Starbucks Corporation - Climate Change 2022
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 34,000 retail stores in 84 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 2021 Fiscal Year (FY21) began September 28, 2020, and ended October 3, 2021.

C0.2(C0.2) State the start and end date of the year for which you are reporting data.

Reportingyear

Start dateEnd date

Indicate if you are providing emissions data for past reportingyears

Select the number of past reporting years you will be providing emissions datafor

October 1
2020

September 30
2021

No

<Not Applicable>

C0.3(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

CDP

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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 of Please explain
individual(s)Board-levelcommittee

The Nominating and Corporate Governance Committee is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes the responsibility toannually 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
Nominating and Corporate Governance Committee in FY21 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 based on market research, trials, and data rebaselining. Our sustainability commitments are governed
through our Global Environmental Council, which is comprised of senior leaders across Starbucks whose compensation is tied to performance against our goals, but we also formally review and seek
counsel from our Nominating/Governance Committee, along with external sustainability experts. Since that time, Starbucks carbon goal has been validated as science-based from the Science Based
Targets Initiative (“SBTi”). 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.

C1.1b(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
relatedrelated issues
issues are are integratedascheduled
agendaitem
Scheduled Reviewing and <Not
– allguiding
Applicabl
meetings
strategye>Reviewing andguiding risk
management
policies
Monitoring
implementation
andperformance ofobjectives
Monitoring andoverseeing
progressagainst goals
and targets foraddressing
climate-related
issuesCDPThe 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
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 ofStarbucks risk management practice. Starbucks chief executive officer (ceo) has general charge and supervision of the business and strategic direction of the Company andsits on the Board of Directors. In FY21, as the highest management-level position with responsibility for climate-related issues, the ceo met monthly with the chiefsustainability officer (cso) to discuss global sustainability strategies and initiatives across the enterprise. The ceo relays the progress of such efforts and key strategic insightto the Board. Starbucks ceo has tasked the Environmental Council and the Global Sustainability Task Force with actualizing the company’s sustainability initiatives, theprogress of which is overseen by the cso. The ceo meets with the cso monthly to discuss global sustainability strategies and updates on ESG issues across theorganization. The ceo is updated on climate-related issues, including risk management components, in every one of these regular meetings. The Environmental Council andGlobal Sustainability Task Force, which are tasked with the developing and realizing sustainability initiatives by the ceo, also create content for regular updates toleadership. The ceo then shares these progress updates with the Board. In FY21, the ceo affirmed Starbucks long-term ESG strategy, including finalized target reductionsof carbon (SBTI certified), water, and waste by 2030, a revised inventory baseline, and an expansion of our water goals.

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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 not
no boardhave at least one board
level
member withcompetence competence on
on climate- climate-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
Applicable>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 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 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.

<Not Applicable>

C1.2(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Name of the position(s) and/or
committee(s)Reporting line Responsibility

Coverage of
responsibility

Frequency of reporting to the board on climate-related
issuesChief Executive Officer (CEO)<Not
Applicable><Not Applicable>

More frequently than quarterly

Both assessing and managing climate-related risks andopportunities

C1.2a(C1.2a) Describe where in the organizational structure this/these position(s) and/or committees lie, what their associated responsibilities are, and how climaterelated issues are monitored (do not include the names of individuals).
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
FY21, 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. 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. The cso is scheduled to formally report to the Board atleast once a year.

The cso reports directly to the evp of global coffee, tea and cocoa, and oversees and coordinates the efforts of the Environmental Council (EC), through the ceo's directives toactualize the company's sustainability initiatives. The EC is comprised of senior leaders across Starbucks whose compensation is tied to performance against organizationalsustainability goals, including our greenhouse gas reduction target. Meeting quarterly, the EC also formally reviews Starbucks goals, strategies and progress, discuss trends
and emerging topics, and hears from informal advisors who are experts and influencers in the sustainability sector. The Nominating and Corporate 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 EC is complemented by the Global Sustainability Task Force (GSTF) whose members include the sustainability team, global function, region/market, and global
collaboration leads from across the organization and globe. The cso also leads the GSTF towards accomplishing the following objectives: establish and maintain acomprehensive global portfolio of programs and projects, representing in-region/market functions and ensure alignment with leadership on all sustainability programming
decisions and recommendations. The GSTF meets monthly and participates in global prioritization and financial planning discussions and creates content for monthly updates
to leadership, the Environmental Council, and partner stakeholder groups.

Across the organization, climate-related initiatives (i.e., energy efficiency, renewable energy, and carbon emissions reduction strategies in operations and the supply chain)
are delegated to the appropriate business units and performance against goals impacts overall performance and compensation adjustments. Our global teams across supply
chain, store development, design, construction and facilities management, product, marketing, store operations, packaging, equipment, research and development, and publicaffairs are contributing to climate-related efforts.

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
for themanagementof climaterelated
issuesRow Yes
1

Starbucks seeks to incentivize meaningful and significant climate-related action by offering monetary rewards. The vast majority of executive officer compensation is variable and tied to ourfinancial results or the performance of our stock price, or both. Non-financial individual performance goals for our executive officers also include consideration of performance against certain
environmental, social and governance (ESG) metrics. Starbucks individual performance factor (IPF), part of the Annual Incentive Bonus Plan, is weighted at 30% of the target value of eachannual cash incentive award with a payout between 0-200% of target based on an assessment of individual performance against certain strategic, operational, leadership, and ESG goals, as
recommended by the Compensation Committee and authorized by the board. In FY21, the planet-positive goals accounted for 20% of the IPF for participants.

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 Type of Activity
Comment
toincentive incentivized
incentive
Chief
Monetary Emissions
Executive reward
reduction
Officertarget(CEO)

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. 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’ 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

C2.1a
(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.

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C2.2(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 on 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 and downstream areas of our value chain. This assessment is integrated into ourmulti-disciplinary company-wide risk management process, and 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 theBoard. 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 ourcore business in the short, medium, and long term as part of the ERM framework. Risk evaluation is done together with relevant business units and functions during theannual 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 ourleadership position in sustainability. Climate-related risks are looked at in the greater context of the market; risks such as price increases for key commodities due toclimate change are assessed for the Company. In response to these risks assessed at the functional level, future mitigation activities are identified and incorporated within
the ERM risk assessment reviewed by the Risk Committee and Board. This information is leveraged in the development of the annual internal audit plan; the Board reviews
the report and provides feedback that is incorporated into results. Mitigation activities are developed in broader stakeholder discussions across relevant business units andfunctions. Physical risk case study: We’ve identified that changes in precipitation patterns and extreme variability in weather patterns could potentially impact the availability
and price of 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,
especially in the sensitive bioregions where coffee is grown. High-quality arabica coffee, with its diversity of flavours, is the heart of Starbucks business, but it’s becoming
harder to grow in sustainable quantities because arabica plants are particularly sensitive to even the slightest variations in temperature and rainfall patterns. In response to
the identification 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 tofarmers around the world which includes open-source agronomy research, farmer financing and access to information. In FY21, we distributed 10 million trees to farmers in
Mexico, Guatemala and El Salvador, and harvested the first crop produced by the first batch of trees donated under this initiative. Over the past five years as part of our 10year, 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 diseaseassociated with climate change, and they’re replacing trees declining in productivity, which can, in turn, help farmers improve the quality and yields of their harvest andimprove their revenue. Transition opportunity case study: Through market research and customer engagement, we learned that customer flavours 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. Starbucks stores around the globe continued tolaunch new plant-based menu options in fiscal 2021. The addition of oatmilk to Starbucks U.S. menus is the latest progress in the Company’s ongoing commitment to be aresource positive company. Oatmilk is the fourth non-dairy milk alternative available for customers in the U.S. to enjoy, alongside soy milk, coconutmilk, and almondmilk. In
China, Starbucks launched the first 100% plant-based Frappuccino® blended beverage and opened the Shanghai Greener Store, where more than half the menu is plantbased and oatmilk is the default option for most beverages.

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

CDP

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. 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 wereintroduced in the U.S. in 2021. These efforts are not only helping us adhere to waste regulations and reduce our plastic footprint, but also helps us support our climate commitments.

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Relevance Please explain&
inclusion
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. In addition to these efforts, Starbucks has reaffirmed its
commitment to the Paris Climate Agreement by joining the ‘We Are Still In’ campaign in FY21 and by being certified by the Science Based Targets initiative with an ambitious 1.5 °C
company-wide GHG emission reduction target in March 2021.

Technology Relevant, Technology risks are relevant to Starbucks climate-related risk assessments and are sometimes included in our climate-related risk assessments depending on the scope of thesometimes 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
includedenvironmental 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. In
2021, Starbucks continued our work to develop compostable and recyclable hot cups in collaboration with Close Loop Partners and the NextGen Consortium We plan to launch a new cup
in the fall of 2022 that will meet our goal to include at least 20% recycled content in our hot cups. Currently, our hot cups contain 10% recycled content. While we are increasing the amountof recyclable content used to make hot cups, we are also working to develop 100% compostable and recyclable hot cups by 2022. In FY21 and FY22 to date, seven new markets in the
U.S. have joined the list of major markets where Starbucks hot cups are recyclable. We recognize that some of these efforts may be delayed or change because of operational challenges
created by the COVID-19 pandemic. However, these shifts will not deter our longer-term objectives for reusable cups. Starbucks also works with The Recycling Partnership to bringrecycling technology to underserved markets to increase material recovery.
Legal

Relevant, Legal issues are considered relevant and sometimes included in our climate-related assessment because as a global company with over 32,000 retail stores, as well as criticalsometimes manufacturing 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 the
includedabsence 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 trained more than 40,000 farmers in FY20, enabling us to reach our goalof training 200,000 farmers by the end of 2020. Continuing this work, Starbucks trained 30,000 more farmers in FY21. In 2021, Starbucks opened a new global Farmer Support Center,
expanding Starbucks presence in Brazil, a key coffee producing region. Starbucks now operates ten Farmer Support Centers worldwide, where agronomists 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 and profitability of coffee on their farms andimprove their livelihoods.

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 new social media campaign to get the message out about the sustainability commitments we have made (based on
our 2020 study that revealed that 74% of U.S. customers believe a brand’s commitment to the environment is important). In FY21, as part of this campaign we aired videos highlighting oursustainability efforts on YouTube, IGTV, and Starbucks Stories. We also broadcasted shorter videos on climate-related initiatives, such as our ‘Borrow A Cup’ and strawless lids programs,
as well as our efforts to support sustainability and climate resiliency in coffee-growing communities, on multiple social media platforms.

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. These efforts included Starbucks committing an additional $50 million in the Global Farmer Fund, bringing total
investment to $100 million. Since FY18, Starbucks has deployed $54.8 million to coffee businesses and farmers through loans. Coffee growers can use these funds to plant trees andupdate their farming practices to be more productive and lessen their impact on the environment.

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, we distributed 10 million trees to farmers in Mexico, Guatemala and El Salvador in FY21. 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, in turn, 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 FY21, 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 95% of our coffee coming in FY21 from C.A.F.E. Practice-verified farms. In FY21,
99.9% of tea sourced by Global Coffee, Tea & Cocoa sourcing team was verified as responsibly sourced. 10 million kilograms of segregated cocoa beans were purchased from the Ivory
Coast through our Tier 1 supplier, Cargill. Climate change is having an impact across all the commodities we source, and we are working on ways to have an even more sustainable andpositive in our supply chains for everything we source.

C2.3(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
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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). Severe weather or other natural or man-made disasters affecting a large market, or several closely located markets could temporarily, but
significantly, affect our retail business in such markets. Our stores have faced several natural threats over the past few years including, but not limited to, hurricanes andwildfires. 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, and more 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 notbeen quantitatively material. To date, we have not 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 the frequency 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 and classify 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 our regular operations.
Examples of “normal” weather events include hurricanes, typhoons, snowstorms and ice storms. As an example, we track estimated impacts of “normal” weather events torevenues on a regular basis, which includes frequent weather event tracking for our U.S. company-operated store portfolio. Estimated amounts of lost U.S. companyoperated 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% and0.2% of United States total net revenues, for fiscal years. Examples of “catastrophic” weather events include natural disasters that adversely impact the availability andaccess to basic resources, such as labor, utilities and our products, including roasted coffee. We have never experienced weather events we would consider to becatastrophic, including during fiscal years ended 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
grant from the Caring Unites Partners (CUP) Fund. Founded by partners in 1998 and funded entirely by donations from Starbucks partners, this program continues todemonstrate how we take care of one another in unexpected times of need. 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 tocover temporary housing. When large events happen, Starbucks also seeks to support impacted communities by contributing significant amounts of funding towards theAmerican Red Cross’ disaster-relief fund and other relevant organizations such as the National Forest Foundation. Throughout FY21, The Starbucks Foundation continued
to uplift communities affected by disaster by investing nearly $ 4 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 of World Central Kitchen’s chef relief efforts, the Foundation provided quick support to impacted communities, from Hurricane Eta and the Texas
winter storms to the Miami building collapse and volcano eruption in the Democratic Republic of Congo. Recognizing the risk that increased acute physical events poses toour employees, communities, and operations, Starbucks offers proactive and flexible options to our partners 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 oflosses from early and maintained closures due to severe weather forecasts and recovery, as well as the average 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

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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
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. In FY20, we distributed 10 million trees to farmers in Mexico,
Guatemala and El Salvador. 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 help farmers improve the quality and yields of their harvest and improve their revenue. Additionally, more than 30,000 farmers were trained in FY21,
enabling us to expand on our goal of training 200,000 farmers by the end of 2020. Starbucks now operates 10 Farmer Support Centers worldwide, where agronomists andquality experts work alongside coffee farmers to share tools and information to help increase the productivity, quality and profitability of their farms and improve theirlivelihoods. Starbucks also operates a Global Farmer Fund to improve supply chain resiliency and ensure a long-term supply of coffee by addressing the financing needs offarmers. As of FY21, we have invested $100 million in the Fund, with FY21’s commitment of $50 million doubling the fund totals, to provide coffee businesses and farmers
with access to low-interest loans in regions where traditional banks are not an option due to high interest rates. Providing healthy trees, education on sustainable farming
practices, and financial support to farmers in coffee-growing regions makes existing lands and communities more efficient and resilient in the face of chronic physical risks,
helping to reduce price volatility based on inconsistent supply. The costs associated with developing resilience across our suppliers are included in Starbucks standard cost
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of business and there are no additional costs associated with responding to this risk ($0).
Comment
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 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 to continue to impact coffee prices asthese 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 in service 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 a negative material impact on our business andour 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. Our access to and price of high-quality arabica green coffee may be impacted by weather events in producing countries that may be exacerbated byclimate 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 andavailability throughout the coffee production chain, natural disasters, crop disease and pests, 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 throughagreements 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. 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 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 FY21, due to COVID-19 restrictions, auditing teams were unable to complete all the necessary in-person, on-farm audits of ourcoffee production, resulting in expiration for farms whose verification ended in FY20 and were not audited. This resulted in 94.86% of our coffee coming in FY21 from
C.A.F.E. Practice-verified farms. As we work to invest in regenerative agriculture, reforestation, forest conservation and water replenishment in our supply chain, we
launched pilots in FY20 in Guatemala, Mexico, Peru, Rwanda and Kenya focused on working toward reducing our environmental footprint in green coffee. This included
alternative coffee processing and new wet mill innovations designed to save up to 80% of water, as well as precision agronomy practices – such as analyzing soil andleaves – to help reduce our carbon footprint. Also, in FY21, we sourced 99.9% of tea from Rainforest Alliance Certified farms . For cocoa-based beverage ingredients, wepurchased 10 million kilograms of segregated cocoa beans from the Ivory Coast through our Tier 1 supplier, Cargill, in FY21. We continue to strengthen our approach,

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programs and partnerships for sustainably sourcing tea and cocoa. The costs associated with ethically sourcing our commodities from sustainable suppliers is included inStarbucks standard cost of business and there are no additional costs associated with responding to this risk ($0).
Comment

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.
Each year, an estimated 600 billion paper and plastic cups are distributed globally, and though Starbucks cups only account for an estimated 1 percent of that total, we areinvested in finding a more sustainable solution. In 2020, we developed a 2030 goal to reduce our waste sent to landfill from stores (including packaging that leaves stores)
and direct operations, driven by a broader shift toward a circular economy and in FY21 we reached significant milestones in our journey to reduce single-use plastic andimprove waste management. 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 anopportunity 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
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
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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). In partnership with CLP and the NextGen Consortium, we worked in FY21 to develop 100% compostable and recyclable
hot cups. We plan to launch a new cup in 2022 that will meet our goal to include 20% recycled content in our hot cups. Currently, our hot cups contain 10% recycledcontent. While we are increasing the amount of recyclable content used to make hot cups, we are also working to develop 100% compostable and recyclable hot cups by2022. In FY21 and FY22 to date, 7 new markets in the US have joined major markets where Starbucks hot cups are recyclable. In 2018, we announced we’ll eliminate theuse of plastic straws from 30,000+ stores worldwide by 2020. In FY21 we achieved this goal. To eliminate traditional plastic straws, we first reduced demand, through therollout of strawless lids, which has approximately 9% less plastic than the flat lid and straw historically used for iced beverages. Unlike traditional plastic straws, thestrawless lids can be recycled in many markets in the U.S. and Canada. We also introduced alternative material straws mostly made of PLA and PHA. 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 or compostable 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 in our stores (e.g., throughimproved packaging design) are included in Starbucks standard cost of business, and there are no additional costs associated with realizing this opportunity.
Comment
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>
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 FY21 94.86% of ourcoffee was supplied from C.A.F.E. Practice-verified farms, our ethical sourcing verification program developed in partnership with Conservation International. Evidenceshows that farmers participating in the program have higher productivity than the country averages. By investing our time and resources into these farms, their workers, andtheir communities, Starbucks has an opportunity to help increase the productivity, quality and profitability of coffee on C.A.F.E. Practice-verified farms and improve 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. To protect the resiliency of this supply chain, the people 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% by 2030. These coffee-specific environmental
goals are an extension of work underway with C.A.F.E. (coffee and farmer equity) 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 – or what Starbucks refers to as “the first ten feet” (farm to port).
Through Starbucks Farmer Support Centers and a new soil scanning mobile app, the company is helping farmers understand the specific nutrients and fertilizer needed toincrease 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 anddecrease fertilizer use – which helps to decrease carbon emissions on their farms – and increase farm productivity. Using Starbucks open-source agronomy approach, thecompany shares research, seeds, and seedlings with farmers all around the world, helping farmers to adapt to climate change. These climate-resistant varietals are rustCDP

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resistant and enable farmers to grow more coffee on the same amount of land. Land use change and deforestation are the greatest climate risks facing the coffee industry.
Working in partnership with Conservation International, Starbucks has invested in forest and landscape protection and restoration programs in coffee producing countries,
launching projects in Colombia and Peru in FY21. 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
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 behaviour, 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 behaviours, 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. To meet our 2030
goals, we set five key strategies, rooted in science, grounded in Starbucks Mission and Values, and informed by comprehensive market research and trials: 1) Expand
plant-based menu options, 2) Shift away from single-use to reusable packaging, 3) Invest in regenerative agriculture, reforestation, forest conservation and water
replenishment in our supply chain, 4) Invest in better ways to manage our waste, and 5) Innovate to develop more sustainable stores, operations, manufacturing anddelivery. Starbucks plans to continue to invest time and resources 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)<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 andmore. Starbucks stores around the globe continued to launch new plant-based menu options in FY21. In the Asia Pacific region, Starbucks has introduced plant-based
beverage and food choices in markets such as Hong Kong, Indonesia, Philippines, New Zealand, Singapore, South Korea, Taiwan and Thailand. Customers in Starbucks
Caribbean markets can now enjoy the Impossible Breakfast Sandwich while those in Chile can savor two plant-based paninis made in association with NotCo. Starbucks
customers in the U.K., UAE, and Kuwait can also now enjoy a variety of Beyond Meat options. Starbucks continues to introduce new drinks and food to menus while
innovating with plant-based ingredients across key platforms like espresso, cold brew, refreshment, food and more to meet growing customer demand globally. Our aim is
to provide our customers a variety of choices as part of their Starbucks experience and we look forward to hearing feedback from our partners (employees) and customers.
The costs associated with the development and expansion of plant-based menu options are included in Starbucks standard cost of business and there are no additionalcosts associated with realizing this opportunity ($0).
Comment

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C3. Business Strategy

C3.1(C3.1) Does your organization’s strategy include a transition plan that aligns with a 1.5°C world?
Row 1
Transition planYes, we have a transition plan which aligns with a 1.5°C world
Publicly available transition planNo
Mechanism by which feedback is collected from shareholders on your 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 transition plan (optional)
Explain why your organization does not have a 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(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 for well below 2° and 1.5°). Similar to last year, our progress against our 2030 commitments in FY21 was influenced by external factors,
including COVID-19. Compared to FY19, GHG emissions increased 1% and water withdrawals decreased by 11% in FY21. We diverted 32% of operational waste
and 24% of packaging was reusable, recyclable or compostable in FY21. We are continuously improving data availability and quality as we improve ourenvironmental impact measurement process. 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. Water
withdrawals decreased compared to FY19 because of shifts in agricultural commodities purchased due to changing customer preferences, continued impacts fromCOVID-19 and improvements to data quality and measurement processes. In FY21, data reporting for waste diversion and packaging was changed to increase
accuracy in measurement and better aligned to industry standards. We are reviewing our goal going forward.

Physicalclimatescenarios

Productlevel

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.

Bespokephysicalscenario

Unknown

C3.2b

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(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 ofclimate-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 ~3050% 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 shortand medium-term efforts to support this goal, while meeting SBTi’s time 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 ourbaseline year for all three reduction targets to FY19. Additionally, we have taken significant steps as a company to develop a strategy to meet these 2030 goals: we haveset 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(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?

CDP

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, building on sustainability commitments announced in 2020, we’re targeting sustainable dairy as a key driver toachieving our carbon reduction goal, as dairy is the biggest contributor to our carbon footprint. In FY21, Starbucks joined the US Dairy Net Zero Initiative, a partnership of the US dairy
community seeking GHG neutrality and improvements in farm water quality. Through a $10M investment, we’re providing more farmers access to effective environmental andeconomically 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 will meet 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, in FY21, we distributed 10 million trees to farmers
in Mexico, Guatemala and El Salvador. Over the past five years, 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, in turn, help farmers improve the quality and yields of their harvest and improvetheir revenue. Additionally, more than 30,000 farmers were trained in FY21, enabling us to expand on our work to train 200,000 farmers by the end of 2020. Starbucks operates 10
Farmer Support Centers worldwide, where agronomists and quality experts work alongside coffee farmers to share tools and information to help increase the productivity, quality, andprofitability 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 ofcoffee 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.

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 FY21, we purchased enough renewable energy to power 100% of company-operated stores in the US,
Canada and the UK. Worldwide, 66% of Starbucks operations were powered by renewables, with market constraints in China and Japan challenging our ability to reach our goal of using
renewable energy to power 100% of our global operations. As RE100 members, we remain committed to reaching 100% renewable energy globally as access increases in Asianmarkets. We also 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, and in early
FY20, the Shanghai Roastery set a new benchmark in green retail as the first in mainland China’s food retail industry to be certified LEED Platinum. Now in partnership with multiple
NGOs, we’re going beyond LEED, expanding the scope and breadth of our greener store's commitment with an open-source Greener Stores framework for design, construction andoperation. 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 participatingin recycling and composting services wherever municipalities make these services available. Through our open-source Starbucks Greener Stores framework, we have created a new
benchmark in retail for design, construction, and operation. In FY21, 2,779 Starbucks stores were certified Greener Stores and we opened the 1st Greener Store outside of North
America in Shanghai with a focus on circularity. In our manufacturing and distribution operations, climate-related risks are identified and mitigated. Establishing appropriate climaterelated 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.

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C3.4(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 FY21. 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. As a case study, in FY21
capitalStarbucks purchased enough renewable energy to power 100% of our company-operated locations in the U.S., Canada and the UK, and 66% of company-operated facilities globally. We invest
Assetsin 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 ourstores, 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 FY21, we continued
to use our scale to drive innovation across the energy sector and support not only our stores but also the communities in which we operate with renewable energy. Starbucks committed toinvesting nearly $97 million in up to 23 new community solar projects in New York in partnership with Generate Capital, which will supply solar energy to more than 24,000 households, small
businesses, nonprofits, churches, universities, and Starbucks stores. Six of these projects went into service FY21, serving communities that historically do not have access to clean energy.
Starbucks also completed the installation of a one-megawatt solar array at the Starbucks Carson Valley Roasting Plant and Distribution Center. On-site solar energy will provide nearly a third of
the Roasting Plant and Distribution Center’s electricity for the year. In FY21, a combined Virtual Power Purchase Agreement (VPPA) and Virtual Storage Agreement (VSA) that Starbucks
entered came online and is estimated to provide renewable energy for more than 550 stores in California with solar energy and utility-scale batteries. And, in Southwestern Washington,
Starbucks supported the development of a new wind project which will provide renewable energy to approximately 140 Starbucks Stores and the company’s Kent Roasting Plant, along withnumerous communities in Washington. As Starbucks advances its renewable energy strategy, the company will use its scale to drive innovation across the energy sector, applying anenvironmental and climate justice lens to 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 the grid through additional investment and partnering with developers to bring new projects online. Looking ahead, we are rapidly expanding our roster ofrenewable energy and decarbonization projects in the US, including a new partnership with Volvo to electrify the driving route from the Colorado Rockies to the Starbucks Support Center inSeattle. 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 transition to a 1.5°C world?
No, and we do not plan to in the next two years

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(C4.1a) Provide details of your absolute emissions target(s) and progress made against those targets.
Target reference number
Abs 1Year 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

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Category 7: Employee commuting
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)
349178Base year Scope 2 emissions covered by target (metric tons CO2e)396487
Base year Scope 3 emissions covered by target (metric tons CO2e)13794671
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)
14540335
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 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)
100
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]
7270167.5
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
372020
Scope 2 emissions in reporting year covered by target (metric tons CO2e)474774
Scope 3 emissions in reporting year covered by target (metric tons CO2e)13859078
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)14705871% of target achieved relative to base year [auto-calculated]-2.27692140518083
Target status in reporting year
Underway
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
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
We plan to achieve our 2030 target through the following actions, anticipating variable progress over the next 10 years. In FY21, 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 or global operations
and we committed to enhancing measurement systems and coordination across Starbucks and our value chain: Diversified Renewable Energy Portfolio: we sourced 100%
renewable energy for 9,000+ US, Canada and EMEA company-operated stores since 2015. We rapidly expanded a roster of renewable energy projects in the US,
supporting the growth of green energy onto the grid close to the stores that use the energy. 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. This past year we launched pilots in Guatemala, Mexico, Peru,
Rwanda, and Kenya to reduce water usage by up to 80% in coffee processing through investments in new mills. Looking toward to the company’s resource-positive future,
we’lll 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, andon-farm energy efficiency. Starbucks is also joining 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. 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 of choices as part of their Starbucks experience. Customers globally continue to see new additions to their local

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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 year66
% of target achieved relative to base year [auto-calculated]
66
Target status in reporting year
Underway
Is this target part of an emissions target?
Abs 1: Our aspiration is to become resource positive – storing more carbon than we emit, eliminating waste, and providing cleaner freshwater than we use. This aspiration
is grounded 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 were unable to reach our 2020 goal in both 2020 and 2021 and are currently in the process of revising our renewableenergy target. As members of the RE100, we remain committed to reaching 100% renewable energy globally as access increases in Asian markets. Each new year 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 FY21, renewable energy powered 66% of company-operated
facilities globally compared to 72% in FY20, 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. 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
Target coverage
Company-wide

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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 year2779
% of target achieved relative to base year [auto-calculated]
27.79
Target status in reporting year
Underway
Is this target part of an emissions target?
Abs 1: Our aspiration is to become resource positive – storing more carbon than we emit, eliminating waste, and providing cleaner freshwater than we use. This aspiration
is grounded 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 FY21, 2,779 Starbucks stores were certified Greener
Stores and we expanded the framework to international markets, opening the first Greener Store outside of North America in Shanghai with a focus on circularity. The
Shanghai Greener Store has been designed and built to reduce waste, repurpose goods and serve as a platform for future innovation. In FY22, Starbucks will continue theinternational expansion of this program with Greener Stores opening in Japan, the U.K. and Chile. We aim to build and operate 10,000 Greener Stores globally by 2025.
We also saw stores improving their adoption of Greener Store standards, such as energy efficiency and recycling, thanks in part to partners’ (employees) growing interest
and motivation surrounding sustainability.
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. In FY21, we opened our first Greener Store outsideof North America in Shanghai, China with a focus on circularity. The Shanghai Greener Store has been designed and built to reduce waste, repurpose goods and serve asa platform for future innovation. Starbucks will open two additional experiential Greener Stores, like in Shanghai, designed to immerse customers in Starbucks Planet
Positive commitments — the next is planned for Southern California and Starbucks hometown in Seattle, Wash. Looking to the future, Starbucks will extend its commitment
beyond company operated stores to licensees, joint venture partners and licensees to innovate and expand sustainability programming to deliver more robust energy,
carbon, water, and waste reductions. Over the next year, Starbucks will continue the international expansion of this program with Greener Stores opening in Japan, the UK
and Chile. Starbucks is also expanding test and learn capabilities for sustainability with innovation test stores that are part of the ecosystem at the ASU-Starbucks Centerfor the Future of People and the Planet. The ASU-Starbucks Center, slated to open in December, will include work to inspire others to design, build and operate portfolios ofbuildings that minimize environmental impacts throughout their life cycle. This includes developing a roadmap for Greener Store education efforts, including a toolkit, andlearning library, to be open-sourced and available for Starbucks stakeholders and others via Starbucks Global Academy.
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

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Figure or percentage in base year
890201
Target year
2030
Figure or percentage in target year
445100Figure or percentage in reporting year
808256% of target achieved relative to base year [auto-calculated]
18.410428194949
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), inclusive of
packaging provided to customers in stores that is disposed of off-site. In FY21, we are reporting progress against our waste target as two metrics: Starbucks diverted 32%
of operational waste and 24% 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 andalign to industry standards, our methodology for calculating waste diversion and packaging was updated in FY21. 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 FY21. 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 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 by2025. In addition, finding better ways to manage waste with more sustainable 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 andthe NextGen Consortium. We are also taking action to shift away from 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
2046655% of target achieved relative to base year [auto-calculated]
9.40817677014702
Target status in reporting year
Underway
Is this target part of an emissions target?
Abs 1
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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. (coffee and farmer equity) Practices. Evidence shows that farmers participatingin 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. 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, by deploying
three primary strategies: • Decreasing carbon emissions in Starbucks supply chain by equipping farmers with precision agronomy tools • Promoting and distributing climateresistant tree vitals • Protecting and restoring at-risk forests in key coffee landscapes • Starbucks will achieve 50% conservation in water usage by 2030 by: • Conserving
water by directly investing in new ecological wet mills for C.A.F.E Practices farms • Investing to make current water processing technology and machinery even more
efficient • Developing water replenishment projects in coffee communities
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 2 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)

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

CDP

Under investigation

412

To be implemented*

104

Implementation commenced*

58

Implemented*

19

Not to be implemented

15

Total estimated annual CO2e savings in metric tonnes CO2e (only for rows marked *)Page 21 of 65

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 FY21, 2,779
Starbucks stores were certified Greener Stores and we expanded the framework to international markets, opening the first Greener Store outside of North America inShanghai with a focus on circularity. We aim to build and operate 10,000 Greener Stores globally by 2025.
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 selectComment
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

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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 we has approximately 9% lessplastic 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. andCanada. We also introduced alternative material straws mostly made of polylactic acid (PLA) and polyhydroxyalkanoate (PHA). While some PLA and PHA straws havebeen 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 three 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, though less than 1% of beverages sold were in reusable
cups.22 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 from2016-2022. 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 in areusable 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 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%. As of the end of FY20,
more than 38,000 partners worldwide have now enrolled in the course. Starbucks actively engages in promotional campaigns to create awareness of the initiative as well as encourage
completion of the course. Empowering our Partners with the education of sustainability creates champions for reducing our environmental impact across our operations.

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 FY21, a
combined Virtual Power Purchase Agreement (VPPA) and Virtual Storage Agreement (VSA) that Starbucks entered came online and is estimated to provide renewable energy for morethan 550 stores in California with solar energy and utility-scale batteries. And, in Southwestern Washington, Starbucks supported the development of a new wind project which will provide
renewable energy to approximately 140 Starbucks Stores and the company’s Kent Roasting Plant, along with numerous communities in Washington. As Starbucks advances its renewableenergy 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.

C4.5(C4.5) Do you classify any of your existing goods and/or services as low-carbon products?
Yes

C4.5a

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(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 thelife 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 theelectricity 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 and contracts. In FY21, Starbucks completed the installation of a 1-megawatt solar array at the
Starbucks Carson Valley Roasting Plant and Distribution Center, one of the largest in the world suppling Starbucks products domestically and internationally. AcrossStarbucks roasting plants, as current roasters reach end of life, the company is replacing them with new roasters that are 40% more energy efficient.
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>

C5.1b

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(C5.1b) Has your emissions accounting methodology, boundary, and/or reporting year definition changed in the reporting year?
Change(s) inmethodology,
boundary, and/or
reporting year
definition?
Row Yes, a change in1
methodology

Details of methodology, boundary, and/or reporting year definition change(s)A methodology change was made in the FY19 and FY21 inventories to include the scope 1, 2 and select scope 3 emissions of our global licensed stores’ in category 14, instead ofcategory 3 as in prior years. The select scope 3 emissions include the emissions from these licensed stores’ purchases of food, beverage ingredients, and packaging notpurchased through Starbucks Corporation as these are covered in category 1. Due to data availability, purchases by Licensed Stores are often estimated.

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

SBUX base year for the GHG, water, and waste inventories is FY2019. SBUX will follow the guidelines in the Climate Leaders Design Principles for adjusting the base year GHG inventory. Thebase 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.

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)
349178Comment
Scope 2 (location-based)
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)877440Comment
Scope 2 (market-based)
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)396487
Comment
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)
8143957
Comment

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Scope 3 category 2: Capital goods
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
250223
Comment
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)
164059Comment
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)
589987
Comment
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)
287716
Comment
Scope 3 category 6: Business travel
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
26008
Comment
Scope 3 category 7: Employee commuting
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
583742
Comment
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.

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Scope 3 category 9: Downstream transportation and distribution
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Downstream transportation impacts are minimal and not calculated.
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)
42055
Comment
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)
77718
Comment
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)
155748Comment
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)
3330106
Comment
Scope 3 category 15: Investments
Base year start
October 1 2018
Base year end
September 30 2019
Base year emissions (metric tons CO2e)
143350Comment

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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
(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)
372020Start date
<Not Applicable>
End date<Not Applicable>
Comment

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

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(C6.3) What were your organization’s gross global Scope 2 emissions in metric tons CO2e?
Reporting year
Scope 2, location-based
923483
Scope 2, market-based (if applicable)
474774
Start date
<Not Applicable>
End date<Not Applicable>
Comment

C6.4(C6.4) Are there any sources (e.g. facilities, specific GHGs, activities, geographies, etc.) of Scope 1 and Scope 2 emissions that are within your selected reporting
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)
8128362
Emissions calculation methodology
Hybrid method
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
68
Please explain
Emissions were calculated using quantities and weight of purchased materials for the top categories' coffee, dairy, food, ingredients for beverages, packaging, and others.
For purchased goods and services, the databases used include World Food Life Cycle Database and Ecoinvent 3.8 life cycle database. The data was primarily gathered ona weight-basis, when weight data was not available spend data and EEIO factors were used. Regionalized, production-specific emission factors from 2020 data were used
for green coffee factors. Quantis LUC methodology and calculations were held constant from the 2020 inventory and are based on NCS guidelines uses FAOSTAT data as
an input to calculate LUC based on land use and crop area at country level. This data is collected every year from 1990 to the most recent year available for each crop andcountry. Land Use Change is limited to the available data for specific sourcing countries for each commodity purchased. The computations were carried out in Excel.
Starbucks is continuously striving to increase data quality and GHG emissions accuracy for scope 3.
Capital goods
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)211674Emissions 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 Chinese Environmentally Extended Input-Output (CEEIO) database category.

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Fuel-and-energy-related activities (not included in Scope 1 or 2)
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
203417
Emissions calculation methodology
Fuel-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
57
Please 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.
Upstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)676195Emissions calculation methodology
Hybrid method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
92
Please explain
Emission factors for truck, rail, ocean and aircraft transport per ton-mile are reliant on 2019 GLEC Framework T&D emission factors. If fuel consumption quantity data isavailable and ton-mile data is not available, emission factors for mobile combustion per gallon are reliant on EPA emission factor hub - EPA Emission Factors forGreenhouse Gas Inventories, Sep 2021. If neither ton-mile nor fuel consumption quantity data is available, the emission is calculated based on total T&D spend and theemission 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, fuel consumption or ton-mileor 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)
283847
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
49
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)
3766
Emissions calculation methodology
Hybrid method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
54
Please explain
Air Travel (except Japan, China), Hotel Stay, Train Travel emission calculation is calculated by Starbucks travel service agency Egencia based on DEFRA methodology
with a CO2 reporting methodology document provided. Rental car emission in the US and Canada, Japan business travel and China air flight emissions are processed andcalculated in different process: for air travel, if distance and cabin class information are available, Defra emission factor was applied 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 the emissions.

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Employee commuting
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
619526
Emissions 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)). USCAN emission factors were sourced from the US EPA Emission Factor Hub. 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 were carried out in Excel.
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
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
Downstream transportation impacts are minimal and were not calculated separately.
Processing of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)46498
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
28
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 manufactuering 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).

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Use of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
78339
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.
End of life treatment of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
155004Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
100
Please 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)
2308317
Emissions calculation methodology
Franchise-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
5
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). • Upstream Transportation & Distribution emissions associated with the franchises (LS, JV, andFR stores). • Operational Waste emissions associated with the franchises (LS, JV, and FR stores) It is assumed that franchisees all use electricity and water for theiroperation. For franchisees with missing natural gas data, if they are located in a country with climate zone equals for higher than 4, it is assumed that they would consume
natural gas. Missing values are estimated based on USCAN retail average electrcity, natural gas, and water usage per sf.

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Investments
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
1144133
Emissions calculation methodology
Investment-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0.01
Please 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 and Starbucks AiNi Group 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: Used an average price-to-earnings ratio (based on publicly avail info) to estimate revenues earned from this investment. Estimated revenue is multiplied by anaverage 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.

C6.7(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
0.0000291
Metric numerator (Gross global combined Scope 1 and 2 emissions, metric tons CO2e)
846794
Metric denominator
unit total revenue
Metric denominator: Unit total
29100000000
Scope 2 figure used
Market-based% change from previous year
12
Direction of change
Increased
Reason for change
In FY21, net revenues increased due to economic recovery from the COVID-19 pandemic. While our GHG emissions from FY21 also increased as a result of increase inbusiness activity and updated GHG calculation methodologies, those results are not uniform. Scope 2 emissions increases in FY21 can be attributed to an increase in thenumber of stores in China and Japan, increasing our electricity usage in these regions. We do not currently purchase renewable energy in these regions due to market
constraints.

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

CO2111569IPCC Fourth Assessment Report (AR4 - 100 year)

CH4

54

IPCC Fourth Assessment Report (AR4 - 100 year)

N2O

185067IPCC Fourth Assessment Report (AR4 - 100 year)

HFCs

75329

IPCC Fourth Assessment Report (AR4 - 100 year)

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

Scope 1 emissions (metric tons CO2e)Austria

35

Canada

14212

China

35401

Colombia

0.1

Costa Rica

99

Indonesia

1

Japan

32703

Netherlands

1975

Switzerland

367

United Kingdom of Great Britain and Northern Ireland

1

United States of America

285966

Europe, Middle East and Africa (EMEA)

1259

C7.3
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(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

110553

Process Gases

185001

Mobile Combustion

1136

Refrigerants

75329

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

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)Austria319

0

Brazil0.06

0.06

Canada

16113

0

China

404844404713

Colombia

0.17

0.17

Costa Rica

6.76

6.76

Ethiopia

0.02

0.02

Guatemala

35.52

35.52

Indonesia

9.1

9.1

Japan

66785.69

66785.69

Mexico1.23

1.23

Netherlands

2890.883218.72

Rwanda2.33

2.33

Switzerland

761.390

United Republic of Tanzania

1.06

1.06

United Kingdom of Great Britain and Northern Ireland

4410.36

0

United States of America

427302.62

0

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

C7.6c(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

57

0

Farmer Support Center

181

181

GSC

35243

3219

Office

10701

5056

Retail877300466317C7.9(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?
Decreased

C7.9a
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(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 calculationofvaluechange (percentage)

Change in
174004
renewableenergyconsumption

Increased 28

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
Applicabl
e>

Other

46100

Increased 7

Increased electricity consumption from more retail stores in China and Japan. We currently do not source renewable energy in Japan and only source a verysmall amount of renewable energy in China. The numerator is 174,004 metric tons CO2e and the denominator is the combined scope 1 and scope 2
market-based emissions from 2020: 626,690 metric tons CO2e. We arrived at 28 percent by dividing the increase by the denominator [(174,004/626,690)*100%=28%].

Increase was due to multiple sources. There was increase of Fugitive Emissions (Process Gases + Refrigerants) and emissions from electricity due tobusiness recovery from COVID. The numerator is 46,100 metric tons CO2e and the denominator is the combined scope 1 and scope 2 market-based
emissions from 2020: 626,690 metric tons CO2e. We arrived at 7 percent by dividing the decrease by the denominator [(46,100 /626,690)*100%=7%].

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

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

No

Consumption of purchased or acquired steamNo

Consumption of purchased or acquired cooling

No

Generation of electricity, heat, steam, or cooling

No

C8.2a
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(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

614057614057

Consumption of purchased or acquired electricity<Not Applicable>

1323497667656

1991153

Consumption of purchased or acquired heat

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

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

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

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

Total energy consumption<Not Applicable>

132349712817132605210

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

No

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.
Sustainable biomass
Heating value
Please selectTotal fuel MWh consumed by the organization
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
Other biomass
Heating value
Total fuel MWh consumed by the organization
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

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Other renewable fuels (e.g. renewable hydrogen)Heating value
Total fuel MWh consumed by the organization
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
Coal
Heating value
Total fuel MWh consumed by the organization
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
Oil
Heating value
LHV
Total fuel MWh consumed by the organization
7202
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

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Gas
Heating value
LHV
Total fuel MWh consumed by the organization
606855
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
Other non-renewable fuels (e.g. non-renewable hydrogen)Heating value
Total fuel MWh consumed by the organization
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
Total fuelHeating value
Total fuel MWh consumed by the organization
614057
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

C8.2g(C8.2g) Provide a breakdown of your non-fuel energy consumption by country.
Country/area
Austria
Consumption of electricity (MWh)1366.9Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1366.9Is this consumption excluded from your RE100 commitment?
No

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Country/area
BrazilConsumption of electricity (MWh)0.78
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
0.78
Is this consumption excluded from your RE100 commitment?
Yes
Country/area
CanadaConsumption of electricity (MWh)116198.27
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
116198.27
Is this consumption excluded from your RE100 commitment?
No
Country/area
China
Consumption of electricity (MWh)525872.7
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
525872.7
Is this consumption excluded from your RE100 commitment?
No
Country/area
Colombia
Consumption of electricity (MWh)1.54
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1.54
Is this consumption excluded from your RE100 commitment?
Yes
Country/area
Costa Rica
Consumption of electricity (MWh)105.51
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
105.51Is this consumption excluded from your RE100 commitment?
No
Country/area
EthiopiaConsumption of electricity (MWh)2.3
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
2.3
Is this consumption excluded from your RE100 commitment?

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YesCountry/area
GuatemalaConsumption of electricity (MWh)123.23
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
123.23Is this consumption excluded from your RE100 commitment?
Yes
Country/areaIndonesia
Consumption of electricity (MWh)12Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
12
Is this consumption excluded from your RE100 commitment?
Yes
Country/areaJapan
Consumption of electricity (MWh)133941.71
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
133941.71
Is this consumption excluded from your RE100 commitment?
No
Country/area
MexicoConsumption of electricity (MWh)2.72
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
2.72
Is this consumption excluded from your RE100 commitment?
Yes
Country/area
Netherlands
Consumption of electricity (MWh)7125.48
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
7125.48Is this consumption excluded from your RE100 commitment?
No
Country/area
RwandaConsumption of electricity (MWh)8.09
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]

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8.09
Is this consumption excluded from your RE100 commitment?
Yes
Country/area
Switzerland
Consumption of electricity (MWh)3265.8Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
3265.8Is this consumption excluded from your RE100 commitment?
No
Country/area
United Republic of Tanzania
Consumption of electricity (MWh)3.69
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
3.69
Is this consumption excluded from your RE100 commitment?
Yes
Country/area
United Kingdom of Great Britain and Northern Ireland
Consumption of electricity (MWh)18917.2
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
18917.2
Is this consumption excluded from your RE100 commitment?
No
Country/area
United States of America
Consumption of electricity (MWh)1184205.3
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1184205.3
Is this consumption excluded from your RE100 commitment?
No

C8.2h
(C8.2h) Provide details of your organization’s renewable electricity purchases in the reporting year by country
Country/area of renewable electricity consumption
CanadaSourcing method
Unbundled Energy Attribute Certificate (EAC) purchase
Renewable electricity technology type
Renewable electricity mix, please specify (Wind, Solar)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)116198Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)

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116198
Country/area of origin (generation) of the renewable electricity/attribute consumed
CanadaCommissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
China
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)170
Tracking instrument used
GEC
Total attribute instruments retained for consumption by your organization (MWh)170Country/area of origin (generation) of the renewable electricity/attribute consumed
China
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
Brand, label, or certification of the renewable electricity purchase
Other, please specify ( China General Certification Center)
Comment
Country/area of renewable electricity consumption
United Kingdom of Great Britain and Northern Ireland
Sourcing method
Green electricity products from an energy supplier (e.g. Green Tariffs)
Renewable electricity technology type
Renewable electricity mix, please specify (Biomass (34%), Wind (34%), Off-shore wind (14%), landfill gas (7%), biodegradable (4%), photovoltaic (4%), hydropower (1%),
biogas (1%))
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)18917
Tracking instrument used
REGO
Total attribute instruments retained for consumption by your organization (MWh)18917
Country/area of origin (generation) of the renewable electricity/attribute consumed
United Kingdom of Great Britain and Northern Ireland
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)139135

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Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)139135Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)17786
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)17786
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)15426
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)15426Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)

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Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)98902
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)98902Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)42213
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)42213Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchaseNo brand, label, or certification
Comment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)6948
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)6948Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment

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Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)70182
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)70182
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Other, please specify (Onsite Solar )Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)40
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)40Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Starbucks-owned generation
Country/area of renewable electricity consumption
United States of America
Sourcing method
Green electricity products from an energy supplier (e.g. Green Tariffs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)20630
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)20630
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021

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Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Green electricity products from an energy supplier (e.g. Green Tariffs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)28102
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)28102Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Green electricity products from an energy supplier (e.g. Green Tariffs)
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)20102
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)20102
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)90234
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)90234Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)

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2020
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)17925
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)
17925
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Direct procurement from an offsite grid-connected generator e.g. Power Purchase Agreement (PPA)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)27951
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)27951Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
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)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Unbundled Energy Attribute Certificate (EAC) purchase
Renewable electricity technology type
Renewable electricity mix, please specify (Wind, Solar)
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)35000
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)

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35000Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Unbundled Energy Attribute Certificate (EAC) purchase
Renewable electricity technology typeWind
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)410169Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)410169Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Unbundled Energy Attribute Certificate (EAC) purchase
Renewable electricity technology type
Renewable electricity mix, please specify (Wind, Solar )Renewable electricity consumed via selected sourcing method in the reporting year (MWh)123538Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)123538Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Green electricity products from an energy supplier (e.g. Green Tariffs)
Renewable electricity technology type
Solar
Renewable electricity consumed via selected sourcing method in the reporting year (MWh)6089
Tracking instrument used
US-REC
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Total attribute instruments retained for consumption by your organization (MWh)6089
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Green electricity products from an energy supplier (e.g. Green Tariffs)
Renewable electricity technology type
Renewable electricity mix, please specify (Wind, Solar )Renewable electricity consumed via selected sourcing method in the reporting year (MWh)15518
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)15518
Country/area of origin (generation) of the renewable electricity/attribute consumed
United States of America
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment
Country/area of renewable electricity consumption
United States of America
Sourcing method
Unbundled Energy Attribute Certificate (EAC) purchase
Renewable electricity technology type
Renewable electricity mix, please specify (Wind, Solar )Renewable electricity consumed via selected sourcing method in the reporting year (MWh)5802
Tracking instrument used
US-REC
Total attribute instruments retained for consumption by your organization (MWh)5802
Country/area of origin (generation) of the renewable electricity/attribute consumed
CanadaCommissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
Vintage of the renewable energy/attribute (i.e. year of generation)
2021
Brand, label, or certification of the renewable electricity purchase
Green-eComment

C8.2j

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(C8.2j) Provide details of your organization’s renewable electricity generation by country in the reporting year.
Country/area of generation
United States of America
Renewable electricity technology type
Solar
Facility capacity (MW)
0.1
Total renewable electricity generated by this facility in the reporting year (MWh)40
Renewable electricity directly consumed by your organization from this facility in the reporting year for which certificates were not issued (MWh)0Renewable electricity directly consumed by your organization from this facility in the reporting year for which certificates were issued and retired (MWh)40
Renewable electricity sold to the grid in the reporting year (MWh)0Certificates issued for the renewable electricity that was sold to the grid (MWh)0Certificates issued and retired for self-consumption for the renewable electricity that was sold to the grid (MWh)0Type of energy attribute certificate
US-REC
Total self-generation counted towards RE100 target (MWh) [Auto-calculated]
40
Comment

C8.2k(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, geographicallypairing generation with consumption and creating opportunities for increased partner, customer, and community engagement. Starbucks’ direct investments include longterm 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 andvocally 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-specificYes, in specific countries/areas in which we operate<Not Applicable>

C8.2m

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

C10.1a(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_2021 Verification Report.pdf
Page/ section reference
Page 1-3
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1b

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(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_2021 Verification Report.pdf
Page/ section reference
Page 1-3
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1c(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: Business travel
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_2021 Verification Report.pdf
Page/section reference
Page 1-3
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

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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 originated or purchased any project-based carbon credits within the reporting period?
No

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.
We plan to launch a new cup in the fall of 2022 that will meet our goal to include 20% recycled content in our hot cups. Currently, our hot cups contain 10% recycled content.
While we are 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
FY21 and FY22 to date, seven new markets in the U.S. have joined the list of major markets where Starbucks hot cups are recyclable. We recognize that some of these
efforts may be delayed or change because of operational challenges created by the COVID-19 pandemic. However, these shifts will not deter our longer-term objectives forreusables.
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 NextGen Cup Challenge winning concepts and cup technologies, as well
as plans to learn from other reusable and recyclable innovations to find the best sustainable solutions for its business, partners (employees) and customers.
Type of engagement

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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
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. 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 for purchasing coffee, we arefocused on providing holistic support to farmers and their communities to ensure a sustainable future of coffee for all. We have invested more than $150 million to date toincrease 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. All these programs directly support improving farmer livelihoods and ensuring a long-term supply of high-quality coffee forthe 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 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 inpartnership with Microsoft, is valuable to farmers 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. In FY21, more than 33,000 bags of coffee were traced using the traceability tool online, and the tool was accessed by nearly 170,000
unique visitors, raising awareness for farmers, C.A.F.E. Practices and Starbucks ongoing commitment to transparency.
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 FY21, Global Coffee, Tea & Cocoa, the company’s global coffee sourcing team, sourced 99.9% of tea 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 alsopurchase tea. Moving forward, we are working with regional markets to verify their purchases using a consistent set of ethical sourcing guidelines and expect to provide
reporting on those efforts in coming years.
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, announcing plans to impact 1 million additional women and girls in these communities by 2030. It’s part of Starbucks People Positive aspirations focused onenhancing the well-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 opportunity and empowerment, advancing women’s leadership and increasing access to clean water, sanitization and hygiene.
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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
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.
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.
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 zerocarbon emissions for dairy,” said Mike Haddad, chairman, Innovation Center for U.S. Dairy. “This partnership reinforces the critical role dairy plays in sustainable diets, andStarbucks 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 towithstand 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 oatmilk to all stores in China with Oatly, to offer more non-dairy choices for customers. The menu continues to be refreshed, most recently with the launchof two ‘GOOD GOOD’ limited time offer beverages in March FY21 – the new Oatmilk Velvet Latte, and the return of seasonal favorite Berries Oatmilk 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 meal mat,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 to beprovided 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 of waste
per year when fully rolled out. On top of sustainable packaging innovations, Starbucks will continue to promote waste reduction by offering a 4RMB discount for customers
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 all of its storesin the Chinese mainland, saving about 200 tons of plastic waste annually. It then accelerated the rollout of new waste sorting stations and completed installation in over 80

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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. Through the
NextGen Cup Challenge, the consortium will award accelerator grants to entrepreneurs working on ideas that could lead to the development of more sustainable cup
solutions and, invite customer and industry participation and partnership on the way to identifying a global solution. On its journey to develop a more recyclable andcompostable hot cup solution by 2022, Starbucks announced details for in-market testing of a more sustainable cup technology from the NextGen Cup Challenge. We plan
to launch a new cup in the fall of 2022 that will meet our goal to include 20% recycled content in our hot cups. We recognize that some of these efforts may be delayed orchange because of operational challenges created by the COVID-19 pandemic. However, these shifts will not deter our longer-term objectives for reusables.
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. In FY21, after removing the option from our stores due to COVID-19, we proudly reintroduced personal reusable cups and For Here Ware in most markets, thoughless than 1% of beverages sold were in reusable cups. We conduct consumer/market research to understand how to incentivize the use of reusables towards our goal to
double the use of reusable cups from 2016-2022. International markets also identified key pathways in support of our 2030 waste reduction target. 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. 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. Currently,
our hot cups contain 10% recycled content. While we are 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 FY21 and FY22 to date, 7 new markets in the US have joined the markets where Starbucks hot cups are recyclable. In
Canada, stores are funding in-store recycling where possible. We’re also shifting away from single-use plastics and champion the circular economy through our participationin the Ellen MacArthur Foundation’s New Plastics Economy Global Commitment. We committed: • Take action to help eliminate problematic or unnecessary plastic
packaging by 2025. • Take action to move from single use towards reuse models where relevant by 2025. • Take action for 100% of plastic packaging to be reusable,
recyclable or compostable by 2025. • Use 5-10% recycled content across all plastic packaging by 2025. In our effort to eliminate one billion plastic straws a year, we are on
track to meet our 2021 goal. In FY21, we also achieved our goal to eliminate plastic straws.
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 thelobby 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. Starbucks continues to observe elevated cleaning and sanitizing protocols that meet or exceed public health guidelines and can help toreduce the spread of COVID-19. For the Borrow a Cup program, Starbucks has partnered with GO Box, a reuse system operator and service provider, to collect borrowed
cups from stores daily, professionally clean and sanitize them using commercial dishwashing equipment, and put them back into circulation within 48 hours. Starbucks
partnered with Ridwell, which offers a home pick-up service for reusable and hard to recycle items. Ridwell customers can place their reusable cup from the Starbucks
Borrow A Cup program in a custom, reusable cup bag and place it in their Ridwell bin for easy pickups from their front door.
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. COVID-19 safety measures challenged our ability to allow customers and partners to use personal cups and “for here” ware in our stores, but
we reintroduced them in most markets in FY21. In FY21, less than1 % of beverages sold were in reusable cups, either a customer’s personal cup or “for here” ware, incompany-operated stores in Canada, EMEA, Japan and the U.S. We continue to conduct consumer and market research to better understand how best to incentivize theuse 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-monthborrow-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.
Beginning June 22, 2021, Starbucks is safely reintroducing personal reusable cups across company operated stores in the U.S. As part of Starbucks ongoing commitment
to prioritizing partner and customer safety, the company developed a completely contactless, new method – eliminating any shared touch points between the customer andStarbucks partners (employees). Starbucks EMEA has announced they will offer a reusable cup share program in all Europe, Middle East and Africa stores by 2025. In
July, Starbucks South Korea will launch Borrow a Cup program in stores and recently committed to eliminating single-use cups by 2025.

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(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 five years, Hacienda Alsacia has been an innovation hub for Starbucks,
and the NACP, helping to better understand challenges coffee farmers face and determining best practices and solutions. Hacienda Alsacia is the first of 9 Farmer Support
Centers Starbucks operates in key coffee producing countries around the world, from Costa Rica to Rwanda. Farmers get free access to the latest findings of our top
agronomists, including new disease-resistant trees, and advanced soil management techniques. Currently the agronomist team is working to develop new varietals of Arabica
coffee trees that are able to resist and withstand common consequences of climate change, such as coffee leaf rust. Starbucks has been distributing these seeds to othercoffee 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 ofhigh 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

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
From 2015-2019, 99% of our coffee was verified as ethically sourced as measured by CAFE Practices, our ethical sourcing verification program developed with
Conservation International. Measuring farms against economic, social and environmental criteria, the program promotes transparent and sustainable coffee growing
practices while protecting the well-being of farmers, workers, families and communities. 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 a corrective action
plan and the actual correction of any zero tolerance criteria is evaluated by a 3rd-party. In FY21, due to COVID restrictions, auditors were unable to complete all thenecessary in-person/on-farm audits to renew active status. As a result, 95% of our coffee in FY21 was sourced from CAFE Practice-verified farms. From 2014-2018, at least
99.6% of CAFE Practices farms have not converted forest into coffee production (since 2004), ensuring 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

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(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
Direct or indirect engagement that could influence policy, law, or regulation that may impact the climate
Yes, we engage directly with policy makers
Yes, we engage indirectly through trade associations
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)12.3 We Are Still In _ Who_s In.pdf
Describe the process(es) your organization has in place to ensure that your engagement activities are consistent with your overall climate change strategy
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?
Focus of policy, law, or regulation that may impact the climate
Adaptation and/or resilience to climate change
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.
Policy, law, or regulation geographic coverage
GlobalCountry/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 is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Focus of policy, law, or regulation that may impact the climate
Adaptation and/or resilience to climate change
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.
Policy, law, or regulation geographic coverage
GlobalCountry/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

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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 is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Focus of policy, law, or regulation that may impact the climate
Other, please specify (Conservation + Preservation)
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.
Policy, law, or regulation geographic coverage
GlobalCountry/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>
Have you evaluated whether your organization’s engagement is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Focus of policy, law, or regulation that may impact the climate
Renewable energy generation
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.
Policy, law, or regulation geographic coverage
GlobalCountry/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 is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Focus of policy, law, or regulation that may impact the climate
Renewable energy generation
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.
Policy, law, or regulation geographic coverage
National
Country/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 is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Focus of policy, law, or regulation that may impact the climate
Adaptation and/or resilience to climate change

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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.
Policy, law, or regulation geographic coverage
GlobalCountry/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 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 is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned

C12.3b
(C12.3b) Provide details of the trade associations your organization 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 consistent with theirs?
Consistent
Has your organization influenced, or is your organization attempting to influence their position?
We are attempting to influence them to change their position
State the trade association’s position on climate change, explain where your organization’s position differs, and how you are attempting to influence theirposition (if applicable)
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, if applicable (currency as selected in C0.4) (optional)
Describe 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-2022-Proxy-Statement.pdf
Page/Section reference
Pages 14-23, 31-41
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
Starbucks-Fiscal-2021-Annual-Report.pdf
Page/Section reference
Pages 2-22, 40-41, 86
Content elements
Strategy
Risks & opportunities
Comment
Publication
In voluntary sustainability report
StatusComplete
Attach the document
Starbucks-2021-Global-Environmental-and-Social-Impact-Report.pdf
Page/Section reference
Planet: 31-41 Supporting documents, starting page 48
Content elements
Governance
Strategy
Risks & opportunities
Emissions figures
Emission targets
Other metrics
Comment

C15. Biodiversity

C15.1

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(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
issuesScope ofboardlevel
oversight

Row Yes, boardThe Nominating and Corporate Governance Committee is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes the <Not1level oversight 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(C15.3) Does your organization assess the impact of its value chain on biodiversity?

Row 1

Does your organization assess the impact of its value chain on biodiversity?

Portfolio

Yes, we assess impacts on biodiversity in our upstream value chain only

<Not Applicable>

C15.4(C15.4) 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

C15.5(C15.5) Does your organization use biodiversity indicators to monitor performance across its activities?
Does your organization use indicators tomonitor biodiversity performance?
Row Yes, we use indicators
1

Indicators used to monitor biodiversity performance
Other, please specify (Developed in collaboration with Conservation International, Coffee Farmer and Equity (CAFE) Practices is a verification programthat measures coffee-growing farms against economic, social and environmental criteria.)

C15.6

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(C15.6) 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

SBUX-2022-Proxy-Statement.pdf

In voluntary sustainability report or other voluntarycommunications

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

Starbucks-2021-Global-Environmental-and-Social-Impact-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

CDP

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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

Page 65 of 65

Starbucks Corporation - Water Security 2022
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 34,000 retail stores in 84 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 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 2021 Fiscal Year began September 28, 2020, and ended October 3, 2021.

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 2020

September 30 2021

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

W0.5
CDP

Page 1 of 21

(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
Sufficient Vitalamounts of
goodquality
freshwater
available
for useImportant

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.

Sufficient Not veryamounts of important
recycled,
brackishand/orproducedwater
available
for useImportant

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. However, within our direct operations, Evolution Fresh reuses some processed water to provide an initial rinse to fruit and vegetables. 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 and other 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?
% ofPlease explainsites/facilities/operations
Water withdrawals – total volumes

100%

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

Water withdrawals – volumes by source 100%

Starbucks water withdrawals are from third-party sources, such as municipal water supplies. We track our water withdrawals by source monthly
through water bills. Where stores are not sub-metered or directly billed to us, we estimate our water use for those stores.

Entrained water associated with your<Not Applicable>
metals & mining sector activities - total
volumes [only metals and mining sector]<Not Applicable>

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

Water withdrawals quality

100%

Water withdrawal quality is regularly measured and monitored via our water utility providers. Utility providers are responsible for providing goodquality fresh water that meets or exceeds local regulatory requirements and Starbucks’ product quality standards.

Water discharges – total volumes

100%

Stores/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 for discharge at the withdrawal volume. We track our water
discharge by source monthly through water bills. Where stores are not sub-metered or directly billed to us, we estimate our water discharge forthose stores.

Water discharges – volumes bydestination

100%

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 the withdrawal volume. We track our water discharge by source monthly through water bills.
Where stores are not sub-metered or directly billed to us, we estimate our water discharge for those stores.

Water discharges – volumes bytreatment method

100%

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

Water discharge quality – by standard
effluent parameters

Less than 1%

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

Water discharge quality – temperature

Not relevant

The temperature of water discharge quality is not relevant to our regularly measured and monitored water aspects because Starbucks facilities
are connected to third-party sewer systems who are responsible for temperature of the water when released back to the environment. It is notexpected that this water aspect will become relevant in the future.

Water consumption – total volume

Not monitored

Total volume of water consumption is not monitored. We currently do not track how much of our water goes into beverages. It is not expectedthat this water aspect will become monitored in the future.

Water recycled/reused

Less than 1%

Some process water reclamation quantities in manufacturing facilities are monitored.

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

100%

Starbucks recognizes access to clean and safe water as universal right that is 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 regularcompliance audits. All our stores and facilities, including manufacturing, provide WASH services for partners (employees) and customers.

W1.2b(W1.2b) What are the total volumes of water withdrawn, discharged, and consumed across all your operations, and how do these volumes compare to theprevious reporting year?
VolumeComparison Please explain(megaliters/year) withprevious
reporting
year
Total
withdrawals

24177

Higher

Water use in our direct operations increased by approximately 30% in FY21 compared to FY20. At this stage in our journey towards significant operational withdrawal
reductions, an increase between FY21 and FY20 is expected, especially as business activity in FY20 was reduced as a result of COVID. While we begin to resume
normal operations following the pandemic, we expect operational water withdrawals to increase. However, looking towards our long-term 2030 goals, we expect
withdrawals to peak during recovery and then decrease as we make progress on 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.

Totaldischarges

PleaseselectStores/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 for discharge at the withdrawal volume.

Total
consumption

PleaseselectTotal 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(W1.2d) Indicate whether water is withdrawn from areas with water stress and provide the proportion.
Withdrawals %Comparison Identification Please explain
are from
withdrawn withtool
areas withfromprevious
water stress areas with reporting
water
year
stressRow Yes126-50This is our
WRI
first year of
Aqueduct
measurement

Starbucks 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 flood risk,
drought risk and other physical, regulatory, and reputational indicators. In this assessment, water stressed areas were defined as areas with high orextremely high baseline water stress. Annual water withdrawals for each location were measured or estimated. The sum of water withdrawals forareas with high or extremely high baseline water stress was divided by the total company water withdrawal to determine the percent withdrawn fromwater stressed areas.

W1.2h

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Page 3 of 21

(W1.2h) Provide total water withdrawal data by source.
Relevance Volume
Comparison Please explain(megaliters/year) withprevious
reportingyear
Fresh surface
water, including
rainwater, waterfrom wetlands,
rivers, and lakes

Notrelevant<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>

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

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

Renewable groundwater is not considered relevant to our water withdrawal data as Starbucks withdraws water strictly from local water utilities orsimilar relevant entities.

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

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

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

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

Third party sources Relevant

24177

Water use in our direct operations increased by approximately 30% in FY21 compared to FY20. At this stage in our journey towards significant
operational withdrawal reductions, an increase between FY21 and FY20 is expected, especially as business activity in FY20 was reduced as aresult of COVID. While we begin to resume normal operations following the pandemic, we expect operational water withdrawals to increase.
However, looking towards our long-term 2030 goals, we expect withdrawals to peak during recovery and then decrease as we make progress on
our goal to conserve or replenish 50% of water used in green coffee production in our direct operations through water efficiency upgrades andimprovements to our measurement systems.

Higher

W1.2i(W1.2i) Provide total water discharge data by destination.
Relevance Volume
Comparison with
Please explain(megaliters/year) previous reporting year
Fresh surface water Not
relevant<Not Applicable> <Not Applicable>

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

GroundwaterNot
relevant<Not Applicable> <Not Applicable>

Third-party
destinations

Relevant

Please selectStarbucks 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 the withdrawal volume.

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

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

Tertiary treatment

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

Secondary treatment

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

Primary treatment only

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

Discharge to the natural Not relevant
environment without
treatment<Not Applicable> <Not Applicable><Not Applicable>

Discharge to a third
Relevant
party without treatment
Other

Please selectPlease select<Not Applicable> <Not Applicable>

Please selectStarbucks 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 the withdrawal volume.

<Not Applicable>

W1.3(W1.3) Provide a figure for your organization’s total water withdrawal efficiency.
Revenue Total water
withdrawal
volume(megaliters)
Row 2906060 24117
1
0000

CDP

Total
Anticipated forward trend
water
withdrawal
efficiency
1204984.0 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
3615707
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.

Page 4 of 21

W1.4(W1.4) Do you engage with your value chain on water-related issues?
Yes, our suppliers
Yes, our customers or other value chain partners

W1.4a(W1.4a) What proportion of suppliers do you request to report on their water use, risks and/or management information and what proportion of your procurement
spend does this represent?
Row 1% of suppliers by number
76-100% of total procurement spend
1-25
Rationale for this coverage
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.
Impact of the engagement and measures of successMeasuring 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. We request information on water management,
quality, and availability. The open-sourced program consists of more than 200 indicators – from financial reporting to protecting workers’ rights and conserving water andbiodiversity. 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.
In a published 2018 review of the program for data from 2011-2015 we found at least 92 percent of stand-alone mills processed waste in a way as to not contaminate thelocal environment in each of the analysis years by maintaining buffer zones alongside all water bodies. This report is updated every 5 years. This information is used to
guide Company sustainability goals and targets, as well as the modification of any supply chain policies. We are continuously improving this program by working withgroups such as Conservation International to measure the true impact our purchasing programs have on participating farmers, producers, and communities touched by ourbusiness. In addition, when Starbucks is notified of zero tolerance violations, we take immediate action, conducting an investigation which could lead to suspending thecommercial 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 be corrected. 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. Success is measured by the productivity of participating farmers and the percentage ofcertified suppliers. Evidence shows that farmers participating in the 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. In FY21, 94.96% of our coffee sourced was verified under
C.A.F.E. Practices.
Comment
We engage with all of our coffee suppliers on C.A.F.E Practices. Although, in FY21 only 94.86% of our coffee was verified C.A.F.E. Practices, due to restrictions caused by
COVID-19, auditing teams were unable to complete all the necessary in-person, on-farm audits to renew their active status in the program.% of supplier by number
represents % of coffee suppliers engaged.

W1.4b

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(W1.4b) Provide details of any other water-related supplier engagement activity.
Type of engagement
Incentivizing for improved water management and stewardship
Details of engagement
Water management and stewardship action is integrated into your supplier evaluation
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
76-100% of total procurement spend
1-25
Rationale for the coverage of 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.
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 FY21, 94.86% of our coffee sourced was verified under C.A.F.E. Practices. Other measures of success include 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 2014-2018. 92.5% is the annual average of C.A.F.E. Practices wet mills managing solid wastes in a way that do not contaminate the local 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. Over the last year, Starbucks contracted more than 1,200 eco-mills that have been distributed to coffee farms in Guatemala, Mexico, Peru, Kenya, andRwanda. The result has been up to 80% water savings in coffee processing where installed. Investing to make current water processing technology and machinery evenmore efficient. Through Starbucks Tryer Center, we are working with suppliers to explore improvements to existing water processing machinery and technology. Meanwhile,through our Farmer Support Centers, we are conducting research and gathering insights from farmers to inform future machine design and operations.
Comment
C.A.F.E. Practice certified coffee is sold by farmers at a premium compared to untraceable and non-verified coffee. We engage with all of our coffee suppliers on C.A.F.E
Practices. Although, in FY21 only 94.86% of our coffee was verified C.A.F.E. Practices, due to restrictions caused by COVID-19, auditing teams were unable to complete all
the necessary in-person, on-farm audits to renew their active status in the program. % of supplier by number represents our coffee suppliers.

W1.4c(W1.4c) What is your organization’s rationale and strategy for prioritizing engagements with customers or other partners in its value chain?
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 2021, we expanded this goal to include
global operations and licensed stores, agricultural supply chain, and packaging.

Our methods of engagement with our value chain range from developing farmer support initiatives to leading industry-wide collaboration. Starbucks was a founding member of
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. The SCC is a joint
initiative of over 155 partners working together to make coffee the world’s first sustainable agricultural product. 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 aroadmap for achieving a fully sustainable coffee sector. The SCC’s vision, and measures of engagement success, are embedded within the following sustainable practices:
Ensure coffee contributes to improved income and profitability for the 25 million coffee producers, workers and their families; Implement sustainable agricultural practices totriple productivity on existing 10 million hectares of coffee to sustain supply and enable the sector to meet rising consumption and the growing demand for coffee in a sociallyand environmentally responsible way; Prevent the clearing of one additional hectare of high conservation-value 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

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(W2.2) In the reporting year, was your organization subject to any fines, enforcement orders, and/or other penalties for water-related regulatory violations?
No

W3. Procedures

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

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 2021, 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
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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
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 2014-2018.
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.
Starbucks Board of Directors has overall responsibility for risk oversight, including, as part of regular meetings, general oversight of executives’ management of relevant risks.
Starbucks Risk Committee maintains the enterprise risk management (ERM) framework. This includes a review of enterprise risks assessments and risk-mitigation activities
managed by designated risk owners. As a part of ERM, designated risk owners debrief the Audits and Compliance Committee within the Board quarterly.
Annually we conduct an ERM assessment to prioritize and assess key enterprise risks. This includes facilitated discussions with relevant stakeholders for each risk that
focuses on the alignment of risk drivers and gaps, and mitigation activities. The relevant functional areas evaluate water-related risks and develop strategies to address risk
drivers that may pose a threat to our core business. Risk evaluation is done together with relevant business units and functions during the annual strategic planning cycle.
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 andmaintain our leadership position in sustainability. Water-related risks are viewed in the context of the market and stakeholders, from employees and water utilities to suppliers
and impacted local communities. Identified water risks not only impact the material wellbeing of our supplier and direct operations, but everyone that relies on those basins.
Emerging impacts of climate change have been identified to pose a risk to our supplier and direct operations. In response, we worked with WWF and Quantis to quantify our
global operational and supply chain footprint in 2019. WWF's comprehensive physical, regulatory, and reputational risk Water Risk Filter focused on the impacts of water
issues on our key commodities, including the projected change in water discharge and drought. Results show that water usage in dairy and nut farming and dairy manure
management are significant drivers for water risk. The analysis illustrates consistently high-risk basins in the US across food commodities, with our greatest water risks linked
to agricultural practices, suggesting risks to suppliers, local communities, and other water users related to our agricultural supply chain. Beverages are the top contributor towater withdrawal due to their water intense process, which impacts our local employees and their water utilities.
Resulting from our footprints, we announced an aspiration to become resource positive. In FY20, we set a 2030 target for 50% of water withdrawal for direct operations andcoffee production be conserved or replenished with a focus on communities and basins with high water risk. In 2021, Starbucks expanded this goal, increasing the projectedwater conserved/ replenished. Also in 2021, we updated our global footprints for FY19 and FY21, based on improved data and methodology. We conducted a baseline water
stress assessment on company-owned retail, corporate, manufacturing, distribution facilities, and licensed stores using the WRI Aqueduct tool. Aqueduct measures overallwater risk by location; including water stress, riverine flood risk, coastal flood risk, drought risk + other physical, regulatory, and reputational indicators. Water stressed areas
were defined as areas with high/extremely high baseline water stress that have potential challenges with water availability at a basin level.
Identifying the areas of water stress that affects water availability and quality at the local level allows us to target water conservation and reduction initiatives. We’ll improvewatershed health in high-risk basins, such as water availability, quality, access and climate impact projects. Water challenges differ across communities, and we commit toaddressing improvements through inclusive engagement with communities and stakeholders via hyper local approaches. Starbucks will begin with projects in the highest riskbasins, based on the water issues and risks of communities and landscapes where we source and operate. Initially, this include: Magdalena, Colombia;
Piracicaba/Capivari/Jundiaí river basin, Brazil; Yangtze, China; Mexico City, Mexico; San Joaquin, US; Rio Bravo, US/Mexico; and Mississippi, US.
With the results of our water-related assessments and partnerships, we’ll achieve our updated target by expanding water conservation and replenishment to include
agricultural supply chains, global operations, and packaging, investing in watershed health improvements in highest risk basins, promoting equity and resiliency through
WASH, and collaborating for sustainable change. We evaluated current/anticipated risk impacts to our coffee supply and determined no quantifiable risk at this time. We’ll
monitor risks throughout our commodity supply chains and will continue to support farmers and their communities with the resources to mitigate and adapt to emerging
changes.

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
(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. The result has
been up to 80% water savings in coffee processing where installed. As part of Starbucks long-term water strategy, we are developing water replenishment projects at Origin,with a focus on prioritizing action in high-risk basins while supporting watershed health, ecosystem resilience and water equity.

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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 as in the IPCC Fourth Assessment
substantive estimates for 2050) 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
impactcommunities (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
anticipated 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. Over the last year,
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. Based on the success of these initial pilots, Starbucks expanded 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 andfacilities to optimize for reduced water use and carbon emissions and new, climate-resistant coffee 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 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
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 still livelihoods. Specific to water, this requires water use and conservation as well aswater 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 haveaccess to more environmentally friendly machines, which also standardizes quality and increases processing efficiency for farmers. Over the last year, Starbucks purchased
more than 1,200 eco-mills that have been distributed to coffee farms in Guatemala, Mexico, Peru, Kenya, and Rwanda. The result has been up to 80% water savings incoffee processing where installed. Through Starbucks Tryer Center, we are working with suppliers to explore improvements to existing water processing machinery andtechnology. Meanwhile, through our Farmer Support Centers, we are conducting research and gathering insights from farmers to inform future machine design andoperations. As part of Starbucks long-term water strategy, the company will develop water replenishment projects at Origin, with a focus on communities and basins withhigh 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>
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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 FY21, our third year of certifying stores, we had 2,779 stores certified and we expanded the framework tointernational markets.. With performance-based standards that incorporate design and extend throughout the life of a store, “Starbucks Greener Stores” focus on deploying
technologies and practices that ultimately deliver 30 percent water savings and 25 percent avoided energy over historic store design practices. We opened the first Greener
Store outside of North America in Shanghai with a focus on circularity. In FY22, Starbucks will continue the international expansion of this program with Greener Storesopening in Japan, the U.K. and Chile.
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.
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.
For World Water Day 2020, The Starbucks Foundation awarded a grant to Planet Water Foundation to provide access to clean, safe drinking water and handwashingstations for communities in Cambodia, India, Indonesia, Mexico, the Philippines, Thailand and Vietnam. This grant was made possible through contributions from the salesof 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 $38M in grants to non-profit organizations working to provide access to clean, safe water and related programs, which
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have 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.

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(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 January 2020, we announced a bold aspiration to be a resource positive company– storing more carbon than we emit, eliminating waste, and providing cleaner freshwater than1
widebusiness
we use. This aspiration is grounded in Starbucks mission to acknowledge and address our business dependency and impact on our planet’s resources, including water. By
dependency embracing a longer-term economic, equitable and planetary value proposition for our company, we will create greater value for all stakeholders. We set a target for 50% of ouron waterwater withdrawal for direct operations and coffee production will be conserved or replenished by FY30 compared to FY19 with a focus on communities and basins with high water
Description of risk. In March 2021, to protect the resiliency of this supply chain, the people that make it possible, and the planet we all share, Starbucks set goals to achieve carbon neutral green
businesscoffee and conserve water usage in green coffee processing by 50% by 2030. In August 2021, Starbucks expanded this goal to include global operations, agricultural supply chain,
impact on
and packaging, increasing the projected water conserved or replenished and addressing some of the biggest impacts on Starbucks water footprint. Traditional coffee processing is
water
water intensive. With 200,000 wet mills in Starbucks CAFE Practice supply chain, Starbucks has an opportunity to conserve water by ensuring farmers have access to more
Description of environmentally friendly machines, which also standardizes quality and increases processing efficiency for farmers. Starbucks will achieve 50% conservation in water usage inwater-related coffee at origin by 2030 by: Conserving water by directly investing in new ecological wet mills (eco-mills) for CAFE Practice farms; Investing to make current water processing
performance technology and machinery even more efficient; and Developing water replenishment projects in coffee communities. Starbucks has also joined the UN Global Compact CEO Water
standards for Mandate, a CEO-led coalition, as well as the Water Resilience Coalition to elevate our corporate water agenda and partner with other leading companies on collective action
directprojects in key basins around the world. Starbucks operational water policy encompasses Water Supply, Waste Water Disposal, and Water Treatment Standards, as well as
operationscommitments to water efficiency and WASH practices, on a company-wide level. According to Starbucks water policy, all consumed water must: Be potable; Meet Starbucks water
Description of safety and testing standards; Meet Starbucks water quality standards.
water-related
standards for
procurement
Reference tointernational
standards
and widelyrecognizedwater
initiatives
Company
water targets
and goals
Commitments
beyondregulatorycompliance
Commitment
tostakeholder
awarenessand education
Commitment
to waterstewardship
and/orcollective
actionCommitment
to safely
managedWater,
Sanitationand Hygiene(WASH) in
the workplace
Recognitionofenvironmental
linkages, forexample, due
to climatechangeOther, please
specify(Building and
DesignStandards)

W6.2

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(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 Please explainofindividual
BoardThe Nominating and Corporate Governance Committee is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes the responsibility tolevel
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
committee Performance Report and make recommendations based on such review and assessment.” An example of a water-related decision made by the NCGC in 2021 was the finalization of 2030
environmental goals to cut our water footprint by half, working from a FY19 baseline. These commitments were publicly announced in FY20 but were refined in FY21 through counsel with our NCGC
based on market research, trials, and data rebaselining. Based on this refinement, in 2021, Starbucks formally expanded this goal to include global operations licensed stores, agricultural supply chain,and packaging.

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 thestrategydeveloping 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
Reviewing and 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.
guiding
corporate
responsibility
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 2022 Annual Meeting, four 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

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(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)Responsibility
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(W6.4) Do you provide incentives to C-suite employees or board members for the management of water-related issues?
ProvideComment
incentivesformanagementof waterrelated
issuesRow Yes
1

Starbucks seeks to incentivize meaningful and significant water-related action by offering monetary rewards. The vast majority of executive officer compensation is variable and tied to ourfinancial results or the performance of our stock price, or both. Non-financial individual performance goals for our executive officers also include consideration of performance against certain
environmental, social and governance (ESG) metrics. Starbucks individual performance factor (IPF), part of the Annual Incentive Bonus Plan, is weighted at 30% of the target value of eachannual cash incentive award with a payout between 0-200% of target based on an assessment of individual performance against certain strategic, operational, leadership, and ESG goals, as
recommended by the Compensation Committee and authorized by the board.

W6.4a

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(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

Please explain

Monetary ChiefrewardExecutive
Officer(CEO)

Reduction of
water
withdrawals
Reduction in
consumption
volumes
Improvementsin efficiency 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 acompany-wide level. Starbucks ceo has general charge and supervision of the business and strategic direction of the Company and sits on the Board of Directors and iscompensated based on an assessment of individual performance against certain strategic, operational, leadership, and ESG goals, as recommended by theCompensation Committee and authorized by the board. 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 and business practices,
including the incorporation of new technologies like eco-pulpers that use less water in the coffee-production process. His individual performance factor also incorporated
progress toward Starbucks’ long-term sustainability goals, including to conserve or replenish 50% of water withdrawals by 2030. In addition to progress against the efforts
above, the ceo contributed to implementing on farm “precision agronomy” programs, the Greener Stores certification program, and the construction of the world’s mostenvironmentally sustainable coffee roasting plant underway on China Innovation Park, all of which feature water conservation and consumption reduction efforts.

NonChief
Reduction of
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 tomonetary Sustainability water
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
rewardOfficer
withdrawals
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 non-monetary rewards based(CSO)
Reduction in
on water-related management and progress towards and achievement of water-related goals through achievement of personal and professional development goals.
consumption
volumes
Improvementsin efficiency direct
operations
Improvementsin efficiency supply chain
Improvementsin efficiency product-use
Implementationof employee
awareness
campaign ortraining
program
Supply chain
engagement
Increased
access toworkplace
WASH
Implementationof waterrelated
community
project

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?
Starbucks is committed to being actively involved in the communities we serve, extending to our approach to public policy. We have a responsibility to advocate policies that
support the health of our business, our partners and communities we are part of. Starbucks Government Affairs team has increasingly emphasized the development, analysis,
and management of water-related public policy initiatives and activities, which are critical for informing direction for the Company's public policy and government relations
objectives and stakeholder engagement. In an effort to better communicate these activities, Starbucks adopted a policy to provide more transparency about our corporate
political contributions and expenditures. 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 compliance with rules, regulations,and standards governing our interaction with the government, including our disclosure and accountability regarding political contributions and expenditures. The company’s
Nominating and Corporate Governance Committee, responsible for the review of the Company’s environmental and social responsibility policies and programs, is tasked withreviewing corporate contributions and payments on an annual basis to ensure alignment with Starbucks policy and values.

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-2022-Proxy-Statement.pdf

W7. Business strategy

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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, in FY21, 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 FY21, Starbucks contracted more than 1,200 eco-mills for coffee farms in Guatemala, Mexico, Peru, Kenya, and Rwanda. The result has been up to 80%
water savings in coffee processing where installed. • 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 from farmers to inform future machine design and operations. • As part ofStarbucks long-term water 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 maintain 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 10 million coffee rust- resistant trees to farmers in FY21 andtraining 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(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

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(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, including the projected change mills in Starbucks C.A.F.E. Practice supply chain, Starbucks has an opportunity toand is composed of three risk types: physical,
in water discharge and drought by 2050 were included inconserve water by ensuring farmers have access to more environmentally friendly
regulatory, and reputational. These risk types have the 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
drivers for water risk. Starbucks’ assessment
water quality, and periodic drought. Tea was also shown to sustainable agricultural practices including measures to protect water quality,
incorporated direct and supplier operations,be sourced from high risk areas in China, specifically in the improve soil health, preserve biodiversity, reduce agrochemical use, and conserve
specifically across key commodities, through 2050. Yangtze River Basin.
water and 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(W7.5) Do you classify any of your current products and/or services as low water impact?
Products
and/orservicesclassified
as lowwater
impactDefinition Primary reason for not
used toclassifying any of yourclassify current products and/or
low water services as low water
impactimpactPlease explain

Row No, but we <Not
Important but not an
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
1plan toApplicable immediate business priority a top priority for Starbucks in recent years. We look forward to continue working with industry partners, suppliers, and consumers to expand our plantaddress this >based offerings. Under our commitment to conserve water usage in green coffee processing by 50% by 2030, we are working with our supply chain towithin the
produce low water impact coffee as well. In FY21, we reduced our indirect water consumption by 12.5%, signaling progress towards our 2030 goals. As
next two
we continue towards our planet positive goals we anticipate offering low water impact coffee in coming years.
years

W8. Targets

W8.1

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(W8.1) Describe your approach to setting and monitoring water-related targets and/or goals.
Levels for Monitoring Approach to setting and monitoring targets and/or goals
targetsatand/orcorporate
goals
level
Row Company- Targets are Starbucks uses financial risk and science-based assessments to guide our approach to setting and monitoring water-related targets and goals. Starbucks Board of Directors has
1
widemonitored 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.
targets
at theThis includes oversight of Environmental, Social and Governance (ESG) risks, including water-related issues. Starbucks Risk Committee, chaired by the cfo, develops views on theand goals corporate core enterprise risks that are tracked under an internal risk register, alongside the enterprise risk management (ERM) program. Annually, Starbucks conducts an ERM assessment led
Activitylevel
by internal audits to re-evaluate and re-baseline all identified risks. This assessment includes facilitated discussions with relevant stakeholders for each risk that focuses on thelevel
Goals are alignment of risk drivers and gaps, as well as the understanding of mitigation pathways. Most identified risks have a second line team that performs regular risk assessments at the
specificmonitored functional level. The Sustainability team, EC, and GSTF evaluate water-related risks and develop strategies to address emerging factors that pose a threat to our core business astargets
at thepart of the company-wide risk identification and management process. Risk evaluation is done together with the business units during the annual strategic planning cycle. The status
and/orcorporate of our mitigations initiatives to address identified risks are reported annually to the risk committee. During each cycle, and throughout the year, we collaboratively discuss how the
goals
level
future sustainability goals will evolve. Starbucks updates sustainability targets and goals in a 5-year cadence, or more frequently as needed, to ensure we continue to address the
Site/facility
most relevant issues and maintain our leadership position in sustainability. In 2021, Starbucks confirmed its aspiration to become resource positive, along with new sustainability
specific
targets. The goal setting process, refinement and monitoring was led by our ceo and cso, working in concert with teams across our business. The process was informed by atargets
comprehensive, data-driven environmental footprint of carbon emissions, water use and waste in Starbucks global operations and supply chain, recent risk evaluation performed by
and/orinternal sustainability stakeholders, and a water strategy stakeholder dialogue facilitated by Ceres. These targets were then approved by Starbucks leadership and Board of Directors.
goals

W8.1a

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Page 18 of 21

(W8.1a) Provide details of your water targets that are monitored at the corporate level, and the progress made.
Target reference number
Target 1
Category of target
Water withdrawals
Level
Company-wide
Primary motivation
Reduced environmental impact
Description of target
By 2030, 50% of our water withdrawal for global operations, agricultural supply chain, and packaging will be conserved or replenished with a focus on communities andbasins with high water risk.
Quantitative metricAbsolute reduction in total water withdrawals
Baseline year
2019
Start year
2020
Target year2030
% of target achieved
11
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 FY21, total water withdrawals decreased by 11% in
FY21. Water withdrawals decreased in FY21 because of shifts in agricultural commodities purchased due to changing customer preferences, continued impacts fromCOVID-19, and improvements to measurement processes.
Target reference number
Target 2
Category of target
Water use efficiency
Level
Company-wide
Primary motivation
Reduced environmental impact
Description of target
Design, build and operate 10,000 “Greener Stores” globally by 2025.
Quantitative metric
Other, please specify (Number of greener stores built)
Baseline year
2016
Start year
2018
Target year2025
% of target achieved
28
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 FY21, 2,779
Starbucks stores were certified Greener Stores and we expanded the framework to international markets, opening the first Greener Store outside of North America inShanghai with a focus on circularity. In FY22, Starbucks will continue the international expansion of this program with Greener Stores opening in Japan, the UK and Chile.

W8.1b

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Page 19 of 21

(W8.1b) Provide details of your water goal(s) that are monitored at the corporate level and the progress made.
Goal
Engagement with suppliers to help them improve water stewardship
Level
Brand/productMotivation
Reduced environmental impact
Description of goal
As part of Starbucks long-term water strategy, the company will develop water replenishment projects at Origin, with a focus on communities and basins with high water
risk. This goal is important to Starbucks because we have 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. 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 and carbon
emissions and new, climate-resistant coffee seedlings to replace unproductive trees. This project and partnership with Starbucks will help farmers increase theirproductivity, quality and profitability while decreasing the environmental footprint generated from coffee growing and processing.
Baseline year
2020
Start year
2020
End year
2030
Progress
Since this goal and its implementation are very new, our current measures of success include the number of participating farms and the number of soil samples gathered.
Over the last year, 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 togather more than 23,000 soil and foliar samples to inform soil health. Based on the success of these initial pilots, Starbucks has expanded the program to Colombia andlaunching 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 ofStarbucks knowledge and resources on regenerative agriculture, precision agronomy and farm economics. As the program matures, measures of success will include thenumber of active ecological wet mills, crop yields, and estimated water savings per farm and across the programs.

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
Verification Please explain
moduleverified standard
W1 Current Water
AA1000AS
state
withdraw
als: 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’ FY2021 Water Withdrawals Inventory, Burns & McDonnell utilized the AA1000AS Quality
Assurance Standard and obtained, analyzed and verified data related to our 2021 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’ FY2021 Water Withdrawals Inventory, Burns & McDonnell utilized the AA1000AS Quality
Assurance Standard and obtained, analyzed and verified data related to our 2021 water withdrawals.

W10. 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.

W10.1

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(W10.1) 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)

W10.2(W10.2) Please indicate whether your organization agrees for CDP to transfer your publicly disclosed data on your impact and risk response strategies to the CEO
Water Mandate’s Water Action Hub [applies only to W2.1a (response to impacts), W4.2 and W4.2a (response to risks)].
Yes

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(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 confirm below
I have read and accept the applicable Terms

CDP

Page 21 of 21

Starbucks Corporation - Forests 2022
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 34,000 retail stores in 84 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 2021 Fiscal Year began September 28, 2020, and ended October 3, 2021.

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 2020

September 30 2021

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

F0.4

CDP

Page 1 of 40

(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.
Commodity disclosure

Stage of thevalue chain

Explanation if not disclosing

Timberproducts

Disclosing

Retailing<Not Applicable>

Palm oil

Disclosing

Retailing<Not Applicable>

Cattleproducts

Not disclosing

Retailing

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

Not disclosing

Retailing

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 very small percentage.

Other RubberThis commodity is not produced, sourced orused by our organization<Not Applicable> <Not Applicable>

Other Cocoa

Disclosing

Trading
Retailing<Not Applicable>

Other Coffee

Disclosing

Trading
Manufacturing<Not Applicable>

F0.5(F0.5) Are there any parts of your direct operations or supply chain that are not included in your disclosure?
No

F0.6(F0.6) 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)?
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

CDP

Page 2 of 40

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<1%
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 not
currently 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)
SourceTrader/broker/commodity market
Country/Area of origin
Please select% of procurement spend<1%
Comment
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.
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)
SourceContracted 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. 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 FY21, due to restrictions caused by COVID-19, auditing teams were unable to complete all the necessary in-person, on-farm audits to renew theiractive status in the program. As a result, 94.86% of our coffee in FY21 was sourced from C.A.F.E. Practice-verified farms.

F1.2

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(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
is part of our cost of goods sold. We therefore do not know the percentage of revenue depend on this commodity and have selected <1%.

Palm oil <1%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 selected <1%.

Cattle<Not
products Applicable><Not Applicable>

Soy

<Not
Applicable><Not Applicable>

Other Rubber<Not
Applicable><Not Applicable>

Other Cocoa

Please select This information is confidential. Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder.

Other Coffee

Please select This information is confidential. Starbucks is the premier roaster, marketer and retailer of specialty coffee in the world, operating in 81 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 and tea
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 volume2393.22
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
62.26
Please explain
Data provided for direct operations only representing company owned or operated stores. Data is reported for calendar year 2021.
Forest risk commodity
Timber products
Data type
Consumption data
Commodity production/ consumption volume100926
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?
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
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.

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

F1.5c(F1.5c) 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

F1.5e
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(F1.5e) 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(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
Please selectReporting deforestation/conversion since a specified cutoff date or during the last five years?
Please selectKnown or estimated deforestation/ conversion footprint (hectares)
Describe methods and data sources used to monitor or estimate deforestation/ conversion footprint
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 (2014-2018)
Known or estimated deforestation/ conversion footprint (hectares)0
Describe methods and data sources used to monitor or estimate deforestation/ conversion footprint
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. Measuring farms against economic, social and environmental criteria, the C.A.F.E. Practices program is designed to promotetransparent and sustainable coffee growing practices while also helping protect the well-being of coffee farmers and workers, 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 no tolerance indicator; 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 be corrected. The implementation of acorrective action plan and the actual correction of any zero tolerance criteria is then re-evaluated by an approved third-party verification organization. In FY21, due torestrictions caused by COVID-19, auditing teams were unable to complete all the necessary in-person, on-farm audits to renew their active status in the program. As aresult, 94.86% of our coffee in FY21 was sourced from C.A.F.E. Practice-verified farms. From 2014-2018, at least 99.6% of C.A.F.E. Practices farms have not converted
forest into coffee production (since 2004), which is important ensure farmers are not expanding production at the cost of forests.

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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.
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. 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 - 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 FY21, Global Coffee, Tea and Cocoa, the company’s global coffee sourcing team, purchased 10 million kilograms of segregated cocoa beans from the Ivory Coastthrough our Tier 1 supplier, Cargill. We continue to source Rainforest Alliance Certified cocoa and to work in partnership with the Rainforest Alliance to leverage theirexpertise and increase our due 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)Description of mapping process and coverage
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 theactual correction. First, Starbucks evaluates the coffee quality, and suppliers agree to provide economic transparency down to producer level even before any business isconducted. This is a pre-requisite to doing business with Starbucks. Suppliers then submit a formal application to Starbucks detailing the entire coffee supply chain andcommitting 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 toStarbucks 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 isrequired to undergo reverification regularly, with frequency 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)

F3. Risks and opportunities

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

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(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
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 watersupply 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 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. 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 commodities to ensure our investments address environmental, social, and economic threats to our supply chain to the best of our ability. We commit
to source coffee responsibly, for the betterment of people and planet, and a sustainable future of coffee. From 2015-2019, 99% of our coffee was ethically sourced asmeasured by CAFE Practices, our ethical sourcing verification program which promotes transparent and sustainable coffee growing practices while also protecting the wellbeing of coffee farmer workers, families and communities. In FY21 due to COVID restrictions, auditing teams were unable to complete all the necessary in-person/on-farm
audits, resulting in expiration for farms whose verification ended in FY20 and were not audited. This resulted in 94.86% of our coffee coming in FY21 from CAFE Practiceverified farms. To invest in regenerative agriculture, reforestation, forest conservation and water replenishment in our supply chain, we launched pilots in FY20 in
Guatemala, Mexico, Peru, Rwanda and Kenya to reduce our footprint in green coffee. Alternative coffee processing and new wet mill innovations save up to 80% of water,
and precision agronomy practices help reduce our C footprint. In FY21, we sourced 99.9% of tea from Rainforest Alliance Certified farms. Costs to ethically source ourcommodities from sustainable suppliers is included in our standard cost of business and there 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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Page 14 of 40

(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
Improved climate change adaptation
Company-specific description & strategy to realize opportunity
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. In FY21, we distributed 10 million trees to farmers in Mexico, Guatemala and El Salvador, andharvested the first crop produced by the first batch of trees donated under this initiative. 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, andthey’re replacing trees declining in productivity, which can, in turn, help farmers improve the quality and yields of their harvest and improve their revenue. 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 throughthe 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.

F3.2b(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. Governance
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F4.1(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 Please explainofindividual
BoardThe Nominating and Corporate Governance Committee (NCGC) is responsible for providing leadership with respect to the corporate governance of Starbucks Corporation. This includes thelevel
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 Reportcommittee and 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, themost 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. The Environmental Council and Global Sustainability Task Force also create content for regular updates to leadership.

F4.1d(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 value directors with experience in environmental and climate change topics strengthens the board’s oversight and assures that strategic business imperatives and longterm value creation for shareholders are achieved within a responsible and sustainable business model. We also seek directors with domestic and international experiencein corporate responsibility, sustainability, and public policy to help us address significant public policy issues, adapt to different business and regulatory environments, andfacilitate our work with various governmental entities and non-governmental organizations all over the world. Within our board of directors nominated for election 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

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(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 Responsibility Frequency Please explain
position(s)ofand/orreportingcommittee(s)to theboard onforestsrelated
issuesChiefBoth assessing As
Sustainability and managing important
Officer (CSO) forests-related mattersrisks andarise
opportunities

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 toactualize 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 Yes
1

Starbucks seeks to incentivize meaningful and significant climate-related action by offering monetary rewards. The vast majority of executive officer compensation is variable and tied to ourfinancial results or the performance of our stock price, or both. Non-financial individual performance goals for our executive officers also include consideration of performance against certain
environmental, social and governance (ESG) metrics. Starbucks individual performance factor (IPF), part of the Annual Incentive Bonus Plan, is weighted at 30% of the target value of eachannual cash incentive award with a payout between 0-200% of target based on an assessment of individual performance against certain strategic, operational, leadership, and ESG goals, as
recommended by the Compensation Committee and authorized by the board.

F4.3a(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)Performance Please explain
entitled to indicator
incentive?
Monetary ChiefrewardExecutive
Officer(CEO)

Achievementofcommitments
and targets

NonPleasemonetary selectrewardPlease selectStarbucks 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. Starbucks ceo has general charge and supervision of the business and strategic direction of the Company and sits on the Board of Directors and iscompensated based on an assessment of individual performance against certain strategic, operational, leadership, and ESG goals, as recommended by the Compensation
Committee and authorized by the board. 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 Clumbia coffee supply chain pilot, re-launching personal cup solutions in all markets except for Canada, increasing plant-based choices, androlling out plastic-alternative straws. The ceo’s individual performance factor also incorporated progress toward Starbucks’ long-term sustainability goals. In addition toprogress 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 the world’s most environmentally sustainable coffee roasting plant underway on China Innovation Park

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

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(F4.5a) Select the options to describe the scope and content of your policy.
Scope

Content

Please explain

Row Company- Commitment to eliminate
We are committed to pursuing zero net deforestation across our supply chain. Deforestation is having a devastating impact on our planet, destroying habitat,1
wide
deforestation
decreasing biodiversity and damaging communities. We are focused on tackling the issue where we have the greatest opportunity to have impact. By taking a
Commitment to protect
targeted approach, we hope to make continuous progress toward eliminating the threat of deforestation posed by some of our key products.
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 forestsand other natural
ecosystems

F4.5b(F4.5b) Do you have commodity specific sustainability policy(ies)? If yes, select the options that best describe their scope and content.
Do you have Scopea commodity
specificsustainability
policy?

CDPContent

Please explain

Timber Yes
products

Company- Commitment to
We are committed to pursuing zero net deforestation across our supply chain. Deforestation is having a devastating impact on our planet, destroying
wideeliminate
habitat, decreasing biodiversity and damaging communities. We are focused on tackling the issue where we have the greatest opportunity to have impact.
deforestation
By taking a targeted approach, we hope to make continuous progress toward eliminating the threat of deforestation posed by some of our key products. We
Commitment toare also taking steps to address deforestation in key commodities through our purchasing guidelines and internal processes. We have recently establishedprotect rights and global sustainable packaging requirements for Starbucks product packaging that prioritizes the use of sustainably source materials certified by the Forest
livelihoods of local Stewardship Council (FSC) and Program for the Endorsement of Forest Certification (PEFC).
communities
Commitments
beyond regulatorycompliance
Commitment tostakeholder
awareness andengagement
Recognition of theoverall importanceof forests andother natural
ecosystems
Description ofbusiness
dependency on
forests
Recognition ofpotential business
impact on forestsand other natural
ecosystems

Palm oil Yes

Company- Commitment to no While coffee is the commodity in which we can have the greatest impact, we are also taking steps to address deforestation in other key commodities
wide
deforestation, tothrough our purchasing guidelines and internal processes. We are committed to sourcing deforestation free, peat free, and exploitation free palm oil. Thisno planting on
approach is consistent with our Coffee and Farmer Equity (C.A.F.E.)– as well as a stronger focus on preserving high carbon stock and remaining peat
peatlands and to areas and managing existing plantations on peat according to best practices. As members of the Roundtable on Sustainable Palm Oil (RSPO), we are
no exploitation
engaging the organization and other industry stakeholders regarding sustainable production practices and support efforts. Only palm oil with a traceability(NDPE)
level of Mass Balance, Segregation, or stronger is acceptable.
Commitment toprotect rights andlivelihoods of local
communities
Commitments
beyond regulatorycompliance
Commitment tostakeholder
awareness andengagement
Recognition of theoverall importanceof forests andother natural
ecosystems
Description ofbusiness
dependency on
forests
Recognition ofpotential business
impact on forestsand other natural
ecosystems

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

Page 18 of 40

Do you have Scopea commodity
specificsustainability
policy?

CDPContent

Please explain

Soy

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

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

Other Cocoa

Yes

Company- Commitment to
We are committed to pursuing zero net deforestation across our supply chain. While coffee is the commodity in which we can have the greatest impact, wewideeliminate
are also taking steps to address deforestation in other key commodities through our purchasing guidelines and internal processes. Starbucks continues todeforestation
source Rainforest Alliance Certified cocoa and to work in partnership with the Rainforest Alliance to leverage their expertise and increase our due diligence
Commitment toand transparency in our cocoa supply chains. We are a member of the World Cocoa Foundation, specifically their Cocoa Forest Initiative to end
protect rights and deforestation and restore forest areas, International Cocoa Initiative and the Swiss platform for sustainable cocoa and continue to work with others acrosslivelihoods of local the industry to evolve and strengthen our approach to responsibly sourced cocoa.
communities
Commitments
beyond regulatorycompliance
Commitment tostakeholder
awareness andengagement
Recognition of theoverall importanceof forests andother natural
ecosystems
Description ofbusiness
dependency on
forests
Recognition ofpotential business
impact on forestsand other natural
ecosystems
Description offorest risk
commodities,
parts of thebusiness, andstages of valuechain covered by
the policy
Description offorests-related
standards for
procurement

Page 19 of 40

Do you have Scopea commodity
specificsustainability
policy?
Other Coffee

Yes

Content

Please explain

Company- Commitment to
We are committed to pursuing zero net deforestation across our supply chain. Understanding the link between agricultural production and deforestation, ourwideeliminate
C.A.F.E. Practices ethical coffee sourcing program includes a zero-tolerance standard for the conversion of natural forest. As a result, Conservation
conversion ofInternational reported that at least 99.6% of C.A.F.E. Practices farms have not converted forest into coffee production (since 2004) in the period 2014–2018,
naturalwhich is important ensure farmers are not expanding production at the cost of forests. In FY21, due to restrictions caused by COVID-19, auditing teams
ecosystems
were unable to complete all the necessary in-person, on-farm audits to renew their active status in the program. As a result, 94.86% of our coffee in FY21
Commitment towas sourced from C.A.F.E. Practice-verified farms.
eliminate
deforestation
Commitment toprotect rights andlivelihoods of local
communities
Commitments
beyond regulatorycompliance
Commitment totransparency
Commitment tostakeholder
awareness andengagement
Recognition of theoverall importanceof forests andother natural
ecosystems
Description ofbusiness
dependency on
forests
Recognition ofpotential business
impact on forestsand other natural
ecosystems
Description offorest risk
commodities,
parts of thebusiness, andstages of valuechain covered by
the policy
List of timeboundcommitments andtargets
Description offorests-related
standards for
procurement

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?
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

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(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
No cutoff dateCommitment 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 FY21, due to restrictions caused by COVID-19, auditing teams wereunable to complete all the necessary in-person, on-farm audits to renew their active status in the program. As a result, 94.86% of our coffee in FY21 was sourced from
C.A.F.E. Practice-verified farms. Although we are constantly striving for 100%, the last 1% is where some of our most important work happens, bringing on new farmers andcooperatives to help ensure the long-term future of coffee. See indicator CC-GB 3.1 here:
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
61-70%
Cutoff date
No cutoff dateCommitment 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.

F5. Business strategy

F5.1

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(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. More than 11,500 soil and foliar samples have been collected to date. With these custom,
farm-specific solutions, farmers can target and decrease fertilizer use and increase farm productivity. • Promoting and distributing climate-resilient 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 the same amount of land, which then helps to reduce overall carbon emissions. •Protecting and restoring at-risk forests in key coffee landscapes - Land use change and deforestation are the greatest climate risks facing the coffee industry. 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 dosoF6. Implementation

F6.1(F6.1) Did you have any timebound and quantifiable targets for increasing sustainable production and/or consumption of your disclosed commodity(ies) that wereactive during the reporting year?
Yes

F6.1a
(F6.1a) Provide details of your timebound and quantifiable target(s) for increasing sustainable production and/or consumption of the disclosed commodity(ies),and progress made.
Target reference number
Target 1
Forest risk commodity
Palm oilType of target
Third-party certification
Description of target
100% RSPO-certified palm oil
Linked commitment
Other environmental commitments
Traceability point<Not Applicable>
Third-party certification scheme
RSPO Identity Preserved
RSPO Segregated
RSPO Mass BalanceStart year
2014
Target year

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Quantitative metric<Not Applicable>
Target (number)<Not Applicable>
Target (%)
100% of target achieved
62.26
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
Type of target
Third-party certification
Description of target
Our goal is 100 percent ethically sourced coffee.
Linked commitment
Other environmental commitments
Traceability point<Not Applicable>
Third-party certification scheme
Other, please specify (C.A.F.E Practices)
Start year
2004
Target year
Quantitative metric<Not Applicable>
Target (number)<Not Applicable>
Target (%)
100% of target achieved
94.86
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 FY21, due torestrictions caused by COVID-19, auditing teams were unable to complete all the necessary in-person, on-farm audits to renew their active status in the program. As aresult, 94.86% of our coffee in FY21 was sourced from C.A.F.E. Practice-verified farms. In March 2021, to protect the resiliency of this supply chain, the people that make itpossible, and the planet we all share, Starbucks set additional coffee-related goals to achieve carbon neutral green coffee and conserve water usage in green coffee
processing by 50% by 2030.

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 youDescription of traceability systemhavesystem(s)in place?

Exclusions Description of
exclusion

Timber Yes
products

We are currently reassessing our traceability systems for primary paper packaging to ensure we are developing appropriate methods to track and monitor Facility
these commodities, and report against our planet positive commitments.
Specific
supplier(s)We have recently
established global
sustainable packaging
requirements for
Starbucks productpackaging. We areworking to improve
tracking and monitoringof these requirementswith suppliers.

Palm oil Yes

Since Starbucks is not a direct purchaser, each reporting cycle Starbucks deepens our suppliers' awareness of our commitment to RSPO certified
sustainable palm oil and palm oil products and the importance of this commitment. We have a third-party reporting platform in use with suppliers. We
attempt to trace 100% of the palm oil used in direct operations.

Starbucks biggest
challenges has been in
Japan and China.
There are manydifferent productspecifications involved
and relatively low
volume available since
it is only for the
Starbucks business.
Starbucks Sourcing
teams in both China
and Japan continue theeducation process with
suppliers. Perception isthat palm oil in generalis bad, and therefore,
some are eliminating itfrom ingredientspecifications all
together instead ofsolving the root causeof the issues.

Facility

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

Soy

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

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

Other Cocoa

Yes

Starbucks purchases cocoa beans for use in its beverage inputs such as mocha powder. Purchasing for cocoa was taken in-house by Starbucks to
Not
improve the responsibly sourced nature of the cocoa used within the company’s operations. Like coffee and tea, we are dedicated to sourcing cocoa
applicable
responsibly, for the betterment of people and planet. In FY21, Global Coffee, Tea and Cocoa, the company’s global coffee sourcing team, purchased 10
million kilograms of segregated cocoa beans from the Ivory Coast through our Tier 1 supplier, Cargill. 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 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 andstrengthen 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.

<Not Applicable>

Other Coffee

Yes

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. In FY21, due to restrictions caused by COVID-19, auditing teams were unable tocomplete all the necessary in-person, on-farm audits to renew their active status in the program. As a result, 94.86% of our coffee in FY21 was sourced
from C.A.F.E. Practice-verified farms. As a continuation of our ethical sourcing commitment, In 2020, the Starbucks Digital Traceability tool was launchedin North American retail stores to transform 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. In FY21, more than 33,000 bags of coffee were traced using thetraceability tool online, and the tool was accessed by nearly 170,000 unique visitors, raising awareness for farmers, C.A.F.E. Practices and Starbucks
ongoing commitment to transparency.

<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

Timber products

Country

Palm oilCountry

Other - Cocoa

Country

Other - Coffee

Country% of total production/consumption volume traceable

100

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

62.26

Cattle products<Not Applicable><Not Applicable>

Soy<Not Applicable><Not Applicable>

Other - Rubber<Not Applicable><Not Applicable>

Other - Cocoa

Yes

Other - Coffee

Yes

94.86

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
0.3
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Volume of production/ consumption certified
6.3
Metric for volume
Metric tons
Is this certified by more than one scheme?
No
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 a decline this year in the % of certified palm that we purchase, and though we do plan to purchase credits to fill that gap (as we always do), we will also work throughupdates to our internal processes, documentation and 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 welook 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
2.1
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Palm oil derivatives
Volume of production/ consumption certified
51
Metric for volume
Metric tons
Is this certified by more than one scheme?
No
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

CDP

Page 25 of 40

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 a decline this year in the % of certified palm that we purchase, and though we do plan to purchase credits to fill that gap (as we always do), we will also work throughupdates to our internal processes, documentation and 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 welook 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
59.9
Form of commodity
Crude palm oil (CPO)
Crude palm kernel oil (CPKO)
Refined palm oil
Palm oil derivatives
Volume of production/ consumption certified
1432.6
Metric for volume
Metric tons
Is this certified by more than one scheme?
No
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 a decline this year in the % of certified palm that we purchase, and though we do plan to purchase credits to fill that gap (as we always do), we will also work throughupdates to our internal processes, documentation and 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 welook 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?
No
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
Third-party certification scheme
Other, please specify (Coffee and Farmer Equity (C.A.F.E.) Practices)
Chain-of-custody model used
Not applicable% of total production/consumption volume certified
94.9
Form of commodity
Other, please specify (Green Coffee Beans)
Volume of production/ consumption certified
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Page 26 of 40

Metric for volume
Please selectIs this certified by more than one scheme?
No
Please explain
Purchasing volumes are confidential at this time. In FY21, due to restrictions caused by COVID-19, auditing teams were unable to complete all the necessary in-person, onfarm audits to renew their active status in the program. As a result, 94.86% of our coffee in FY21 was sourced from C.A.F.E. Practice-verified farms. 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 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. More information about our C.A.F.E Practices can be found here: https://stories.starbucks.com/press/2020/cafe-practicesstarbucks-approach-to-ethically-sourcing-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
61-70%% of total suppliers in compliance
Please selectResponse to supplier non-compliance
Retain & engage
Procedures to address and resolve non-compliance with suppliers
Other, please specify (Local supplier engagement)
Please explain
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, 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. In FY21, due to restrictions caused by COVID-19, auditing teams were unable to complete all the necessary in-person, on-farm
audits to renew their active status in the program. As a result, 94.86% of our coffee in FY21 was sourced from C.A.F.E. Practice-verified farms.
Monitoring and verification approach
Third-party verification% of total volume in compliance
91-99%% of total suppliers in compliance
Please selectResponse to supplier non-compliance
Suspend & engage
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

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

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

Other Coffee

Yes, working
withsmallholders

Supply chain
mapping
Capacitybuilding
Financial andcommercial
incentives

Supplier
452000questionnaires onenvironmental andsocial indicators
Supplier audits
Offering on-site
technical assistanceand extension
services
Organizing capacity
building events
Other, please specify(Loans for farmers)

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. There were over 452,000 smallholder farms in
the C.A.F.E Practices program in 2018. Highest growth category since the start of the program in 2004.

F6.8(F6.8) Are you working with your direct suppliers to support and improve their capacity to comply with your forests-related policies, commitments, and otherrequirements?
Are youType ofDirectworking
directsupplierwith direct supplierengagement
suppliers? engagement approach
approach

CDP% ofPlease explain
suppliers
engaged

Timber Yes,
products working
with direct
suppliers

Supply chain Supplier
Pleasemappingquestionnaires selectOtheronenvironmental
and social
indicators
Supplier
auditsOther, please
specify(Encouraging
certification;
Encouraging
work with multistakeholder
groups)

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.

Palm oil Yes,
workingwith direct
suppliers

Supply chain Supplier
Pleasemappingquestionnaires selectOtheronenvironmental
and social
indicators
Supplier
auditsOther, please
specify(Encouraging
certification;encouraging
work withmultistakeholder
groups)As Starbucks does not purchase palm oil directly, we educate our suppliers and ask them to seek out sources of RSPO-certified palm oil.

Cattle<Not<Notproducts Applicable Applicable>><Not
Applicable><Not<Not Applicable>
Applicabl
e>

Soy

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

<Not
<Not
Applicable Applicable>><Not
Applicable><Not<Not Applicable>
Applicable>Page 29 of 40

Are youType ofDirectworking
directsupplierwith direct supplierengagement
suppliers? engagement approach
approach% ofPlease explain
suppliers
engaged

Other Cocoa

Yes,
workingwith direct
suppliers

Supply chain Supplier
Pleasemappingquestionnaires selectonenvironmental
and social
indicators
Supplier
auditsStarbucks 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 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
to evolve and strengthen our approach to responsibly sourced cocoa. In addition to our global sourcing team, Starbucks regional teams alsopurchase cocoa. Moving forward, we are working to provide additional transparency across all cocoa-based products sourced

Other Coffee

Yes,workingwith direct
suppliers

Supply chain
mapping
Capacitybuilding
Financialandcommercial
incentives

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 wheresome of our most important work happens, bringing on new farmers and cooperatives to help ensure the long-term future of coffee. We continue towork as part of the Sustainable Coffee Challenge to make coffee the world’s 1st sustainable agricultural product and improve the lives of at least 1M
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 growcoffee more sustainably and profitably. Farmers can use these trees to replace those declining in productivity from age or disease. Starbucks has agoal of providing 100M trees to farmers by 2025. The Starbucks Global Farmer Fund was founded to improve supply chain resiliency and ensure along-term supply of coffee by addressing the unmet financing needs of farmers. As of FY20, we have invested $ 42.9M in the Fund, partnering with
Root Capital and ResponsAbility to provide coffee businesses and farmers with access to low-interest loans in regions where traditional banks are
not an option due to high interest rates. Loans allow farmers to plant new trees and improve their infrastructure. In addition, we have continued ourEmergency 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. Too often, farmers cannot turn to traditional banks for business lending because of high interest rates. The loans provided through thefund allow farmers to plant new trees, improve their infrastructure and build financial resiliency in the face of shifts in climate and markets. In FY21,
Starbucks committed an additional $50M dollars to double the fund. Since FY18, Starbucks has deployed $ 54.8M to coffee businesses and farmers
through loans.

Supplier
Pleasequestionnaires selectonenvironmental
and social
indicators
Supplier
auditsOffering onsite training
and technicalassistance
Disseminating
technical
materials
Organizing
capacitybuilding
eventsInvesting inpilot projects
Paying higher
prices linked
to bestagricultural
practices
Financialincentives forcertifiedproducts
Offering credit
lines linked to
best
agricultural
practices
Other, please
specify (Loans
for farmers)

F6.9

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(F6.9) Are you working beyond your first-tier supplier(s) to manage and mitigate deforestation risks?
Are you Type of
Indirect
working engagement supplier
beyond approachengagement
firstwith indirect approachtier?
suppliers

Please explain

Timber Yes,
Supply chain
products working mapping
beyondfirst tierSupplier
We are working with our suppliers to understand their sustainability efforts through key business reviews.
questionnaires
onenvironmental
and social
indicators

Palm oil Yes,
Supply chain
working mapping
beyondfirst tierSupplier
To meet RSPO certification, our suppliers must also work with their supply chains to ensure traceability, etc. Starbucks biggest challenges has been in Japan andquestionnaires China. There are many different product specifications involved and relatively low volume available since it is only for the Starbucks business. Starbucks Sourcing
onteams 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
environmental from ingredient specifications all together instead of solving the root cause of the issues. Starbucks local sourcing teams have significantly increased supplierand social
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
indicators
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.

Cattle<Not<Notproducts Applicab Applicable>
le>

<Not
Applicable><Not Applicable>

Soy

<Not
<Not
Applicab Applicable>
le>

<Not
Applicable><Not Applicable>

Other Rubber

<Not
<Not
Applicab Applicable>
le>

<Not
Applicable><Not Applicable>

Other Cocoa

Yes,
Supply chain
working mapping
beyond Other
first tierSupplier
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 thequestionnaires responsibly sourced nature of the cocoa used within the company’s operations. Starbucks continues to source Rainforest Alliance Certified cocoa and to work inonpartnership with the Rainforest Alliance to leverage their expertise and increase our due diligence and transparency in our cocoa supply chains. We are a member
environmental of the World Cocoa Foundation, specifically their Cocoa Forest Initiative to end deforestation and restore forest areas, International Cocoa Initiative and the Swissand social
platform for sustainable cocoa and continue to work with others across the industry to evolve and strengthen our approach to responsibly sourced cocoa. In
indicators
addition to our global sourcing team, Starbucks regional teams also purchase cocoa. Moving forward, we are working to provide additional transparency across all
Other, please cocoa-based products sourced.
specify(Industryengagement)

Other Coffee

Yes,workingbeyondfirst tierSupplier
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 isquestionnaires inextricably tied to the future of farmers and their families. In FY21, due to restrictions caused by COVID-19, auditing teams were unable to complete all theonnecessary in-person, on-farm audits to renew their active status in the program. As a result, 94.86% of our coffee in FY21 was sourced from C.A.F.E. Practiceenvironmental verified farms. C.A.F.E Practices include standards. We continue to work as part of the Sustainable Coffee Challenge to make coffee the world’s first sustainable
and social
agricultural product and improve the lives of at least 1 million people in coffee communities around the world. Starbucks Farmer Support Centers at Hacienda
indicators
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,
Supplier
information, advice and tools to grow coffee more sustainably and profitably. Starbucks has donated nearly 50 million climate resilient coffee trees like the hybrids
auditscreated at Hacienda Alsacia. Farmers, whether they grow coffee for Starbucks or not, can use these trees to replace those declining in productivity from age orOffering ondisease. Starbucks has a goal of providing 100 million trees to farmers by 2025. Supporting Origin Diversity — Through a diversified buying approach, Starbuckssite training
is driving demand not just for premium-quality coffee, but premium-quality coffee from a variety of places around the world. This supports smaller coffee
and technical communities that have majority smallholder farmers.
assistance
Disseminating
technical
materials
Other, please
specify(Paying higher
prices linked
to agricultural
methods)

Supply chain
mapping
Capacitybuilding
Other

F6.10
(F6.10) Do you engage in landscape (including jurisdictional) approaches to progress shared sustainable land use goals?
Do you engage inPrimary reason for not engaging in landscape and/or
landscape/jurisdictional approaches? jurisdictional approaches
Row Yes, we engage in landscape/1jurisdictional approaches<Not Applicable>

Please explain why your organization does not engage in landscape/jurisdictional approaches,and describe plans to engage in the future<Not Applicable>

F6.10aCDP

Page 31 of 40

(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
Please explain
landscapes/jurisdictions
for engagement
Row High commodity sourcing
1
footprint from area
High levels of production
by independent
smallholders
Opportunity forsmallholder inclusion
Opportunity for increased
human well-being in area
Opportunity to protect
natural ecosystems
Opportunity to restore
natural ecosystems
Risk ofdeforestation/conversion
Supply of commodities
strategically important

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 long-term
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: ThroughStarbucks 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-specific solutions, 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 allaround the world, helping farmers to adapt to climate change. These climate-resistant varietals are rust-resistant and enable farmers to grow more coffee on the same amount ofland, 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: In fiscal 2021, Starbucks contracted more than 1,200 eco-mills for coffee farms in Guatemala, Mexico, Peru, Kenya and
Rwanda. 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-risk basins while supporting watershed health, ecosystem resilience and water equity.

F6.10b
(F6.10b) Provide details of your engagement with landscape/jurisdictional approaches to sustainable land use during the reporting year.
Country/Area
GuatemalaName of jurisdiction or landscape area
Starbucks coffee-specific environmental goals are an extension of work underway with C.A.F.E. (coffee and farmer equity) Practices. 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.
Is the landscape defined by administrative boundaries of sub-national governments and does the approach have active government involvement?
No, the landscape is not defined by administrative boundaries and the approach does not have active government involvement
Brief description of landscape/ jurisdictional approach
Starbucks coffee-specific environmental goals are an extension of work underway with C.A.F.E. (coffee and farmer equity) Practices. 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. 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 we refers to as “the first ten feet” (farm to port) – in Guatemala, Mexico, Rwanda, Kenya, and El Salvador. 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 is supporting farmers at origin through the following supporting actions: 1. Decreasing carbon emissions in Starbucks supply chain byequipping farmers with precision agronomy tools. 2. Promoting and distributing climate-resistant tree varietals. 3. Protecting and restoring at-risk forests in key coffee
landscapes. 4. Conserving water by directly investing in new ecological wet mills (eco-mills) for C.A.F.E. Practice farms. 5. Investing to make current water processing
technology and machinery even more efficient. 6. Developing water replenishment projects in coffee communities.
Forest risk commodities relevant to this landscape/jurisdictional approach
CoffeeType of engagement
Supporter: Implement activities to support at least one goal
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. 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 precisionagronomy tools: Through Starbucks Farmer Support Centers and a new soil scanning mobile app, the company is helping farmers understand the specific nutrients andfertilizer needed to increase farm productivity. With these custom, farm-specific solutions, 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 the same 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: In fiscal 2021, Starbucks contracted
more than 1,200 eco-mills for coffee farms in Guatemala, Mexico, Peru, Kenya and Rwanda. 5. Investing to make current water processing technology and machinery evenmore 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.
Goals supported by engagement
Carbon removals through restoration
Reduced emissions from land use change and/or agricultural production
Avoided deforestation/conversion of other natural ecosystems
Landscape conservation
Landscape restoration
Increased adoption of sustainable production practices
Improved productivity
Improved soil health
Improved water management practices
Increased adoption of sustainable production practices
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Company actions supporting approach
Provide information and training on best agricultural management practices
Support landscape restoration and long-term protection
Support producers, producer groups, and primary processors to Improve agricultural practices and technologies
Implementation partner(s)Starbucks knows the most pressing issues in coffee cannot be solved by one company alone, and that the best solutions require everyone coming together to collaborate inproviding a better future for farmers. Starbucks is working with Conservation International and others, to advise and evolve its carbon neutral coffee roadmap andmeasurement methodology. Starbucks will share learnings to help the entire industry. Starbucks has also joined the UN Global Compact CEO Water Mandate, a CEO-led
coalition, as well as the Water Resilience Coalition to elevate our corporate water agenda and partner with other leading companies on collective action projects in key
basins around the world.
Engagement start year
2015
Engagement end year
Not defined
Total investment over the project period (currency)
Details of your investment
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 precisionagronomy tools: Through Starbucks Farmer Support Centers and a new soil scanning mobile app, the company is helping farmers understand the specific nutrients andfertilizer needed to increase farm productivity. With these custom, farm-specific solutions, 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 the same 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: In fiscal 2021, Starbucks contracted
more than 1,200 eco-mills for coffee farms in Guatemala, Mexico, Peru, Kenya and Rwanda. 5. Investing to make current water processing technology and machinery evenmore 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.
Type of assessment framework
Other, please specify (C.A.F.E Practices)Is progress monitored and publicly reported on?
Yes, progress is monitored and publicly reported on
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 addition to investing in new, water-conserving wet mills, Starbucks worked with farmers to gather more than 11,500 soil and foliar samples to inform soil health.
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, precisionagronomy and farm economics. Farmers will receive hands-on support including customized, in-depth agricultural and business education and training to best manage theircrops and land. They will also receive new equipment and facilities to optimize for reduced water use and carbon emissions and new, climate-resistant coffee seedlings to
replace unproductive trees. This project and partnership with Starbucks will help farmers increase their productivity, quality and profitability while decreasing theenvironmental footprint generated from coffee growing and processing. 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. In fiscal 2021,
Starbucks contracted more than 1,200 eco-mills for coffee farms in Guatemala, Mexico, Peru, Kenya and Rwanda. The result has been up to 80% water savings in coffee
processing where installed. Through Starbucks Farmer Support Centers and a new soil scanning mobile app, Starbucks collected nearly 23,000 soil samples in Guatemala,Mexico, Peru, Rwanda and Kenya to date. Starbucks will continue to measure its overall carbon and water footprint and share progress annually in its Global Environmental
Social Impact Report. The company is also working with the Science Based Targets initiative (SBTi) to validate the 2030 corporate sustainability goals, inclusive of green
coffee.

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.
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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.
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 protection?
Yes

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F6.12a

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(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
Reforestation
Primary motivation
Voluntary
Description of projectIn 2017, Starbucks announced a commitment 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.
Start year
2017
Target year
2025
Project area to date (Hectares)
Project area in the target year (Hectares)
Country/Area
MexicoLatitudeLongitude
Monitoring frequency
Annually
Measured outcomes to date
Other, please specify (Climate resilience)
Please explain
In FY21, 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. These new trees are bred to be resistant to coffee rust, a disease associated with climatechange, and they’re replacing trees declining in productivity, which can, in turn, help farmers improve the quality and yields of their harvest and improve their revenue.
Project reference
Project 2
Project type
Reforestation
Primary motivation
Voluntary
Description of project
Early in FY21, Starbucks launched projects with Conservation International in Huila, Colombia, and San Martin, Peru, to not only remove carbon and support our carbon
neutral goals, but to provide freshwater ecosystems benefits and improve biodiversity. In FY21, these projects have resulted in more than 500 hectares of forest in Peru
protected or restored with restoration plans underway in Colombia. Over the next five 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.
Start year
2021
Target year
Indefinitely
Project area to date (Hectares)
500
Project area in the target year (Hectares)
Country/Area
Colombia
LatitudeLongitude
Monitoring frequency
Annually
Measured outcomes to date
Biodiversity
Carbon sequestration
Water
Please explain
Land-use change and deforestation are the greatest climate risks facing the coffee industry. Over the next five 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.

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F7. Verification

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

F7.1a
(F7.1a) Which data points within your CDP disclosure have been verified, and which standards were used?
Disclosure module
F6. Implementation
Data points verified
94.86% 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 FY21 Global Environmental and Social Impact Report (https://stories.starbucks.com/uploads/2022/04/Starbucks-2021-Global-Environmental-andSocial-Impact-Report-1.pdf)

F8. Barriers and challenges

F8.1

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(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.

F8.2

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(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)

SF. Supply chain module

SF0.1(SF0.1) What is your organization’s annual revenue for the reporting period?
Annual revenue
Row 1

SF1.1

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(SF1.1) In F6.3 you were asked “Have you adopted any third-party certification scheme(s) for your disclosed commodity(ies)? Indicate the volume and percentageof your certified production and/or consumption”. Can you also indicate, for each of your disclosed commodity(ies), the percentage of certified volume sold toeach requesting CDP supply chain member?

SF2.1(SF2.1) Please propose any mutually beneficial forests-related projects you could collaborate on with specific CDP supply chain members.

SF2.2(SF2.2) Have requests or initiatives by CDP supply chain members prompted your organization to take organizational-level action to reduce or remove
deforestation/forest degradation from your operations or your supply chain?
Please selectSF3.1(SF3.1) For your disclosed commodity(ies), do you estimate the GHG emission reductions and/or removals from land use and land use change that have occurredin your direct operations and/or supply chain?
Timber products
Estimate GHG emissions and removals from land use and land use change
Please selectPlease explain
Palm oil
Estimate GHG emissions and removals from land use and land use change
Please selectPlease explain
Other - Cocoa
Estimate GHG emissions and removals from land use and land use change
Please selectPlease explain
Other - Coffee
Estimate GHG emissions and removals from land use and land use change
Please selectPlease explain

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

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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

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