 30 countries, Starbucks
understands our future is inextricably tied to the future of farmers and their families. There were over 464,000 coffee farms in the
C.A.F.E Practices program in 2021. This is a growth of 16% between 2017 and 2021.

F6.8(F6.8) Indicate if you are working with your direct suppliers to drive action on forests-related issues and if so, provide details of the engagement.
Forest risk commodity
Timber products
Are you working with direct suppliers?
Yes, working with direct suppliers
Action(s) on forests-related issues driven by engagement
Ending deforestation and/or conversion of other ecosystems
Type of engagement
Supply chain mapping
Other
Details of engagement
Supplier questionnaires on environmental and social indicators
Description of engagement
Key suppliers undergo key business reviews with a portion of focus on sustainability. Starbucks has established global minimal sustainable packaging requirements, which
we’re collaborating with suppliers to achieve.
% of suppliers engaged by procurement spend covered by engagement
Explain the impact of your engagement on the selected action
We also committed to ensuring that our hot cups contain 20% recycled content in FY23. We are proud to have achieved that goal, and have achieved 30% recycled content
in our new, more sustainable holiday cups. Building on the success of the holiday cups, Starbucks North America has begun a transition to a more sustainable hot cup thatis light-weight and uses less plastic in the liner and less fiber in the cup.
Is this engagement helping your suppliers engage with their suppliers on the selected action?
Please selectDoes this engagement contribute to achieving a reported target?
Please selectForest risk commodity
Palm oil

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Are you working with direct suppliers?
Yes, working with direct suppliers
Action(s) on forests-related issues driven by engagement
Ending deforestation and/or conversion of other ecosystems
Type of engagement
Other
Details of engagement
Other, please specify (Education on palm oil certification and commitment requirements )Description of engagement
As Starbucks does not purchase palm oil directly, we educate our suppliers and ask them to seek out sources of RSPO-certified palm oil.
% of suppliers engaged by procurement spend covered by engagement
Explain the impact of your engagement on the selected action
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. We continue to work with our suppliers to meet this objective, especially in areas where the demand for certified palm oil is low (i.e. Asia).
Some markets started the process behind other company operated markets and have experienced significant challenges working with second tier suppliers to findavailability of certified palm oil from physical supply chains. We continue to make progress. In prior years we have steadily increased the amount of certified palm oil that wepurchase and have also purchased credits to close the gap between our certified and uncertified supply. We have seen an increase this year in the % of certified palm that
we purchase over last year, and we have purchased credits to try to close the uncertified gap. We will also work through updates to our internal processes, documentationand communication with our suppliers to ensure a return to increasing our percentage of purchased palm oil going forward as we continue to work towards 100% RSPO
certified palm in our company-owned supply chain. Continuous improvement is very important at Starbucks and we look forward to continuing to increase our certified %next year
Is this engagement helping your suppliers engage with their suppliers on the selected action?
Yes
Does this engagement contribute to achieving a reported target?
Yes, please specify target ID(s) (1)Forest risk commodity
Other – Cocoa
Are you working with direct suppliers?
Yes, working with direct suppliers
Action(s) on forests-related issues driven by engagement
Ending deforestation and/or conversion of other ecosystems
Type of engagement
Supply chain mapping
Capacity building
Financial and commercial incentives
Details of engagement
Offering on-site training and technical assistance
Paying higher prices linked to best agricultural practices
Description of engagement
Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder. Purchasing for cocoa was taken in-house by Starbucks to improve the responsibly
sourced nature of the cocoa used within the company’s operations. Starbucks continues to source Rainforest Alliance Certified cocoa and to work in partnership with theRainforest Alliance to leverage their expertise and increase our due diligence and transparency in our cocoa supply chains. We are a member of the World Cocoa
Foundation, specifically their Cocoa Forest Initiative to end deforestation and restore forest areas, International Cocoa Initiative and the Swiss platform for sustainablecocoa and continue to work with others across the industry to evolve and strengthen our approach to responsibly sourced cocoa. In 2022, Starbucks became a signatory
member of the Cocoa & Forest Initiative’s (CFI) framework. In partnership with our suppliers, Starbucks will implement approximately 150 Village Savings and Loans
Associations (VSLA) with an estimated of 3.500 members with our suppliers throughout the next 3 years. Starbucks aims to address the root causes of deforestation by
investing in sustainable agriculture and improved incomes of cocoa farmers. We also pay a sustainability premium per metric ton of cocoa sourced to implement activities
with cocoa producers, cooperatives and communities. Other key actions include provision of planting materials for the promotion of cocoa agroforestry, training in good
agricultural practices, soil fertility, land tenure reform, capacity building of farmers’ organizations, on and off farm crop and food diversification and development of mixed
agroforestry systems and shade grown cocoa will enable farmers to grow more on less land and bridge the gap toward a living income. In addition to our global sourcing
team, Starbucks regional teams also purchase cocoa. Moving forward, we are working to provide additional transparency across all cocoa-based products sourced.
% of suppliers engaged by procurement spend covered by engagement
Explain the impact of your engagement on the selected action
We pay a sustainability premium per metric ton of cocoa sourced to implement activities with cocoa producers, cooperatives and communities. For example, in FY22 nearly
11,000 cocoa producers were trained in Good Agricultural Practices and more than 2,800 cocoa producers were informed, trained and/or consulted on the new forest code,
law enforcement, forest protection and restoration. Four cocoa communities now have an active forest restoration and protection program to promote forest protection andrestoration. By conducting deforestation risk assessments we are supporting no further conversion of any forest land for cocoa production. Over 70,000 multi-purpose trees
were distributed for on-farm planting to promote sustainable livelihoods and income diversification for cocoa producers. We supported 30 Village Savings and Loan
Association groups to promote financial inclusion and innovation to deepen farmer’s access to working capital and investments funds for production and farm renovation. In
FY23, we will continue to support all these efforts that support a more equitable, sustainable and resilient future for cocoa, communities and our planet.
Is this engagement helping your suppliers engage with their suppliers on the selected action?
Yes
Does this engagement contribute to achieving a reported target?
Yes, please specify target ID(s) (4)Forest risk commodity
Other – Coffee
Are you working with direct suppliers?
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Yes, working with direct suppliers
Action(s) on forests-related issues driven by engagement
Ending deforestation and/or conversion of other ecosystems
Type of engagement
Supply chain mapping
Capacity building
Financial and commercial incentives
Other
Details of engagement
Offering on-site training and technical assistance
Organizing capacity building events
Other, please specify (issuing new loans including a climate note to support farmers)
Description of engagement
As a company that buys 3% of the world’s coffee, sourced from 400,000+ farmers in 30 countries, Starbucks understands our future is inextricably tied to the future of
farmers and their families. Although we are constantly striving for 100% C.A.F.E Practices verified coffee, the last 1% is where some of our most important work happens,bringing on new farmers and cooperatives to help ensure the long-term future of coffee. We continue to work as part of the Sustainable Coffee Challenge to make coffee theworld’s 1st sustainable agricultural product and improve the lives of at least 1M people in coffee communities around the world. Starbucks operates 10 Farmer Support
Centers (FSCs) as part of our work to assist farmers in coffee-producing countries and support the implementation of C.A.F.E. Practices across Starbucks coffee supply
chain globally. These centers offer free training directly to farmers and to technical specialists through a train-the-trainer approach, benefiting over 31,000 people worldwide
in FY22. The Farmer Support Centers train Tier 1 Suppliers and farmers directly on the C.A.F.E. Practices guidelines including the zero tolerance indicator for no
deforestation. Farmers can use these trees to replace those declining in productivity from age or disease. Starbucks has a goal of providing 100M trees to farmers by 2025.
The Starbucks Global Farmer Fund was founded to improve supply chain resiliency and ensure a long-term supply of coffee by addressing the unmet financing needs offarmers. Our goal is to supply $100 million in farmer loans by the end of 2025. In FY22, we issued three new loans including a climate note to support farmers to adapt to
the impacts of climate change and another directed to women in agriculture, both through Root Capital. Loans allow farmers to plant new trees and improve theirinfrastructure. In addition, we have continued our Emergency Farmer Relief Fund for a second year to further support farmers who were negatively impacted by low global
coffee prices. These secondary payments go directly to smallholder farmers in Central America to subsidize their income, helping to offset low prices compared to cost of
production. The loans provided through the fund allow farmers to plant new trees, improve their infrastructure and build financial resiliency in the face of shifts in climate andmarkets.
% of suppliers engaged by procurement spend covered by engagement
Explain the impact of your engagement on the selected action
Starbucks is committed to 100% ethically sourced coffee in partnership with Conservation International. This is an ongoing target. Although we are constantly striving for
100%, the last 1% is where some of our most important work happens – bringing on new farmers and cooperatives to help ensure the long- term future of coffee. The
program includes a third-party verification process that is overseen by SCS Global Services, responsible for ensuring the quality and integrity of the audits From 2015 to2019, 99% of Starbucks coffee was verified as ethically sourced as measured by C.A.F.E. Practices, our ethical sourcing verification program developed in partnership with
Conservation International. Measuring farms against economic, social and environmental criteria, the C.A.F.E. Practices program is designed to promote transparent andsustainable coffee growing practices while also helping protect the well-being of coffee farmers and workers, their families and their communities. In FY22, we achieved
98.2% ethically sourced coffee as verified through C.A.F.E. Practices. Starbucks operates 10 Farmer Support Centers (FSCs) as part of our work to assist farmers in
coffee-producing countries and support the implementation of C.A.F.E. Practices across Starbucks coffee supply chain globally. These centers offer free training directly tofarmers and to technical specialists through a train-the-trainer approach, benefiting over 31,000 people worldwide in FY22. Farmers receive the latest insights from
Starbucks agronomists, including techniques that support farmer profitability and sustainable growing practices. To help demonstrate farming best practices, in FY22, FSCs
launched a program called Model Farms, which serve as learning locations for the community to learn and teach sustainable practices. In partnership with suppliers andfarmers, Starbucks FSCs have established more than 70 Model Farms.
Is this engagement helping your suppliers engage with their suppliers on the selected action?
Yes
Does this engagement contribute to achieving a reported target?
Yes, please specify target ID(s) (2 & 3)

F6.9
(F6.9) Indicate if you are working beyond your first-tier supplier(s) to drive action on forests-related issues, and if so, provide details of the engagement.
Forest risk commodity
Timber products
Are you working beyond first tier?
Yes, working beyond first tier
Action(s) on forest-related issues driven by engagement
Other, please specify
Type of engagement
Supply chain mapping
Details of engagement
Supplier questionnaires on environmental and social indicators
Description of engagement
We are working with our suppliers to understand their sustainability efforts through key business reviews. Establishing our Sustainable Packaging Policy has provided our
global Sourcing teams with a set of standards that prohibit harmful chemicals, prioritize recycled content, move our packaging to more recyclable or compostable solutions,and reduce our packaging waste.
Explain the impact of your engagement on the selected action
Does this engagement contribute to achieving a reported target?
Please select

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Forest risk commodity
Palm oil
Are you working beyond first tier?
Yes, working beyond first tier
Action(s) on forest-related issues driven by engagement
Other, please specify
Type of engagement
Please selectDetails of engagement<Not Applicable>
Description of engagement
To meet RSPO certification, our suppliers must also work with their supply chains to ensure traceability, etc. Starbucks biggest challenges has been in Japan and China.
There are many different product specifications involved and relatively low volume available since it is only for the Starbucks business. Starbucks Sourcing teams in both
China and Japan continue the education process with suppliers. Perception is that palm oil in general is bad, and therefore, some are eliminating it from ingredientspecifications all together instead of solving the root cause of the issues. Starbucks local sourcing teams have significantly increased supplier education and understandingof palm oil issues and in some markets like Japan, where palm oil is used more widely, we have increased demand for RSPO certified palm oil and derivatives. Starbucks
continues to invest in exploring opportunities to advance better social and environmental practices within the palm oil supply chain.
Explain the impact of your engagement on the selected action
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. We continue to work with our suppliers to meet this objective, especially in areas where the demand for certified palm oil is low (i.e. Asia).
Some markets started the process behind other company operated markets and have experienced significant challenges working with second tier suppliers to findavailability of certified palm oil from physical supply chains. We continue to make progress. In prior years we have steadily increased the amount of certified palm oil that wepurchase and have also purchased credits to close the gap between our certified and uncertified supply. We have seen an increase this year in the % of certified palm that
we purchase over last year, and we have purchased credits to try to close the uncertified gap. We will also work through updates to our internal processes, documentationand communication with our suppliers to ensure a return to increasing our percentage of purchased palm oil going forward as we continue to work towards 100% RSPO
certified palm in our company-owned supply chain. Continuous improvement is very important at Starbucks and we look forward to continuing to increase our certified %next year
Does this engagement contribute to achieving a reported target?
Yes, please specify target ID(s) (1)Forest risk commodity
Other – Cocoa
Are you working beyond first tier?
Yes, working beyond first tier
Action(s) on forest-related issues driven by engagement
Ending deforestation and/or conversion of other ecosystems
Type of engagement
Supply chain mapping
Capacity building
Other
Details of engagement
Offering on-site training and technical assistanceDescription of engagement
Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder. Purchasing for cocoa was taken in-house by Starbucks to improve the responsibly
sourced nature of the cocoa used within the company’s operations. Starbucks continues to source Rainforest Alliance Certified cocoa and to work in partnership with theRainforest Alliance to leverage their expertise and increase our due diligence and transparency in our cocoa supply chains. We are a member of the World Cocoa
Foundation, specifically their Cocoa Forest Initiative to end deforestation and restore forest areas, International Cocoa Initiative and the Swiss platform for sustainablecocoa and continue to work with others across the industry to evolve and strengthen our approach to responsibly sourced cocoa. In addition to our global sourcing team,Starbucks regional teams also purchase cocoa. Moving forward, we are working to provide additional transparency across all cocoa-based products sourced.
Explain the impact of your engagement on the selected action
We pay a sustainability premium per metric ton of cocoa sourced to implement activities with cocoa producers, cooperatives and communities. For example, in FY22 nearly
11,000 cocoa producers were trained in Good Agricultural Practices and more than 2,800 cocoa producers were informed, trained and/or consulted on the new forest code,
law enforcement, forest protection and restoration. Four cocoa communities now have an active forest restoration and protection program to promote forest protection andrestoration. By conducting deforestation risk assessments we are supporting no further conversion of any forest land for cocoa production. Over 70,000 multi-purpose trees
were distributed for on-farm planting to promote sustainable livelihoods and income diversification for cocoa producers. We supported 30 Village Savings and Loan
Association groups to promote financial inclusion and innovation to deepen farmer’s access to working capital and investments funds for production and farm renovation. In
FY23, we will continue to support all these efforts that support a more equitable, sustainable and resilient future for cocoa, communities and our planet.
Does this engagement contribute to achieving a reported target?
Yes, please specify target ID(s) (4)Forest risk commodity
Other – Coffee
Are you working beyond first tier?
Yes, working beyond first tier
Action(s) on forest-related issues driven by engagement
Ending deforestation and/or conversion of other ecosystems
Type of engagement
Supply chain mapping
Capacity building

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OtherDetails of engagement
Offering on-site training and technical assistanceDescription of engagement
As a company that buys three percent of the world’s coffee, sourced from more than 400,000 farmers in 30 countries, Starbucks understands our future is inextricably tied
to the future of farmers and their families. Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E. Practices. In FY22, we achieved 98.2% ethicallysourced coffee as verified through C.A.F.E. Practices. Despite the easing of challenges brought on by the pandemic to verify and transport coffee, we did see minor
pandemic related impacts continue in FY22 though significant improvements were seen from the previous year. In FY21, 95% of coffee was verified through C.A.F.E.
Practices. We continue to work as part of the Sustainable Coffee Challenge to make coffee the world’s first sustainable agricultural product and improve the lives of at least
1 million people in coffee communities around the world. Starbucks Farmer Support Centers at Hacienda Alsacia in Costa Rica and in 8 other coffee-growing countries
around the world bring agronomists, researchers and farmers together to share the latest research, information, advice and tools to grow coffee more sustainably andprofitably. Starbucks has donated nearly 50 million climate resilient coffee trees like the hybrids created at Hacienda Alsacia. Farmers, whether they grow coffee forStarbucks or not, can use these trees to replace those declining in productivity from age or disease. Starbucks has a goal of providing 100 million trees to farmers by 2025.
Supporting Origin Diversity — Through a diversified buying approach, Starbucks is driving demand not just for premium-quality coffee, but premium-quality coffee from avariety of places around the world. This supports smaller coffee communities that have majority smallholder farmers.
Explain the impact of your engagement on the selected action
Starbucks operates 10 Farmer Support Centers (FSCs) as part of our work to assist farmers in coffee-producing countries and support the implementation of C.A.F.E.
Practices across Starbucks coffee supply chain globally. These centers offer free training directly to farmers and to technical specialists through a train-the-trainer approach,benefiting over 31,000 people worldwide in FY22. Farmers receive the latest insights from Starbucks agronomists, including techniques that support farmer profitability andsustainable growing practices. To help demonstrate farming best practices, in FY22, FSCs launched a program called Model Farms, which serve as learning locations forthe community to learn and teach sustainable practices. In partnership with suppliers and farmers, Starbucks FSCs have established more than 70 Model Farms.
Does this engagement contribute to achieving a reported target?
Yes, please specify target ID(s) (2 & 3)

F6.10
(F6.10) Do you engage in landscape (including jurisdictional) approaches to progress shared sustainable land use goals?
Do you engage inlandscape/jurisdictional approaches?
Row Yes, we engage in landscape/1jurisdictional approaches

Primary reason for not engaging in landscape and/or
jurisdictional approaches

Explain why your organization does not engage in landscape/jurisdictional approaches, anddescribe plans to engage in the future<Not Applicable><Not Applicable>

F6.10a
(F6.10a) Indicate the criteria you consider when prioritizing landscapes and jurisdictions for engagement in collaborative approaches to sustainable land use andprovide an explanation.
Criteria for prioritizing
landscapes/jurisdictions forengagement
Row Commodity sourcing footprint
1
Opportunity to increase market
access for smallholders andlocal communities
Opportunity for increased
human well-being in area
Opportunity to protect andrestore natural ecosystems
Risk of deforestation,
forests/land degradation, orconversion of other natural
ecosystems
Supply of commodities
strategically important

Explain your process for prioritizing landscapes/jurisdictions for engagement

Evidence shows that farmers participating in the C.A.F.E Practices program have higher productivity than the country averages, which has helped Starbucks create a longterm supply of high-quality coffee while positively impacting the lives of coffee farmers and their communities. Starbucks is focusing on its carbon and water footprints at
Origin – or what Starbucks refers to as “the first ten feet” (farm to port).
1. Decreasing carbon emissions in Starbucks supply chain by equipping farmers with precision agronomy tools: Through Starbucks Farmer Support Centers and a new soil
scanning mobile app, the company is helping farmers understand the specific nutrients and fertilizer needed to increase farm productivity. With these custom, farm-specificsolutions, farmers can target and decrease fertilizer use – which helps to decrease carbon emissions – and increase productivity.
2. Promoting and distributing climate-resistant tree varietals: With Starbucks open-source agronomy approach, the company shares research, seeds, and seedlings with
farmers all around the world, helping farmers to adapt to climate change. These climate-resistant varietals are rust-resistant and enable farmers to grow more coffee on thesame amount of land, which then helps to reduce overall emissions.
3. Protecting and restoring at-risk forests in key coffee landscapes: Land use change and deforestation are the greatest climate risks facing the coffee industry. Starbucks will
invest in forest and landscape protection and restoration programs in coffee producing countries, starting in Colombia and Peru. These agroforestry efforts will not only
remove carbon, but also will benefit freshwater ecosystems and coffee communities.
4. Conserving water by directly investing in new ecological wet mills (eco-mills) for C.A.F.E. Practice farms: to date, Starbucks has contracted more than 1,300 eco-wet mills.
5. Investing to make current water processing technology and machinery even more efficient: Through Starbucks Tryer Center, we are working with suppliers to explore
improvements to existing water processing machinery and technology.
6. Developing water replenishment projects in coffee communities: Starbucks will develop water replenishment projects at Origin, with a focus on prioritizing action in high-riskbasins while supporting watershed health, ecosystem resilience and water equity.

F6.10b

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(F6.10b) Provide details of your engagement with landscape/jurisdictional approaches to sustainable land use during the reporting year.
Landscape/Jurisdiction ID
LJ1
Country/Area
Peru
Name of landscape or jurisdiction area
San Martin, Peru
Huila, Colombia
Types of partners engaged in the initiative design and implementation
National government
International civil society organization(s)Indigenous peoples
Local communities
Type of engagement
Funder: Provides full or partial financial support
Goals supported by engagement
Improved rate of carbon sequestration (e.g., through restoration)
Reduced emissions from land use change and/or agricultural production
Avoided deforestation/conversion of natural ecosystems and/or decreased degradation rate
Increased adoption of sustainable production practices (e.g., input use efficiency and water management practices)
Improved and/or maintained soil healthCompany actions supporting approach
Engage stakeholders on importance of conservation, restoration and/or rehabilitation
Capacity building for farmers, smallholders and local communities to implement good agricultural practices (including improved efficiency, crop diversification and adoptionof certification)
Description of engagement
Evidence shows that farmers participating in the C.A.F.E Practices program have higher productivity than the country averages, which has helped Starbucks create a longterm supply of high-quality coffee while positively impacting the lives of coffee farmers and their communities.
1. Decreasing carbon emissions in Starbucks supply chain by equipping farmers with precision agronomy tools: Through Starbucks Farmer Support Centers and a new soil
scanning mobile app, the company is helping farmers understand the specific nutrients and fertilizer needed to increase farm productivity. In FY22, we continued to provide
financial support to promote soil analysis as a mechanism for farmers to understand soil nutrition requirements, replacing generic fertilizer recommendations with a specificrecommendation for producers. Building on our efforts last year, 13,811 additional soil samples were processed across six priority countries.
2. Promoting and distributing climate-resistant tree varietals: With an open-source agronomy approach, the company shares research, seeds, and seedlings with farmers allaround the world, helping farmers to adapt to climate change. These varietals are rust-resistant and enable farmers to grow more coffee on the same amount of land, whichthen helps to reduce overall emissions.
3. Protecting and restoring at-risk forests in key coffee landscapes: Land use change and deforestation are the greatest climate risks facing the coffee industry. Starbucks
will invest in forest and landscape protection and restoration programs in coffee producing countries, starting in Colombia and Peru.
4. Conserving water by directly investing in new ecological wet mills for C.A.F.E. Practice farms: To date, Starbucks has contracted more than 1,300 eco-wet mills.
5. Investing to make current water processing technology and machinery even more efficient: Through Starbucks Tryer Center, we are working with suppliers to explore
improvements to existing water processing machinery and technology.
6. Developing water replenishment projects in coffee communities: Starbucks will develop water replenishment projects at Origin, with a focus on prioritizing action in highrisk basins while supporting watershed health, ecosystem resilience and water equity.
7. Through the partnership with Mercy Corps, Starbucks has offered financial inclusion and entrepreneurship training programs for indigenous women in Guatemala
Engagement start year
2015
Engagement end year
Not defined
Estimated investment over the project period (currency)
Is a collective monitoring framework used to measure progress?
Yes, progress is monitored using an internally defined framework
State the achievements of your engagement so far, and how progress is monitored
Over the last year, Starbucks launched programs in Guatemala, Mexico, Peru, Rwanda, and Kenya to test its carbon and water strategies impacting more than 92,000
farms. In FY22, we continued to provide financial support to promote soil analysis as a mechanism for farmers to understand soil nutrition requirements, replacing genericfertilizer recommendations with a specific recommendation for producers. Building on our efforts last year, 13,811 additional soil samples were processed across six priority
countries. Based on the success of these initial pilots, Starbucks is now expanding the program to Colombia and launching a new, holistic sustainability project with 100
small-holder farmers in Nariño, Colombia. Over a five-year period, the Nariño project will combine the best of Starbucks knowledge and resources on regenerative
agriculture, precision agronomy and farm economics. Farmers will receive hands-on support including customized, in-depth agricultural and business education and training
to best manage their crops and land. They will also receive new equipment and facilities to optimize for reduced water use and carbon emissions and new, climate-resistantcoffee seedlings to replace unproductive trees.
This project and partnership with Starbucks will help farmers increase their productivity, quality and profitability while decreasing the environmental footprint generated fromcoffee growing and processing. Starbucks is also committed to a 10-year, 100 million-tree initiative to boost the quality and output of coffee crops in El Salvador, Guatemala
and Mexico by 2025. Starbucks has distributed nearly 70 million trees that are resistant to rust, a disease linked to climate change. In FY22, Starbucks contracted additional
centralized eco-mills, expanding the scope of the effort to additional countries including Honduras and Uganda. The preliminary results have demonstrated up to 90% watersavings is possible in coffee processing using the new equipment. To date, Starbucks has contracted more than 1,300 eco-wet mills. Starbucks also has plans to develop a
new sustainability learning and innovation lab at Hacienda Alsacia–our agronomy headquarters for research and development, located in Costa Rica. The lab will serve asa hub for hands-on and virtual learning opportunities for Starbucks partners, students, researchers and industry leaders to innovate and scale sustainable solutions forsome of the world’s most challenging environmental and social issues.

F6.10c

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(F6.10c) For each of your disclosed commodities, provide details of the production/consumption volumes from each of the jurisdictions/landscapes you engage
in.
Indicate
Does any of your commodity production/consumption volume originate from this landscape/jurisdiction, andlandscape/jurisdiction are you able/willing to disclose information on this volume?
ID

Commodity % of total production/consumption volume fromthis landscape/jurisdiction

LJ1

<Not
<Not Applicable>
Applicable>

Yes, we do produce/consume from this landscape/jurisdiction, but we are not able/willing to disclose volume data

F6.11
(F6.11) Do you participate in any other external activities and/or initiatives to promote the implementation of your forests-related policies and commitments?
Forest risk commodity
Timber products
Do you participate in activities/initiatives?
Yes
Activities
Involved in multi-partnership or stakeholder initiatives
Country/Area
Not applicable
Subnational area
Not applicable
Initiatives
Other, please specify (Sustainable Packaging Coalition; The Recycling Partnership, Foodservice Packaging Institute, NextGen Consortium)
Please explain
We are an active member of SPC - the Sustainable Packaging Coalition, working with other industry members to elevate the sustainability of our entire paper foodservice
packaging from cradle to grave.
Forest risk commodity
Palm oilDo you participate in activities/initiatives?
Yes
Activities
Involved in multi-partnership or stakeholder initiatives
Country/Area
Not applicable
Subnational area
Not applicable
Initiatives
UN Global Compact
Roundtable on Sustainable Palm Oil (RSPO)
Please explain
As members of the Roundtable on Sustainable Palm Oil (RSPO), we are engaging the organization and other industry stakeholders regarding sustainable production
practices and support efforts. Starbucks is a member of the UN Global Compact – an international network of organizations that supports 10 universal principles.
Forest risk commodity
Other - Cocoa
Do you participate in activities/initiatives?
Yes
Activities
Involved in multi-partnership or stakeholder initiatives
Country/Area
Not applicable
Subnational area
Not applicable
Initiatives
UN Global Compact
Other, please specify (Rainforest Alliance)
Please explain
Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder. Purchasing for cocoa was taken in-house by Starbucks to improve the responsibly
sourced nature of the cocoa used within the company’s operations. Starbucks continues to source Rainforest Alliance Certified cocoa and to work in partnership with theRainforest Alliance to leverage their expertise and increase our due diligence and transparency in our cocoa supply chains. We are a member of the World Cocoa
Foundation, specifically their Cocoa Forest Initiative to end deforestation and restore forest areas, International Cocoa Initiative and the Swiss platform for sustainablecocoa and continue to work with others across the industry to evolve and strengthen our approach to responsibly sourced cocoa. In addition to our global sourcing team,Starbucks regional teams also purchase cocoa. Moving forward, we are working to provide additional transparency across all cocoa-based products sourced.

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Forest risk commodity
Other - Coffee
Do you participate in activities/initiatives?
Yes
Activities
Involved in multi-partnership or stakeholder initiatives
Country/Area
Not applicable
Subnational area
Not applicable
Initiatives
Other, please specify (Coffee International and Sustainable Coffee Challenge)
Please explain
Starbucks and Conservation International (CI) have been working together for nearly 20 years to promote sustainable coffee production that ensures continued productivityof high quality coffee while improving the livelihoods of producers and conserving nature. Starbucks is one of the founding members of the Sustainable Coffee Challenge, adiverse industry coalition led by Conservation International with the call to action of making coffee the world’s first sustainable agricultural product. The Challenge iscommitted to stimulating demand for sustainable coffee across the value chain, from the policymaking level to the final consumer. By encouraging demand for sustainable
coffee, it leads to investments that enable the transition to a sustainable production and ensuring the coffee we drink is a sustainable product.

F6.12(F6.12) Is your organization supporting or implementing project(s) focused on ecosystem restoration and long-term protection?
Yes

F6.12a
(F6.12a) Provide details on your project(s), including the extent, duration, and monitoring frequency. Please specify any measured outcome(s).
Project reference
Project 1
Project type
Agriculture
Expected benefits of project
Improvement of standard of living, especially for vulnerable and/or marginalized groups
Net gain in biodiversity and ecosystem integrity
Restoration of natural ecosystem(s)Securing continued supply of agricultural commodities
Is this project originating any carbon credits?
No
Description of project
Starbucks committed to provide 100 million healthy coffee trees to coffee farmers by 2025. This effort is part of the company’s ongoing commitment to provide
comprehensive support to farmers around the world which includes open-source agronomy research, farmer financing and access to information. The seedlings will replace
trees that are declining in productivity due to age and disease, such as coffee leaf rust which is perpetuated because of a warmer climate.
Where is the project taking place in relation to your value chain?
Project based in sourcing area(s)Start year
2016
Target year
2025
Project area to date (Hectares)
Project area in the target year (Hectares)
Country/Area
El Salvador
LatitudeLongitude
Monitoring frequency
Annually
Total investment over the project period (currency)
For which of your expected benefits are you monitoring progress?
Improvement of standard of living, especially for vulnerable and/or marginalized groups
Improvement to sustainability of production practiceSecuring continued supply of agricultural commodities
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Please explain
Starbucks committed to a 10-year, 100 million-tree initiative to boost the quality and output of coffee crops in El Salvador, Guatemala and Mexico by 2025. Starbucks has
distributed nearly 70 million trees that are resistant to rust, a disease linked to climate change. These new trees are bred to be resistant to coffee rust, a disease associatedwith climate change, and they’re replacing trees declining in productivity, which can, in turn, help farmers improve the quality and yields of their harvest and improve theirrevenue.
Project reference
Project 2
Project type
Reforestation
Expected benefits of project
Improvement of water availability and quality
Increase in carbon sequestration
Is this project originating any carbon credits?
No
Description of project
Building on initiatives launched in FY21 with Conservation International in Huila, Colombia and San Martin, Peru, Starbucks continued its efforts to protect and restore
critical forests that coffee communities depend on in FY22.
Working with more than 16 coffee farming communities, Starbucks and Conservation International supported training and education for farmers on more sustainable
practices and helped farmers monitor carbon and water impacts on and around their farms. Over the next four years, we anticipate these projects to conserve or restore
more than 6,000 hectares in 16 farming communities across the countries, benefiting both local communities and reducing Starbucks carbon footprint. The projects are also
developing carbon measurement and water monitoring protocols, in conjunction with local stakeholders.
Where is the project taking place in relation to your value chain?
Project based in sourcing area(s)Start year
2021
Target year
2025
Project area to date (Hectares)
1560
Project area in the target year (Hectares)
6250
Country/Area
Colombia
LatitudeLongitude
Monitoring frequency
Annually
Total investment over the project period (currency)
For which of your expected benefits are you monitoring progress?
Improvement of water availability and quality
Improvement to soil health
Increase in carbon sequestration
Net gain in biodiversity and ecosystem integrity
Reduce/halt biodiversity loss
Restoration of natural ecosystem(s)Please explain
Land-use change and deforestation are the greatest climate risks facing the coffee industry. Over the next four years, we anticipate these projects to conserve or restore
more than 6,000 hectares in 16 farming communities across the countries, benefiting both local communities and reducing Starbucks carbon footprint. The projects are also
developing carbon measurement and water monitoring protocols, in conjunction with local stakeholders.

F7. Verification

F7.1(F7.1) Do you verify any forests information reported in your CDP disclosure?
Yes

F7.1a

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(F7.1a) Which data points within your CDP disclosure have been verified, and which standards were used?
Disclosure module
F6. Implementation
Data points verified
98.2% ethically sourced coffee purchases as disclosed in the "Targets", and "Certification" sections.
Verification standard
C.A.F.E Practices. As part of C.A.F.E. Practice verification program, third party organizations, approved and overseen by SCS Global Services, conduct inspections at
farms and facilities within the supply chain to evaluate performance against more than 200 indicators. This includes 22 zero-tolerance indicators. If non-compliance is
identified, we work with suppliers to address issues including the development of a work plan describing how the issue will be corrected. The implementation of a corrective
action plan and the actual correction
Please explain
A third party verification was conducted in accordance with attestation standards established by the American Institute of Certified Public Accountants. Those standards
require that Moss Adams, the independent accountant, plan and perform the examination to obtain reasonable assurance about whether the Data is in accordance with thecriteria, in all material respects. An examination involves performing procedures to obtain evidence about the Data. The verification statement is public and can be found on
page 67 of Starbucks FY22 Global Environmental and Social Impact Report (https://stories.starbucks.com/uploads/2023/05/2022-Starbucks-Global-Environmental-SocialImpact-Report.pdf)

F8. Barriers and challenges

F8.1(F8.1) Describe the key barriers or challenges to eliminating deforestation and/or conversion of other natural ecosystems from your direct operations or fromother parts of your value chain.
Forest risk commodity
Timber products
Coverage
Supply chain
Primary barrier/challenge type
Limited public awareness and/or market demand
Comment
Deforestation is having a devastating impact on our planet, destroying habitat, decreasing biodiversity and damaging communities. We are focused on tackling the issue
where we have the greatest opportunity to have impact. By taking a targeted approach, we hope to make continuous progress toward eliminating the threat of deforestation
posed by some of our key products. A challenge to the effort is that Starbucks represents a small portion of the total global market in these commodities. Ultimately,industry, governments, and the NGO community must partner to address the threat deforestation poses. And consumers play an important role in driving responsible
forestry through their paper choices.
Forest risk commodity
Other - Coffee
Coverage
Supply chain
Primary barrier/challenge type
Limited public awareness and/or market demand
Comment
We are committed to pursuing zero net deforestation across our supply chain. Deforestation is having a devastating impact on our planet, destroying habitat, decreasing
biodiversity and damaging communities. We are focused on tackling the issue where we have the greatest opportunity to have impact. By taking a targeted approach, we
hope to make continuous progress toward eliminating the threat of deforestation posed by some of our key products. A challenge to the effort is that Starbucks represents asmall portion of the total global market in these commodities. Ultimately, industry, governments, and the NGO community must partner to address the threat deforestation
poses. We believe we have a responsibility to participate in this process demonstrate with coffee how to truly advocate for commodity sustainability.
Forest risk commodity
Palm oil
Coverage
Supply chain
Primary barrier/challenge type
Limited public awareness and/or market demand
Comment
Starbucks biggest challenges to sourcing RSPO certified palm oil has been in Japan and China. There are many different product specifications involved and relatively low
volume available since it is only for the Starbucks business. Starbucks Sourcing teams in both China and Japan continue the education process with suppliers. Perception
is that palm oil in general is bad, and therefore, some are eliminating it from ingredient specifications all together instead of solving the root cause of the issues. Starbucks
local sourcing teams have significantly increased supplier education and understanding of palm oil issues and in some markets like Japan, where palm oil is used more
widely, we have increased demand for RSPO certified palm oil and derivatives. Starbucks continues to invest in exploring opportunities to advance better social andenvironmental practices within the palm oil supply chain.

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F8.2(F8.2) Describe the main measures that would improve your organization’s ability to manage its exposure to deforestation and/or conversion of other natural
ecosystems.
Forest risk commodity
Timber products
Coverage
Supply chain
Main measure
Increased demand for certified products
Comment
In order to decrease the demand for virgin timber, we are seeking to increase the use of recycled content in our paper foodservice packaging products.
Forest risk commodity
Other - Coffee
Coverage
Supply chain
Main measure
Increased demand for certified products
Comment
Working in partnership with Conservation International, Starbucks has invested in forest and landscape protection and restoration programs in coffee producing countries,
starting in Colombia and Peru. These agroforestry efforts will not only remove carbon and support the carbon neutral pathway, but also will benefit freshwater ecosystems
and coffee communities.
Forest risk commodity
Palm oil
Coverage
Supply chain
Main measure
Greater customer awareness
Comment
Perception is that palm oil in general is bad, and therefore, some are eliminating it from ingredient specifications all together instead of solving the root cause of the issues.

F17 Signoff

F-FI(F-FI) Use this field to provide any additional information or context that you feel is relevant to your organization's response. Please note that this field is optional
and is not scored.

F17.1(F17.1) Provide the following information for the person that has signed off (approved) your CDP forests response.

Row 1

Job Title

Corresponding job category

VP, chief sustainability officer

Chief Sustainability Officer (CSO)

Submit your response
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Response permission

Yes

PublicPlease confirm below
I have read and accept the applicable Terms

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