S TA R B U C K S 2 0 1 9

G LO B A L
SOCIALI M PAC T
REPORT

MESSAGE FROM KEVIN JOHNSON
Dear Starbucks partners, customers and stakeholders:
As we provide our 19th annual update on our global social impact
activity, we also sit at a significant time in history that’s requiring
major changes to our business around the world as quickly
and dynamically as possible to meet the needs of our partners,
customers and communities during the COVID-19 pandemic.
Starbucks partners are showing how resilient they are in ways no
one dreamed about a year ago. They’re upping the ante every day
on what our company represents: Using the ritual of connecting
over coffee to uplift the everyday experience and drive deeper
human connection.
Each one of us at Starbucks is forever changed from this pandemic,
as are the communities we serve. It has underscored how
important serving our customers and communities is to us, and it’s
brought new perspective and resonance to the ability Starbucks
has to make the world a better place. This time is historic in an
additional way, as many of our communities are coming together
to protest racial injustice and highlight the vast improvement
necessary in the way society treats people of color. Clearly, current
events are showing us that executing our global social impact
agenda successfully is now more important than ever.
INVESTING IN PEOPLE AND THE PLANET
Decades ago, Starbucks developed an agenda of global social
impact priorities. In broad strokes, our investments have centeredaround balancing our role as a for-profit company with thebetterment of people and the planet.
That means we invest in people – especially our partners, sothey in turn can support people in the communities we serve.
It also means we recognize healthy human lives depend on
healthy ecosystems, so we work to better the health of our
natural resources. As a result, we now have a long-term aspiration
to be a resource positive company – storing more carbon than
we emit, providing more clean freshwater than we use, andeliminating waste.
We can be proud of our Global Social Impact progress in fiscal
year 2019. We continued working to put partners first and createa culture where everyone is welcome, including conducting afirst-time, third-party Civil Rights Assessment that we continue
to consider and implement. We worked to strengthen thecommunities where Starbucks partners live and work, expanding
innovative grants, investments and community service models.

ChicagoWe also invested in the future of greener cups, packaging andretail, foreshadowing a much larger aspiration we announced
in January 2020. We invested heavily in supporting coffee
communities, including dispersing a $20 million Emergency Farmer
Relief Fund to support smallholder farmers in Central America
experiencing the effects of low global coffee prices.
As a testament to our increasing commitment to our people andplanet priorities, we were proud late last year to hire our firstglobal chief officer of sustainability, Michael Kobori; our first global
chief officer of inclusion and diversity, Nzinga Shaw; and our firstglobal chief officer of ethics and compliance, Tyson Avery.
Now in mid-2020, the world
has changed, the needs areeven greater, and we continue
to thoughtfully examine how
Starbucks can most responsibly
and constructively serve ourcommunities and our planet
going forward.
The crisis we are navigating has
underscored that our world
Jakarta, Indonesia
is small, and we need to takecare of it and each other. We understand the interdependency ofthe health of humanity and the health of the planet. We embrace
diverse voices participating in these conversations, so we can hearvarying points of view to make the best decisions. We feel thethreat of greater economic disparity in the future, as COVID-19 isoften impacting socioeconomically disadvantaged communities
more than others.
Continued on next page© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 2

MESSAGE FROM KEVIN JOHNSON
From the onset of the pandemic, we have moved swiftly to takeactions to address our people and planet priorities. We’ve acted
to address urgent needs related to COVID-19 as detailed andupdated here. As an example, Starbucks has committed to afirst-of-its-kind $10 million emergency relief fund for partners inboth company-operated and licensed retail store markets aroundthe world.
In the U.S. and Canada, we were able to provide temporary
benefits for partners, more support for food banks and free coffee
for first responders and frontline healthcare workers. Starbucks
partners are innovating in other timely, locally meaningful ways.
Our partners in Asia have led the way in organizing food and coffee
donations to hospitals, nonprofits, local police and health officials,
and other frontline workers. And our partners around the world
have echoed those demonstrations of gratitude.
During the pandemic, we’ve had to pause on allowing reusable
cups. But we continue our commitment to shift to more reusable
packaging as well as more fully recyclable and compostable
packaging, ensuring we also prioritize healthy and safety. Thisrequires innovation from our own experts as well as many otheralliances.

for the community to gather means our stores have often served
not only as a place for human connection, where everyone canfeel welcome, but also as a beacon of hope and resilience duringcrisis – whether that’s the aftermath of an earthquake, hurricane
or a wildfire, or now as we re-open and strive to provide somenormalcy in the midst of the global pandemic.
As always, Starbucks partners
are the best champions of how
to serve their own communities.
We’re finding success when
we gain insights from the field,
provide resources and tools
to help inform local decisions,and enable partners to takeactions that are locally relevant.
Just as this approach applies
to navigating the day-to-day
COVID-19 situation as it varies
in markets around the world, italso applies to defining relevant
community service activities
Seattleand guiding The Starbucks
Foundation’s approach to addressing local communities’ needs.
And it applies to our teams in our nine Farmer Support Centersin coffee-growing regions worldwide as they serve the needs ofcoffee farmers and their communities.
Because of our partners’ inspiring daily actions, I’m more optimistic
than ever that we can overcome this global challenge and emerge
with deeper perspective about the role we should be playing as afor-profit enterprise that also has a great deal of power to makepositive global social impact.

Hacienda Alsacia Coffee Farm, Costa Rica
Meanwhile, The Starbucks Foundation continues to invest
millions of dollars to support a variety of organizations, extending
emergency assistance to those in need while also helping to build
a path towards recovery and resilience.
THIS IS WHO WE ARE

As Starbucks approaches its 50th anniversary in 2021, I hold thosethoughts in my mind every day – that as we evolve our business inmajor ways, we must stay true to our heritage and what we standfor: People positive, planet positive and profit positive, working as
partners to create a different kind of company for the next
50 years.

Kevin Johnson,president and ceo

Making a positive social impact runs deep at Starbucks. Since thebeginning, our purpose has gone beyond profit. We believe in the
pursuit of doing good. The idea of Starbucks being a Third Place© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 3

F O R U S, T H E P U R S U I T O F P R O F I T I S C O N S I S T E N T W I T H

TH E PURSUIT O F DOING GOOD
At Starbucks we stand for being people positive, planet positiveand profit positive, living our Mission and Values while working
together as partners to build a different kind of company.
Our annual global social impact reporting focuses on three areas:
leading in sustainability, creating meaningful opportunities, andstrengthening our communities. These are areas critical to ourbusiness, and where we know we can have notable impact.
This summary serves as transparent acknowledgment of ourefforts in fiscal year 2019, including what we have achieved todate, where we’re falling short, and what is still to come. We hope
you will continue to join us on our journey.

SeattleOUR MISSION

To inspire and nurture the humanspirit – one person, one cup and
one neighborhood at a time.
Hacienda Alsacia Coffee Farm, Costa Rica

Daegu, South Korea

New York

Jonesboro, Ga.

© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 4

LEAD I N G I N S USTAI NABILITY
Expanding on our history in sustainability and progress in building a more sustainable future for coffee,
we announced in January of 2020 a multi-decade aspiration to be a resource-positive company,
giving more than it takes from the planet. The announcement included science-based preliminary
target reductions of carbon, water and waste by 2030. Informed by an environmental baseline report
it outlined five strategies to move forward, such as shifting away from single-use to reusable packaging,and finding better ways to manage our waste. We’ll share new commitments in the spring of 2021
as we celebrate Starbucks 50th anniversary.

COFFEE & TEA

99%

E T H I C A L LY S O U R C E D C O F F E E

FY19 PROGRESS

160K+

FARME R S TR AIN E D

Goal: 100% ethically sourced coffee

Goal: Train 200,000 farmers by the end of 2020

For the fifth year in a row in FY19, more than 99% of our coffee
was verified as ethically sourced under C.A.F.E. Practices. Although
we are constantly striving for 100%, the last 1% is where someof our most important work happens, bringing on new farmers
and cooperatives to help ensure the long-term future of coffee.
We continue to work as part of the Sustainable Coffee Challenge
to make coffee the world’s first sustainable agricultural productand improve the lives of at least one million people in coffee
communities around the world.

Our Global Agronomy Center and Farmer Support Center at
Hacienda Alsacia in Costa Rica and our eight other Farmer Support
Centers around the world provide open-source training andother resources to coffee farmers. In FY19 alone, we trained nearly
88,000 farmers.

40M

TREES DISTRIBUTED SINCE 2015

Goal: Provide 100 million coffee trees to farmers by 2025
Starbucks has donated coffee trees over the past four years tofarmers in Mexico, Guatemala and El Salvador. These climateresilient trees replace ones that are declining in productivity due
to age and disease, such as coffee leaf rust, and help improve thequality and yields of their harvests. As of June 2020, the next
10 million are being distributed, with close monitoring ofpotential complications related to COVID-19.

99%

46M
$
20M
$

Goal: 100% ethically sourced tea
We continue to work toward our goal of 100% ethically sourced
tea, making significant progress from 95% in FY18 to 99% in FY19
by sourcing tea from farms that have been certified throughRainforest Alliance, UTZ, or Fair Trade.

IN FY19 EMERGENCY RELIEF FUNDS

Goal: Invest $50 million in farmer loans by the end of 2020
As of June 2020, we have invested more than $49 million in the
Starbucks Global Farmer Fund to support farmers. This comes in
addition to relief funds, such as the $20 million we dispersed in
FY19 to many of our smallholder farmers in Central America who
experienced the effects of low global coffee prices.

66K+
E T H I C A L LY S O U R C E D T E A *INVE S TE D IN FARME R LOAN S

WOME N IMPAC TE D S IN CE 2018

Goal: Empower at least 250,000 women and families in coffee,
tea and cocoa growing communities globally by 2025
Through 18 grants totaling more than $5 million since 2018, The
Starbucks Foundation is supporting women and families incoffee- and tea-growing communities across Africa, Asia andLatin America in many ways, including leadership skills, incomegenerating activities and healthier homes.

As purchased by Starbucks global tea sourcing team.  

*© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 5

LEAD I N G I N S USTAI NABILITY
G R E E N E R C U P S & PA C KA G I N G

12M A J O R C I T I E S R E C YC L I N G S TA R B U C K S C U P S

TRIALING OF NEW CUP TECHNOLOGIES

Goal: Double the recyclability of our cups from 2016-2022;
develop 100% compostable and recyclable hot cups by 2022
In 2016, 24% of Starbucks stores in the U.S. and Canada accepted
our hot cups for recycling; in 2019, this number increased to 25%.
Work accelerated in 2019, as the NextGen Consortium, of which
Starbucks is a co-founder, identified 12 winning cup technologiesof the NextGen Cup Challenge. In-store market testing began in thespring of 2020 with a cup that is industrially compostable as well as
recyclable in markets that accept hot cups. We continue to researchand test cup liner solutions that will make our cup easier to recycle
and compost, while also working with the Consortium to improverecycling and composting infrastructure. In Europe, Starbucks
launched a £1 million Cup Fund supporting ambitious recycling
projects in conjunction with the environmental charity Hubbub.
Starbucks cups currently are accepted for recycling in Amsterdam;
Boston; Chattanooga; Dallas; Denver; London; Louisville; New York;San Francisco; Seattle; Vancouver; Washington, DC; and manysmaller cities.

FY19 PROGRESS10%P O S T- C O N S U M E R F I B E R

Goal: 20% recycled content in our hot cups by 2022
Starbucks hot cups currently contain 10% post-consumer fiber(PCF), and we are working to double the recycled content to 20%
as well as reduce the environmental impacts of sourcing virginwood paper fiber we source.

2.8%

R E U S A B I L I T Y R AT E I N
MEASURED MARKETS

Goal: Double the use of reusable cups from 2016-2022
In 2019 we implemented new ways to track reusable cup usage,
and we tracked a 2.8% reusability rate in company-operated
stores in the U.S., Canada, Japan, and EMEA. This meant that
customers received a discount for bringing their own cup or useda ceramic mug offered in store, saving more than 105 million
disposable cups. China is not yet included in this metric, with atracking program now in development there. In Europe, Starbucks
conducted the first ever airport reusable cup trial at London’sGatwick Airport.
We continue to conduct research and evolve our strategy toencourage customer adoption of reusables.

CO NTI N U E D R O LLO UT O F S TR AW LE S S LI D S A N DS U S TA I N A B L E M AT E R I A L S T R AW S

Goal: Eliminate single-use plastic straws globally by the end of 2020
In 2019 Starbucks continued the expansion of lightweight strawless
lids for cold beverages, as well as rollout of alternative material
straws. By the end of calendar year 2020, we anticipate that allcompany-owned stores and the majority of licensees will haveeliminated single-use plastic straws. However, regulatory andmanufacturing challenges in light of COVID-19 threaten the ability
to fully roll out a new sustainable material straw in the U.S. andCanada by the end of 2020, with a new anticipated goal date ofspring 2021. Starbucks will continue to provide straws to customers
who need or request them in our stores.

© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 6

LEAD I N G I N S USTAI NABILITY
G R E E N E R R E TA I L

741

FY19 PROGRESSS T O R E S G L O B A L LY T H A T R E F L E C T T H E
GREENER STORES FR AMEWORK

Goal: Build and operate 10,000 greener stores globally by 2025
Starbucks has built more than 1,600 LEED®-certified storesaround 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 inpartnership with the World Wildlife Fund and in collaboration
with other nongovernmental organizations, we’re going beyond
LEED, expanding the scope and breadth of our greener storescommitment with an open-source Greener Stores framework fordesign, construction and operation.

14,800G RE E NE R APRO N PARTNE R S

72%

O F G L O B A L O P E R AT I O N S P O W E R E D B Y
R E N E WA B LE E N E R GY

Goal: Invest in 100% renewable energy to power global
operations globally by the end of 2020
Starbucks purchases enough renewable energy to power 100%of its company-operated stores in the U.S., Canada and the UK.
Worldwide in FY19, 72% of Starbucks operations were poweredby renewables. This is down from 77% in FY18, driven in partby a transition away from company-owned renewable energypowered markets in EMEA, as well as an increase in stores inmarkets where Starbucks is still building a path toward renewableenergy, such as China and Japan.
As we work to buy more renewable energy, we also continue
to invest in solar and wind farms, with 2019 highlights being
investments in a large wind farm in Illinois and solar farms in Texas.

Goal: Empower 10,000 partners to be sustainability champions
by the end of 2020
In FY19, we surpassed our goal and as of April 2020 have morethan 26,000 Starbucks partners enrolled in the Greener Apronsustainability training program through Starbucks Global Academy.

SeattleWharton, Tex.

Seattle© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 7

CREATI NG MEANI NGFUL OPPORT UNITIES
Since our founding, Starbucks has a long legacy of putting our partners first and creating a culture
where everyone is welcome. In 2019, we published a Civil Rights Assessment in which Covington& Burling LLP evaluated our ongoing efforts related to diversity, equity and inclusion and how they
support our mission and values. We continue to track annually against this assessment, reviewing its
recommendations as we plan. Our equity and inclusion activity is updated regularly here.
Among partners, our approach is to create meaningful opportunities by investing in their health,well-being, and overall success, all while working to advance a culture of equity and inclusion.
This means ensuring that leadership demonstrates commitment and accountability to inclusionand diversity. It means building collective understanding among all partners, and cultivating a more
inclusive workplace, where partners feel valued and a sense of belonging. It means building andsustaining a highly engaged, high-performing, and diverse workforce at all levels. And it means
ensuring equal opportunity, pay equity, and proactive workplace resolutions.

PA R T N E R S

3,200+FY19 PROGRESSDIPLOMAS, WITH 14,000+
PARTI C IPANT S

N E W U.S. A N D C A N A D A M E N T A L H E A LT H I N I T I A T I V E
A N D F A M I LY S U P P O R T B E N E F I T S

Goal: Graduate 25,000 Starbucks partners from Arizona State
University (ASU) by the end of 2025

Goal: Continued leadership in innovative, relevant benefits forfull- and part-time retail employees

Starbucks College Achievement Plan is helping partners complete
their education through Arizona State University (ASU) online.
We are proud to continue to lead in this area, providing 100%
tuition reimbursement to partners that work an average of 20
hours a week or more. As of June 2020, more than 4,500 partners
have earned first-time bachelor’s degrees since the program wasannounced in 2014.

Starbucks continues to pioneer innovative benefits for our fulland part-time partners in the U.S., and internationally, we continue
to customize our compensation packages to remain competitiveand responsive to partner feedback.

We also continue to expand the Starbucks Global Academy, aglobally accessible platform created in partnership with ASU for
Starbucks partners as well as customers, community members,
and learners around the world that delivers world-class learning
content and eliminates barriers to high quality education.

The new mental health initiative announced to U.S. and Canadianpartners in FY19, with further rollout in early FY20, includes efforts
to break the stigma around mental health needs, connect partners
to quality care that meet their specific needs, and provide ongoingtraining to 12,000 store managers and field leaders. In FY19 wealso announced new reimbursement for uncovered surrogacy andintrauterine insemination in the U.S. and Canada.

Yuba City, Calif.

© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 8

CREATI NG MEANI NGFUL OPPORT UNITIESPA R T N E R S

100%
100%

FY19 PROGRESSP A Y E Q U I T Y I N T H E U.S.
G E N D E R E Q U I T Y I N PAY I N C A N A D A
AND CHINA

42%
17%

WOMEN IN SENIOR LEADERSHIPPEOPLE OF COLOR IN SENIOR LEADERSHIP

Goal: 100% global gender pay equity in U.S. and companyowned markets

Goal: At the senior leadership level, 50% women and a 50%
increase in representation by people of color since 2015

Our pay equity achievements to date were reached in FY18 andmaintained with continued rigor in FY19. We continue to work
toward global pay equity. In 2019 the median pay for women
globally was 98.3% of the median for men, while in the U.S., themedian pay ratio was 100% for women and 100% for people ofcolor.

In addition to our goals related to staff leaders, our board iscurrently comprised of 38% women, four of whom are membersof minority groups. Starbucks first Global Chief Inclusion &Diversity Officer, Nzinga Shaw, was hired in November 2019.
In an Update to Starbucks Civil Rights Assessment the company
has set new representation goals for the first time across all roles,
including, at minimum, a goal of 40% people of color and 55%
women in all retail roles, and 50% women and 30% people of color
for all enterprise roles, by 2025.

In the U.S., Starbucks and 25 other U.S. employers in the Employers
for Pay Equity consortium agreed in 2019 to work with a shared setof Pay Equity Principles. We have established U.S. best practices
supporting these principles. Going forward we will establish global
best practices as well.

~175K AP AN RT IT-NBEIRASS PTARRATI NI CI INPGA TSIINNGC EI N2 0 1 8
Goal: Cultivation of inclusion and diversity awareness
Following Starbucks Civil Rights Assessment in January of 2019,
we have implemented several recommendations and continue
to review them as we plan. In FY19, we published principles
on upholding the third place and rolled out new resources forpartners including To Be Welcoming, a 15-course online
curriculum designed to address bias through understanding
the human experience; the course is also available to customers.

Jonesboro, Ga.

© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 9

CREATI NG MEANI NGFUL OPPORT UNITIESCOMMUNITIES

61,000+FY19 PROGRESSOPP ORTUNIT Y YOUTH HIRE D

Goal: Hire 100,000 Opportunity Youth by the end of 2020
These hiring commitments are intended to welcome new partners
from communities that may experience barriers to employment.
The FY19 status for Opportunity Youth is a decrease from the FY18
status due to an identified technical error.

~28,000 VS PE TOEURSAENS SHAI RNEDDM I L I T A R Y
Goal: Hire 25,000 veterans and military spouses by 2025

7.5B

$

SPENT WITH DIVERSE SUPPLIERSSINCE 2000

Goal: Stimulate economic development in the communities
Starbucks serves while delivering high-quality products andservices
Starbucks Supplier Diversity and Inclusion program drives
inclusion of qualified women-, minority-, people with disabilities-,
veteran-, LGBTQ- and small (8(a) and HUBZone)-owned
suppliers throughout our supply chain. To continue these efforts,
we will focus on suppliers of all sizes and will include mentorshipcomponents to assist suppliers in developing to a point where
they can succeed as a Starbucks supplier.

We met our military hiring goal six years early, with a new goal set
to hire 5,000 veterans and military spouses annually. More detailon our military commitment is here.

~2,100 R E F U G E E S H I R E D
Goal: Hire 10,000 refugees globally by 2022
We continue to collaborate with other employers to share
best practices and build partnerships with refugee-serving
organizations. Starbucks EMEA has hired refugees in 12 countries
across the region in partnership with local non-governmentalorganizations.

New York

DallasCrestview, Fla.

© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 10

STRE NGTH ENI NG OUR COMMUNITIESAt Starbucks we take actions to strengthen our communities by listening, supporting, investing anduplifting in meaningful ways – whether that’s the neighborhoods that host our stores, or the regionsthat grow our coffee. In late FY19 at Starbucks Leadership Experience, we rolled out new resources andtools to empower 12,000 store leaders in the U.S. and Canada to serve their communities in ways thatalign to Starbucks global social impact priorities and are also locally relevant. We’ve seen success fromthis especially during the COVID-19 pandemic, with examples tracked here.

COMMUNITY SUPPORT16

COMMUNITY STORESFY19 PROGRESS

20M+

M E A L S D O N AT E D I N T H E U.S. , W I T H ~6 0 %O F E L I G I B L E S T O R E S P A R T I C I P AT I N G

Goal: Open Community Stores in 15 diverse, low to medium
income urban communities in the U.S. by the end of 2020

Goal: Rescue 100% of food available to donate in all U.S.
company-operated storesWe’ve invested globally in 16 Community Stores, 14 in the U.S., one
in South Korea, and one in Thailand, which provide extra services
and resources specific to their communities. In the U.S. in FY19,
new stores opened in Dallas, Birmingham, Ala. and Jonesboro, Ga.,
with an expanded commitment in early 2020 to operate 100 ofthem by 2025.

Starbucks FoodShare program in the U.S., which launched in 2016
in partnership with Feeding America, packages eligible unsold
food and provides meals to food banks and mobile pantries. As ofJune 2020, we’ve now donated more than 25 million meals, withrecent spikes as food bank needs increase. We continue to learn
from the many logistical challenges of ongoing perishable fooddelivery as we increase the scale of this program.

65

Internationally, similar programs exist in several markets, including
a FoodShare launch in Canada in FY19 and food waste programs in
13 countries across EMEA.

M I L I T A R Y F A M I LY S T O R E S I N T H E U.S.

Our Military Family Stores create a welcoming space to bring active
duty military and their spouses together with their communities.

3

S I G N I N G S T O R E S G L O B A L LY

Our Signing Stores are designed to provide employment
opportunities for deaf and hard of hearing people and drive
greater connection within that community.

1,500+

COFFEE WITH A COP EVENTS IN
S TA R B U C K S S T O R E S S I N C E 2 0 17

Goal: Promote dialogue, empathy and stronger neighborhoods
through by building relationships with law enforcement andfirst responders
Building trusted relationships with law enforcement is an
important part of sustaining a welcoming and safe environment
in its stores. Starbucks has continued to build relationships andtrust with law enforcement through alliances with nationalorganizations as well as interactive Coffee with a Cop events.

© 2020 Starbucks Coffee Company. All rights reserved.

San Antonio

2019 Starbucks Global Social Impact Report | 11

STRE NGTH ENI NG OUR COMMUNITIEST H E S TA R B U C K S F O U N D AT I O NSERVICE FELLOWS PROGR AM LAUNCH

Goal: Test an innovative community service model
After a successful test in FY19, we expanded The Starbucks
Foundation Service Fellows program, in which 100 Starbucks
hourly store partners in 20 cities work 20 hours in their store eachweek while spending another 20 hours with a local nonprofit.
The program is catalytic in communities that need support andprovides an opportunity for Starbucks partners to build local
nonprofit capacity and further serve their communities.

FY19 PROGRESS~ $16M I N G R A N T S
Goal: Strengthen local communities
The Starbucks Foundation provided nearly $16 million in grants in
FY19, including:• $1M toward disaster relief• Nearly 500 Neighborhood Grants in the U.S. and Canada
totaling more than $700K• 63 Opportunity for All Grants totaling $1.4M• $ 2M generated during holiday giving to 8 nonprofit
organizations• Origin grants as detailed on page 5Internationally, The Starbucks Foundation invested in programs
that promote opportunity, from refugee employment programsin Europe to youth-focused grants in partnership with the
Alsea Foundation across multiple Latin American markets.
In the U.S., The Starbucks Foundation has a partnership with theAmerican Red Cross supporting disaster preparedness, response
and recovery in the U.S. Responses in FY19 included those to
Hurricane Dorian and mass shootings in El Paso and Dayton.
The Starbucks Foundation’s Neighborhood Grants help build
sustained local impact and inspire increased partner volunteerism
with nonprofit organizations that work in our communities.
This program was launched in FY19, inviting hundreds of store
managers to nominate local nonprofit organizations that aremeaningful in their communities. Similarly, The Starbucks
Foundation awarded Greener Apron grants to multiple
environmental organizations submitted by Greener Aproncertified partners.

Santa Cruz, Calif.

The Starbucks Foundation’s Opportunity for All Grants help
support organizations creating pathways to lifelong opportunityand programs, which create job and training opportunities forpeople who may face barriers.
The Starbucks Foundation celebrated the holiday season by
matching customer donations to eight nonprofit partners throughthe Match the Magic campaign.

© 2020 Starbucks Coffee Company. All rights reserved.

2019 Starbucks Global Social Impact Report | 12

ABOU T TH IS REPORTSCOPEI N F O R M AT I O N I N T E G R I T Y

Our Global Social Impact report for fiscal 2019 focuses on thegoals in our three key social impact areas: leading in sustainability,
creating meaningful opportunities and strengthening ourcommunities. We’ve also included links to information andresources publicly available at stories.starbucks.com andstarbucks.com regarding financial, corporate governance work,
workplace and diversity policies and performance, because thesecommitments are directly tied to our business.

Starbucks management is responsible for the preparation andintegrity of the information reported for fiscal 2019. Through asystem of internal controls, including a comprehensive verification
process involving internal subject matter experts, we believe
this information accurately represents our global responsibility
activities and performance results for the fiscal year. Externalverification over specified metrics is provided by Moss Adams LLP.

Starbucks is committed to United Nations Sustainable
Development Goals and uses these goals as a lens for our social
impact programs and collaborations with others. Based on our
stakeholder engagement efforts, we also believe these areas areimportant to our customers, our partners, non-governmentalorganizations (NGOs) and investors.

F O R WA R D - L O O K I N G S TAT E M E N T S

REPORTING YEAR
Starbucks fiscal year 2019 (October 1, 2018 through September 29,2019), unless otherwise noted.
CURRENCY
All references to currency are in U.S. dollars, unless otherwise
noted.
PREVIOUS REPORTS
Starbucks has produced an annual global social impact reportsince 2001. Previous annual reports are available on our website.
We also submit performance and data to key industry-recognizedreports such as the Dow Jones Sustainability Index and the Carbon
Disclosure Project annual carbon emissions report.

© 2020 Starbucks Coffee Company. All rights reserved.

Our reporting on global responsibility for fiscal 2019 includes
forward-looking statements about the company’s business andits future business plans, initiatives, goals and objectives. These
forward-looking statements are based on currently available
operating, financial and competitive information and are subject
to a number of significant risks uncertainties. Actual future results
may differ materially depending on a variety of factors including
impact of COVID-19 on our business operations; regulatory
measures or voluntary actions that may be put in place as a resultof COVID-19, coffee, dairy and other raw material prices andavailability; successful execution of the company’s blueprint for
growth and other strategies; cost reduction and other initiatives;and other risks detailed in the company’s filings with the Securities
and Exchange Commission, including the “Risk Factors” sectionof Starbucks Annual Report Form 10-K for the fiscal year ended
September 29, 2019 and Starbucks Quarterly Report on Form
10-Q for the fiscal quarter ended March 29, 2020. The company
assumes no obligation to update any of these forward-looking
statements.
S TAY U P -T O - D AT E
Follow @starbucksnews on Twitter for the latest information.

2019 Starbucks Global Social Impact Report | 13