OURFISCAL 2023

PARTNERENVIRONMENTALFA RM E R
COMMUNITYCUSTOMERSHAREHOLDER
PROMISESSTARBUCKS GLOBALMMXXIII

report2023 Global Impact Report 2©2024 Starbucks Corporation.

2023 Global Impact Report 3

MESSAGE FROM LAXMAN

Starbucks has always been a different
kind of company. We’re on a journey
to unleash the limitless possibilities of

As we report on the company’senvironmental and social impact in
FY23, we are proud of the progress
we have made. More than ever, we
can be a force for positive action.

human connection.
In fact, our new mission, launched in 2023, is centered on this –With every cup, with every conversation, with every community,
we nurture the limitless possibilities of human connection.
In pursuit of this mission, we established ambitious promises toall our critical stakeholders. These represent the mutual success
we commit to, together.
As this report details, when Starbucks is at its best, we promise:— To bridge to a better future for our partners.
— To uplift the everyday for our customers.
— To help ensure the future of coffee for all for our farmers.
— To contribute positively to each of our communities.
— To give more than we take from the environment.
— To generate enduring long-term returns for our shareholders.

Our mission, these promises, andour values all underscore ourcommitment to a new era ofStarbucks, which will go evenfurther to serve our partners andthe world around us.
For more than 20 years, we havereviewed our performance with
the Starbucks Global Impact
Report. We approach this workwith the same commitment totransparency, intentionality, andaccountability our partners bringto their work every single day.

From investing in our partners
through world-class benefits andprograms to making it easier forour customers to use reusable
cups and working with farmers to
support a healthy coffee future, we
see an opportunity to evolve andmodernize the core of who we are
as a brand and a business.
And an opportunity to better
meet the needs of today — andof our future.
With gratitude and optimism,
LaxmanLaxman Narasimhan
chief executive officer©2024 Starbucks Corporation.

2023 Global Impact Report 4

O U R 2 0 2 3 G LO B A L I M PAC T R E P O RT

This report provides an overview of our environmental and social impact strategies
and annual progress during fiscal year 2023 (FY23). While this report is not an
exhaustive summary of our efforts, it helps demonstrate the integration between
our business and our promises to our most important stakeholders: partners(employees), the environment, farmers, communities, customers, and shareholders.
This report also includes data tables that reflect our progress against our goals.
A comprehensive view of our progress and reports since 2001 is available here.

©2024 Starbucks Corporation.

2023 Global Impact Report 5

TA B L E O F CO N T E N T S

6our partner promise

12 our environmental promise
17 our farmer promise
21 our community promise
25 our customer promise
28 our shareholder promise

Progress Report Data Tables					34Environmental Footprint Data Tables				47

Human Rights Data Tables					52Environmental, Social and Governance Priorities		

55

About This Report							59External Verification Assurance Letters			

61

STARBUCKS

2023 Global Impact Report 6

our

PA RTNE R
promiseGLOBALBRIDGE TO A BETTER FUTURE

I M PAC T
FISCAL 2023

REPORT©2024 Starbucks Corporation.

STARBUCKSO U R PA RT N E R P R OM I S E

At our best, we are building a bridge to a better future for ourpartners (employees) through thoughtful and intentional
investments rooted in partner feedback and experiences.
We are furthering our mission, promises and values bycreating an elevated partner experience around the world.

2023 Global Impact Report 7

We are committed to being a leading retail employer and to uplift,
inspire and engage our team members by supporting their careers
and lives — from industry-leading benefits to our expansive training
and development programs to our commitment to inclusion,
diversity and equity. Investing in our partners is what drives our
success. Creating opportunities for partners to grow is important to
the foundation of the Starbucks brand and builds long-term value
for all our stakeholders. And our top priority is to ensure partners
feel supported and empowered through robust safety trainings, clear
policies and procedures and by creating safe and welcoming stores.
In FY23, Starbucks took meaningful action to expand our partner
offerings. We continued to invest in world-class benefits, programs
and initiatives that reflect partner feedback and best support theirindividual well-being and goals. To build a more consistent andhigh-quality work experience, we support internal growth, ensuring
our partners have flexibility and training to develop their careers,
supported by their managers. We want our partners to bring
their authentic selves to their work, so we strive for a diverse andinclusive workplace that fosters a strong sense of belonging.

GLOBALI M PAC T
FISCAL 2023

REPORTPut simply, we help partners access quality healthcare, attend
college, contribute to their communities, plan for retirement, savefor emergencies, support their families and more. Our promise is
to offer a bridge to a better future that supports each partner’s
individual journey — at Starbucks and beyond. Together, we are
creating the future of Starbucks, building on a long, rich heritagethat has endured for more than 50 years.
©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E
2023 Global Impact Report 8

Bridge to a better future

Benefits & Compensation
For decades, Starbucks has offered U.S. retail hourly partners
the best benefits and perks in the industry. For eligible parttime and full-time partners in company-operated U.S. stores,
this includes comprehensive medical, dental and vision
coverage for partners and their families, industry-leading
gender-affirming care, Family Expansion Reimbursement
Assistance, free therapy sessions through Lyra Health, 100
percent upfront tuition coverage for those seeking first-timebachelor’s degrees, equity in the company through annual Bean
Stock Awards and reimbursement of the biennial fee required
for Deferred Action for Childhood Arrivals (DACA) recipients tostay in the DACA program.
The comprehensive benefits package provided by Starbucks
goes well beyond the industry average* and is set apart by its
accessibility to a broad subset of its retail hourly workforce —including anyone working an average of 20+ hours a week.

We have made significant ongoing investments
of more than $1 billion since FY22 to uplift theoverall partner and store experience.

We also offer global Starbucks partners locallyrelevant benefits that help address unique needs
in different parts of the world.

This investment includes bringing the average hourly pay atStarbucks in FY23 to nearly $17.50/hour nationally with a range
of $15-23/hour, compared to a federal minimum wage of$7.25/hour and industry average hourly wage of $13.53/hour.**
Factoring in the value of Starbucks benefits, that number canrise by up to $10 for a total compensation, with benefits, ofapproximately $27/hour, if our partners choose to participate
in all of our benefits. Higher wages, expansion of hours andincreased benefits have resulted in an increased hourly total
cash compensation of nearly 50 percent since FY20, and apositive shift in hourly turnover rates, which are now below
pre-pandemic levels. By the end of FY25, Starbucks in the U.S.
expects to double hourly income as compared to FY20 throughmore hours and higher wages.

In 2017, Starbucks China introduced a first-of-its-kindprogram to provide critical illness insurance for parents ofeligible partners. In 2022, it launched “14th Month Pay,” apioneering initiative giving retail partners an additional
month’s salary as a bonus on top of the 13th month pay they
are eligible for, to be paid out at the end of every financial
year. Last year, in Japan, we increased wages and continue
to offer unique healthcare benefits for partners. Key
initiatives in the U.K. and Europe, Middle East & Africa (EMEA)
regions include free food on shift and an extra holiday.

COM P E N SAT I O N

FY23

Average hourly wage for U.S. hourly partners ($/hour)

17.42% U.S. hourly partners earned above minimum wage

100%

TU R N OV E R

FY23

FY22

Total employee turnover (U.S. and Canada)

58%

65%

*According to the results of a recent Benefit Index analysis conducted by Aon, Starbucks continues to deliver more valuable benefits for retailhourly partners than any of the more than 50 other U.S. companies included in the study, inclusive of Fortune 200 and Fortune 500 companies.
**Fast Food and Counter Workers mean hourly wage, U.S. Bureau of Labor Statistics, May 2022.

Across our global markets, our licensed and joint venture
partners also provide locally-relevant benefits, including inIndia, which became the first food and beverage company
to establish a company-wide, five-day work week for
all partners. The company also provides meaningful
opportunities and comprehensive benefits for partners
including providing a graduation support program to all
full-time and part-time partners. The company offers many
health and wellness programs including free mental andemotional counseling to partners and their family members,
and an optional company-subsidized parental insurance
program. In 2021, the Two-Wheeler Mobility Support
Program was inaugurated in India to help partners purchasea two-wheeler vehicle for professional or personal use,enhancing their independence and commuting experience.
©2024 Starbucks Corporation.

BRIDGE TOO U R PA RT N E R P R OM I S E

2023 Global Impact Report 9

Bridge to a better future

A BETTER

Benefits & Compensation
We offer several signature programs that
support our partners’ growth, development
and long-term success.
For example, through the Starbucks College Achievement Plan
(SCAP), partners can earn their bachelor’s degree online from
Arizona State University (ASU) — with 100 percent tuition
coverage. In FY23, our largest Starbucks SCAP class graduatedfrom ASU, and since the launch of the program, more than
10,000 partners have graduated with their bachelor’s degree
through SCAP. More than 23,400 partners participated in the
program during FY23.

The bridge to a better future includes ourpartners’ financial health.
Starbucks employees are called “partners” for a reason — weoffer every eligible partner the opportunity to share in our
financial success through equity stock, company match forretirement funds and access to financial wellness programs
to help manage student loan debt and save for short-term
needs and long-term planning. Our competitive Future Roast
401(k) retirement plan includes a generous company match,
and we offer partners discounted company stock (S.I.P.) as wellas participation in our equity reward program, Bean Stock. In
addition, we help partners save for the unexpected with help
from My Starbucks Savings, with cash incentives for eligible
partners at key savings milestones.

The reason we are an industry leader in benefits
and compensation is because these investments
are informed by the feedback and ideas we
receive from our partners.

FUTUREIn our constantly evolving economic and social landscape, we
prioritize direct engagement with our partners and routinely
create the space for open and honest two-way conversations.
We have established a cross-functional Support Partner
Experience team, made up of partners across business units.
This team focuses on key areas of opportunity that partners
have identified and deploy regular engagement surveys. The
team also hosts design brainstorms on specific topics sharedin collaboration and learning sessions. The partner surveys
leverage a census approach, with all U.S. and Canada companyoperated partners invited to participate and paid time for retailpartners, including hourly partners, to complete the survey. The
feedback from these surveys is used to inform the overall partner
experience and create opportunities for partners to grow.
PA RT N E R E N GAG EM E N T S U RV E YS

FY23

% partners completed the Partner Experience Survey
U.S. store partners

65%

Canada store partners

53%

North America non-store partners

92%©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E
2023 Global Impact Report 10

Bridge to a better future

Talent Attraction, Development & Training
Our training and educational resources are designed todemonstrate Starbucks as one of the very best employers in
the global retail industry. We are proud to attract, hire, develop
and retain partners who are passionate about furthering our
mission, vision and values.

To ensure that our partners can thrive at work, we
provide extensive training programs including on
the job training hours that support partners fromthe moment they join our team.
For example, the Barista First 30 program is a 41.5-hourtraining program that partners complete in the first 30 daysof employment. This training covers all the foundations ofbeing a Starbucks partner, from mission and culture to theskills needed to serve customers in our stores. Continuous
learning opportunities include 90- and 180-day check-ins
that empower partners to succeed.

Another big, recent investment is the return of
our Coffee Master program for retail partners
in North America.
In the last year, more than 10,000 partners have earned thecoveted Black Aprons, which signifies their deep passion andknowledge for coffee, and their completion of the Starbucks
Coffee Academy course. Coffee Masters in North America
who meet all eligibility requirements can apply for an Origin
Experience trip in Costa Rica. Other Origin Experience
opportunities include Rwanda and Indonesia. During these
trips, partners can fully immerse in the story of coffee “atthe first ten feet” on the farms.
We focus on providing our partners with the training,
experiences, resources and autonomy that they need tosucceed, and we are proud that in FY23, 69% of U.S. retailleadership positions were filled by partners advancing intheir careers within Starbucks.
T RAI NI NG AND DE V E LOPME NT

FY23# training hours for baristas (“Barista First 30”) (hours
per barista)

41.5% U.S. retail leadership roles filled from internal partners

69%©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E
2023 Global Impact Report 11

Bridge to a better future

Inclusion, Diversity & Equity
We pride ourselves in living our mission and values with aclear approach: real inclusion and belonging requires intent
and is not defined only by metrics.
We’re on a journey to create environments globally where
everyone is welcome and feels a sense of belonging. Our
culture has been built on the efforts of a long line of partners
who dared to make Starbucks a different kind of company.
Through their commitment to their communities and one
another, partners have demonstrated anything is possible
when we nurture the limitless possibilities of humanconnection. We continue to make improvements andchanges that are necessary to ensure Starbucks remains adiverse, inclusive, equitable and accessible company.

2023 GLOBALIMPACT REPORTIn the U.S., our goal is to achieve racial and ethnic diversity of atleast 30 percent at all corporate levels and at least 40 percent
at all retail and manufacturing roles by 2025. We also aim toachieve at least 50 percent women working across all corporate
levels, 55 percent women working across all retail roles and30 percent women working in manufacturing roles.
We are proud of the positive strides we’ve made but know
we cannot lose momentum and must move faster to accelerate
the changes necessary for Starbucks to remain a company
where everyone belongs.
R E P R E S E N TAT I O N I N
R ETA I L RO L E S ( U.S. )

FY23

Role

POC

Women

regional vice president

38%

52%

regional director

37%

51%

district manager

36%

60%

store manager

42%

68%

shift supervisor

48%

71%

barista54%

73%

Goal: At least 40% People of Color (POC) representation and 55% womenin all retail roles (regional vice president, regional director, district manager,
store manager, shift supervisor, barista) by 2025

R E P R E SE NTAT I ON I N
E NT E R P R I S E ROLE S ( U.S. )

FY23

Role

POC

Women

senior vice president+

33%

47%

vice president

33%

58%

director

29%

60%

manager

32%

55%

individual contributor

41%

56%

Goal: At least 30% POC representation and 50% women for all enterpriseroles (senior vice president+, vice president, director, manager, individual
contributor) by 2025

R E P R E SE NTAT I ON I N
MANU FACTU R I NG ROLE S ( U.S. )

FY23

Role

POC

Women

director

14%

14%

manager

28%

27%

individual contributor

47%

33%

Goal: At least 40% POC representation and 30% women in all manufacturing
roles (director, manager, individual contributor) by 2025

R E P R E SE NTAT I ON ON
B OAR D OF DI R ECTOR SJANUARY 2024

% board members identifying as POC

55%% board members identifying as female27%©2024 Starbucks Corporation.

TWENTY

TWENT
ourY

2023 Global Impact Report 12

STA R B U C K S

EN V IRO NME NTAL

T H Rpromise
EE
PROGRESS UPDATEGIVE MORE THAN WE TAKE

©2024 Starbucks Corporation.

TWENTY

2023 Global Impact Report 13

O U R E N V I R O N M E N TA L P R OM I S E

At Starbucks, we promise to give more than we take fromTWENTYSTA R B U C K S

the planet. Our comprehensive approach is built on ourcommitment to build a more sustainable, equitable andresilient future for coffee, farmers, communities and ourplanet. Across our company, we are testing and scaling

THREE

innovative solutions to support partners, farmers andcommunities in the face of global climate change.
PROGRESS UPDATE

Our work to fulfill our promise includes driving key investments to
help farmers adapt to climate change impacts and conserving or
replenishing water. Our global footprint requires a global approachthat leverages the expertise and experiences of our partners,
farmers, customers and stakeholders. It’s why we continue
our decades-long work with industry experts, leveraging theirinsights to create and propel scalable solutions across our global
operations, like in our efforts to support the long-term health ofthe dairy industry. It’s why we are continuously working towards
our bold promise to our planet in collaboration with suppliers,
non-profit organizations, industry partners, government, farmers
and customers. And it’s why we take the lead of our partners whocarry forward our promise to the planet every day in our stores byhelping to make every single Starbucks store more sustainable byaddressing our climate, water and waste footprints.
To support ongoing collaboration across sectors, Starbucks is afounding member of Transform to Net Zero, established in FY20.
The initiative works to accelerate the transition to a net zeroglobal economy no later than 2050 by developing and deliveringresearch, guidance and roadmaps to guide businesses in achieving
net zero emissions.
These efforts showcase our decades-long commitment to findsolutions to mitigate the impacts of climate change and ensurea sustainable future of coffee for all.

©2024 Starbucks Corporation.

O U R E N V I R O N M E N TA L P R OM I S E
2023 Global Impact Report 14

Give more than we take2030 Goals
Our vision for the future is to become resource positive.
From storing more carbon than we emit, to reducing andconserving more freshwater than we use and eliminating
waste, we set targets to cut our climate, water and waste
footprints in half by 2030, compared to a FY19 baseline.

Our goals:
Climate: 50% absolute reduction in scope 1, 2
and 3 greenhouse (GHG) emissions representing
all of Starbucks direct operations and value chain.
Water: 50% of water withdrawals will beconserved or replenished across Starbucks direct
operations, stores, packaging and agricultural
supply chain, prioritizing action in high-riskwater basins while supporting watershed health,ecosystem resilience and water equity.
Waste/Packaging: 50% reduction in waste sent
to landfill from stores and direct operations;customer packaging to be 100% reusable,
recyclable or compostable.

Sustainable Future of Coffee
We set ambitious goals because we’re committed tocreating a more sustainable and resilient future forthe planet and the communities we serve.
We are focused on identifying and testing innovative solutions
that we can scale across our global operations and engaging
with our value chain while improving our measurement systems.
P RO G R E S S TOWA R D 203 0 C L I M ATE, WAT E R
A N D WAST E /PAC KAG I N G G OA L S
Climate

Water

Waste/Packaging

8% increase intotal emissions
compared with
FY19 baseline

9% decrease
in total water
withdrawal
compared with
FY19 baseline

13% increase inwaste sent tolandfill comparedwith FY19
baseline(20% decreasein emissions per$ of revenue*compared with
FY19 baseline)(33% decrease inwater withdrawal
per $ of revenue**compared with
FY19 baseline)(16% decreasein waste sent
to landfill per $of revenue***compared with
FY19 baseline)

A healthy supply of coffee requires a healthy planet, but climatechange is making it increasingly difficult for farmers to growhigh-quality coffee. To help ensure the sustainable futureof coffee, we are focusing on reducing our carbon footprint
and conserving water at “the first ten feet” – starting on
coffee farms. We do this by equipping farmers with precisionagronomy tools that help reduce carbon and greenhouse gas
emissions. We are also promoting and distributing climateresistant coffee tree varietals, while protecting and restoring
at-risk forests in key coffee landscapes. See Our Farmer
Promise for more information about this work.

14% of customer
packagingis reusable,
recyclable orcompostable

During the same time period (FY19 to FY23), Starbucks total net
revenues have increased by 36%.****		

As part of our work to refine and update our 2030 goals in
FY23, we added specific targets for packaging, including
updating 100% of Starbucks customer packaging to bereusable, recyclable or compostable.

*Calculated as total emissions per $ of consolidated net revenues, expressed as the percentage change from FY19 to FY23.
**Calculated as water withdrawal per $ of consolidated net revenues, expressed as the percentage change from FY19 to FY23.
***Calculated as waste sent to landfill per $ of consolidated net revenues, expressed as the percentage change from FY19 to FY23.
****Source: Starbucks 2023 10-K, Starbucks 2019 10-K.

©2024 Starbucks Corporation.

O U R E N V I R O N M E N TA L P R OM I S E
2023 Global Impact Report 15

Give more than we takeCups & Packaging
Starbucks is on a mission to lead the charge in reducing
single-use packaging, and we’re taking bold steps, leveraging
our test-and-learn approach to redefine convenience forour customers. Our vision is clear: we aim to empower ourcustomers to make environmentally conscious choices during
every Starbucks visit around the world, whether they’reenjoying their coffee in the café, zooming through the drivethru or using mobile order and pay.

Making it easier for customers to use reusable
cups is one of the ways Starbucks plans to reduce
single-use cup waste in our stores.

GIVE

We’re working towards a future where every Starbucks
customer can order and enjoy a beverage served in a reusable
cup — either one they bring or one we provide. Startingin 2024, customers in all Starbucks stores across the U.S.
and Canada will be able to use their personal reusable cup
wherever they order, including in café, drive-thru or mobile
order and pay.

MORE THAN

Inspired and informed by partners around the world, Starbucks
has also conducted reusable cup tests in more than 25 markets
around the world with more planned in the year ahead. In
FY23, Starbucks tested a 100 percent reusable and returnable
cup model in 12 stores in California. This program provides
customers with a store-issued returnable cup to enjoy theirdrink wherever they wish, then return the cup to a kiosk atparticipating Starbucks locations. The cup will be professionallywashed and sanitized, ready to be used again.

*In FY23, we launched a new hot cup in the U.S. that includes 30 percent post-consumer
recycled fiber and will continue to roll out this hot cup across U.S. stores.

In addition to testing and implementing models forreusable cups, we are making progress to improve
the sustainability of our single-use cups.
In FY23, we launched a new hot cup in the U.S. that includes
30 percent post-consumer recycled fiber. Less paper isused to make the cup, and less plastic is used to line it. From
recycling to reusables, our sustainability journey has been
driven by bold aspirations and a comprehensive approach.
We’ve set an ambitious goal for our customer facing
packaging to be 100% reusable, recyclable or compostable;
sourced from 50% recycled materials; and made using 50%
less virgin fossil fuel derived sources by 2030.
Our ambitions, business and goals for reducing waste areglobal. To bring about sustainable change for our planet, wehave joined the Business Coalition for a Global Plastics Treaty.
The Coalition, led by World Wildlife Fund (WWF) and the Ellen
MacArthur Foundation, is supporting the development andnegotiations of a United Nations Global Plastics Treaty toaccelerate progress around the world.
P ROGR E S S TOWAR D S U STAI NAB LE PACKAGI NG

FY23% of customer packaging that is reusable, recyclable orcompostable

14%% of customer packaging made from recycled or renewablematerials

24%% change in virgin fossil fuel derived materials in customer
packaging from FY19 baseline

11%% post-consumer (PCR) fiber in hot cups (U.S.)*30%©2024 Starbucks Corporation.

O U R E N V I R O N M E N TA L P R OM I S E
2023 Global Impact Report 16

Give more than we takeGreener Stores
A Starbucks store is certified as a “Greener Store” when it
meets robust standards, as verified by a third-party auditor,
across eight environmental impact areas: water stewardship,partner engagement, energy efficiency, waste diversion,
renewable energy, responsible materials and sites andcommunities. The standards were developed in partnershipwith World Wildlife Fund (WWF) and SCS Global Services. In
FY23, we certified 6,091 Greener Stores. We are proud toannounce significant international expansion of our Greener
Store program in 2023, with the aim to have 10,000 Greener
Stores across our global business in 2025.
The inaugural global Greener Stores of the Year is awarded
across our six regions to celebrate stores exceeding ininnovation and environmental impact. The 2023 regional
winners will be announced in the Spring of 2024.

Our promise to support our planet goes beyond
our own business.
That’s why we launched the Greener Store Practitioner courseon the Starbucks Global Academy to make the Greener
Stores program accessible to retailers and the general publicaround the world. The course features educational content
on sustainability that is broadly applicable and shares thefundamental structure of Greener Stores. Starbucks willtranslate the course into multiple languages through 2024 andis committed to sharing insights through the Starbucks Global
Academy platform as we continue to scale the program globally.

Renewable electricity projects at our Greener Stores
represent just one way we are working to support
the growth of green energy.
We work to spur development of new renewable electricity
and energy storage facilities through direct investment andlong-term contracts that ensure project financing. We alsopurchase renewable energy certificates from new and existing
facilities. For example, in October 2023, Starbucks announced apartnership with NineDot Energy in New York City in support ofthe state’s goal to deploy 1,500 megawatts of battery storageby 2025. The projects will deliver cleaner air to the city’scommunities by displacing generation from peaking power
plants. In FY23, Starbucks also expanded its roster of onsite
solar and hosted electric vehicle charging stations that provide
familiar, reliable, clean and safe places to recharge for ourcustomers and their battery-powered vehicles.
P ROGR E S S OF GR E E NE R STOR E S P ROGRAM

FY23# Greener Stores certified in North America

5,488# Greener Stores certified in international regions603# total Greener Stores certified globally

6,091

Goal: Build and operate 10,000 Greener Stores globally by 2025.

*In previous years, we reported this metric as “renewable energy”. We’ve updated to “renewable electricity” to clarify its original scope.

P ROGR E S S ON R E NE WAB LE E LECT R I CI TY U S E*

FY23

% renewable electricity use globally(company-operated facilities globally)

77%©2024 Starbucks Corporation.

2023 Global Impact Report 17

FISCAL 2023

our

FA RME R
promiseENSURE THE FUTURE OF COFFEE FOR ALL

I M PAC T
REPORT

STA R B U C K S

GLOBAL©2024 Starbucks Corporation.

2023 Global Impact Report 18

F OI USRCFA
L 2023
ARMER PROMISE

We work with more than 450,000 farms that grow the

As we move to become a truly global company, we have aunique opportunity to enhance lives by promoting ethical andsustainable practices globally. Driven by our industry-leading
Coffee and Farmer Equity Practices (C.A.F.E. Practices) verification
program, with over 450,000 participating farms, we help
support farmers and their families and ensure that our supply
chain promotes sustainable and transparent growing practices.

highest quality Arabica coffee in the world. Our promise
to farmers is that we will always work to ensure asustainable future of coffee for all, underscoring thedecades-long commitment that we’ve made to coffee
farmers and farming communities.

I M PAC T
REPORT

STA R B U C K S

GLOBAL

Coffee farmers and farming communities are already feelingthe impacts of climate change and our warming planet. We areproud to invest in regenerative agriculture, reforestation, forest
conservation and water replenishment to support a healthy
coffee future. With that in mind, Starbucks is focused on helping
farmers get the financing they need to support their businesses
and families in rapidly changing conditions. We also provide
coffee trees that can help farmers adapt to the impacts ofclimate change and increase their productivity over the longterm. We are also working to conserve and restore the foreststhat are critically important to agriculture systems.
At our best, we promise to ensure a sustainable future of coffee
for all through a comprehensive approach that centers andrespects our farming communities and the planet we share.

©2024 Starbucks Corporation.

O U R FA R M E R P R O M I S E
2023 Global Impact Report 19

Ensure the future of coffee for all

Ethical Sourcing of Coffee

Global Farmer Support

We are proud to have developed one of the coffee industry’s
first set of ethical sourcing standards in 2004 in collaboration
with Conservation International. C.A.F.E. Practices is averification program that measures farms against economic,
social and environmental criteria, all designed to promotetransparent, profitable and sustainable growing practices while
also protecting the well-being of coffee farmers, their families
and their communities. C.A.F.E. Practices helps Starbucks workwith farmers to create a long-term supply of high-quality
coffee while positively impacting the lives of coffee farmers
and their communities.

Starbucks future is directly linked to the livelihoodsof farmers, their families and their communities,
so we take seriously our responsibility to care forthe people who are part of the coffee journey.

ET H I CAL SOURC ING O F CO FFEE

FY2 3

% Starbucks coffee ethically sourced and verified throughC.A.F.E Practices

99.7%

Starbucks operates ten Farmer Support Centers in coffeeproducing countries around the world. Our agronomists workwith farmers to learn and implement the latest findings andbest practices in agronomy, quality and social responsibility.
Through the Farmer Support Centers, farmers gain access
to updated water conservation methods, new varietals of
disease-resistant coffee trees and advanced soil management
techniques, including promotion of coffee shade canopy.
Working one-on-one with farmers in the field, supporting
co-ops and suppliers, Starbucks agronomists build upon
traditional growing methods to help the next generation of
farmers improve the quality, productivity and profitability of
their crops while supporting the implementation of C.A.F.E.
Practices across Starbucks coffee supply chain globally.
Since first offering financing in 2000, the Starbucks Global
Farmer Fund has supported the business financing needs offarmers to help ensure a sustainable, long-term source ofcoffee. Farmers often cannot access traditional business loans
because of excessive interest rates and stringent minimum
qualifications. The loans offered through our Global Farmer
Fund enable farmers to plant new trees, enhance theirinfrastructure and bolster their financial stability in the faceof changes in climate and markets. Our goal is to supply $100
million in farmer loans by the end of 2025.

FARME R SU P P ORT CE NT E R S

FY23# Farmer Support Centers10# people trained with advanced agronomy techniques>56,000# Model Farms (cumulative as of FYE)

>120

GLOBAL FARME R FU ND

FY23$ loans deployed from the Global Farmer Fund since
inception (as of FYE) ($ millions)80.8$ loans deployed from the Global Farmer Fund since FY18
(as of FYE) ($ millions)

65.8©2024 Starbucks Corporation.

O U R FA R M E R P R O M I S E
2023 Global Impact Report 20

Ensure the future of coffee for all

Sustainable Future of Coffee
By 2030, Starbucks is aiming to achieve carbon-neutral green
coffee and conserve water usage in green coffee processing
by 50%. Our work in FY23 focused on refining the methods we
use to calculate the carbon and water footprint of green coffee.
This foundational work is crucial for accurately tracking ourprogress in the years ahead.

Water stewardship and soil health are importantparts of our strategy.
To achieve this, we are supporting the transition to sustainableeco-wet mills to separate the fruit of the coffee cherry fromthe coffee bean while conserving water and increasing
efficiency for farmers. We are also working alongside
farmers to gain deeper knowledge about soil nutrition
requirements by promoting soil sample analysis and tailoring
recommendations about soil nutritional needs. These efforts
have the potential to reduce on-farm carbon emissions andincrease the productivity of crops.

Climate-resistant coffee trees are a critical part ofour effort to help farmers adapt to climate change.
Since making the commitment to distribute 100 million coffee
trees by 2025, Starbucks has now distributed more than 80
million of the next generation of climate-resistant coffee
trees in El Salvador, Guatemala and Mexico. Additionally, in
Colombia, we provide coffee seedlings to farmers and havedelivered more than 53 million seedlings as of FY23.

Protecting and restoring forests addresses a
serious threat to coffee farms and communities
around the world.
In FY23, Starbucks continued its efforts to protect andrestore forests that are impacted by land-use change anddeforestation. These agroforestry efforts will help remove
carbon and support a carbon neutral pathway while also
benefiting freshwater ecosystems and coffee communities.
Sustainable agricultural practices include preserving andenhancing biodiversity. To further advance our transparency,
we will conduct a material biodiversity impact assessment withrespect to our coffee supply chain, to be completed by the endof our 2025 fiscal year and performed in accordance with theTaskforce on Nature-related Financial Disclosures framework.
S U STAI NAB LE AGR I CU LTU R E

FY23# soil samples processed (cumulative as of FYE)

>30,800

Goal: Achieve Carbon-Neutral Green Coffee by 2030.
# eco-wet mills contracted (cumulative as of FYE)

<1,500

Goal: Conserve water usage in green coffee processing by 50% by 2030.

2023 GLOBALIMPACT REPORT©2024 Starbucks Corporation.

2023

2023 Global Impact Report 21

REPORT
our
STARBUCKSCOMMUNITY
promiseCO N T R I BUT E P O S I T I V E LY

P R O G R E S S U P DAT E©2024 Starbucks Corporation.

2023
OUR COMMUNITY PROMISE

2023 Global Impact Report 22

REPORT

Since the beginning, Starbucks has been about morethan coffee. We are a people company, driven by

our belief in the limitless power of human connection.
That’s why we have made a promise to contribute
positively to every community we serve, through our
STARBUCKS

38,000 stores across 86 markets around the world.

Our new mission to nurture human connection recognizes
that connecting with each other is a fundamental humanneed. Study after study indicates high rates of loneliness asa public health concern, and there’s a desperate need fortogetherness. This promise comes to life in our communities
through our partners who know their neighborhoods best,and our customers who bring their knowledge and ideas ascommunity members.
We support every partner to take action as a champion
in their communities, from serving and giving to learningand advocating - recognizing that our partners are
local community leaders who contribute positively andmeaningfully to thousands of communities around the world.
We remain committed to addressing food insecurity andhunger. We build purpose-defined stores that reflect thecommunities we serve and help uplift communities throughunique programming and in-store features. We support small
businesses by increasing access to capital and working withdiverse suppliers across our supply chain. And we invest in
The Starbucks Foundation to drive impact around the world.

P R O G R E S S U P DAT E©2024 Starbucks Corporation.

OUR COMMUNITY PROMISE
2023 Global Impact Report 23

Contribute positively

Our Stores in the Community
Community Stores sit at the heart of our mission to nurture
the limitless possibilities of human connection. These storesare purpose-defined to better support our partners, ourcustomers and our communities in ways that meaningfully
drive lasting connection. To enhance the well-being of all who
connect within our stores, our goal is to reach 1,000 Starbucks
Community Stores globally by 2030.

Community Stores provide economic opportunity,
empower farmers, youth and women as well as
create relevant community programming.
For example, our Military Family Stores aim to uplift the
everyday for active military personnel, Veterans, their families
and surrounding communities. These stores are located onor near major military bases and help provide a sense ofconnection and support for military families who are often far
from their loved ones.
In Starbucks Signing Stores, we work to ensure that our efforts
to uplift the everyday and the Starbucks Experience areinclusive for our partners and customers. These stores arerun by store partners who are proficient in sign language andprovide a space for the Deaf and hard of hearing community toconnect and celebrate Deaf culture through sign language.
In India and Saudi Arabia, female-led stores are a part of ourongoing work to provide opportunities for women. These stores
reaffirm the company’s ongoing commitment to promoting an
inclusive and diverse workforce by empowering women leaders.

Community Champions &Giving Match

Food Waste Reduction &Hunger Relief

Our partners are Community Champions who bring our
Community Promise to life in and around our stores. Throughcivic engagement, volunteerism, community events, donations
and more, Starbucks partners work in big and small ways
to make a positive impact for people and the planet. The
Starbucks Community Champion courses on the Starbucks
Global Academy help anyone interested in making a differencein their communities develop an action plan for good.

Starbucks is committed to reducing food waste
within its operations and supporting hunger
relief in communities.

We aim to multiply the positive contributions ourpartners make in their communities.
One way we do this is through the Starbucks Giving Matchprogram in the U.S. and Canada, which amplifies eligible
financial donations and volunteer time partners make tocommunity organizations. All active Starbucks full- and parttime partners can request up to $1,000 in matching funds
per fiscal year, using any combination of volunteer hours andfinancial donations to qualified nonprofit organizations.

OU R STO R E S I N T H E COMMU N I TY

O PENEDIN FY23

TOTAL O PEN
AS O F FY23

# Community Stores (U.S.)

11

39# Community Stores (international markets)

16

35# Military Family Stores (U.S.)

17

130

# Signing Stores (globally)

4

20

Starbucks FoodShare food donation program was launchedin the U.S. in 2016 and Canada in 2019, in partnership with
Feeding America®, Second Harvest Canada and other hungerrelief organizations. As part of our promises to give more than
we take and contribute positively to the communities weserve, we divert food from waste streams and donate it to help
alleviate hunger. We also work around the world to support
innovations in food waste reduction and scalable sustainable
solutions that increase equitable access to nutritious food inhigh need and underserved communities.

©2024 Starbucks Corporation.

OUR COMMUNITY PROMISE
2023 Global Impact Report 24

Contribute positively

Economic Opportunity
We are working to advance economic opportunity in ourcommunities by working with a diverse range of suppliers
across our business, increasing access to capital for small
business owners and elevating public-private partnerships that
address economic disparities.

Since 1998, Starbucks has created an environment
where diverse suppliers have equal opportunity
to compete for our business.
Our sourcing teams engage with a diverse set of suppliers whoshare our commitment to advancing ethical sourcing and socialand environmental standards. The Starbucks Supplier Diversity
and Inclusion program drives inclusion of qualified businesses
with a focus on suppliers of all sizes and categories, including
small businesses.
In 2021, Starbucks invested $100 million to launch theCommunity Resilience Fund to advance racial equity andenvironmental resilience in neighborhoods with historicallylimited access to capital. As of FY23, we have contributed
over $40 million to the fund. We are working with Community
Development Financial Institutions (CDFIs) and other missiondriven financial institutions because of their deep experience
serving underserved communities. The Fund provides accessto long-term loans intended to support small businesses
and neighborhood projects, including those addressing theinequitable impacts of climate change.

In 2022, Starbucks continued to leverage the power of publicprivate partnerships and joined the Economic Opportunity
Coalition to address economic disparities and accelerate
economic opportunity in historically marginalized communities
by developing and collaborating on new services, programs andproducts that will support deploying resources where they are
most needed.

The Starbucks Foundation
Established in 1997, The Starbucks Foundation isa distinct Section 501(c)(3) charitable organization
under U.S. law and receives funding primarily from
Starbucks Corporation.
The Starbucks Foundation’s mission is to strengthen humanity
by transforming lives across the world, with a focus on
enabling community resiliency and prosperity, and uplifting
communities affected by disaster. Through this work, theFoundation supports domestic and international nonprofit
organizations that deliver impact to coffee growing regions,in Starbucks local hometown of Seattle and in neighborhoods
around the world where Starbucks partners live and work.
In coffee-, tea- and cocoa-growing communities,
Foundation grants address critical needs such as access towater, sanitation and hygiene and economic opportunities.

The Neighborhood Grants and Global Community Impact
Grants programs accelerate hyper-local impact by inviting
Starbucks partners across North America and Starbucks
international business partners to nominate locally-relevantcharities for grants, while inspiring additional support throughlocal connections, volunteerism and co-investment. Youthgrants support underrecognized youth by investing in programs
focused on diversity, equity and inclusion; mentorship andcareer readiness opportunities; and addressing the current
state of social and emotional health in young people. And whendisaster strikes, from the earthquake in Türkiye to wildfires in
Maui, The Starbucks Foundation supports immediate relief andlonger-term recovery needs while also investing in resiliency
efforts to ensure communities are prepared in advance of thenext storm. Learn more about The Starbucks Foundation’s work.
T HE STAR BU CKS FOU NDAT I ON

FY23

$ total grants awarded ($ millions)24©2024 Starbucks Corporation.

STA R B U C K S F I S C A L 2 0 2 32023 Global Impact Report 25

our

UR R
C UO
STOME
promisePROGRESSUPLIFT THE EVERYDAY

2023

U P DAT E©2024 Starbucks Corporation.

2023 Global Impact Report 26

STA R B U C K S F I S C A L 2 0 2 3
OUR CUSTOMER PROMISE

From the original third place to the newest Starbucks
stores, we’re all about connecting and meeting ourcustomers where they are. Our promise to our customers

OUR

is to uplift the everyday, providing a superior coffee
and customer experience every time they visit us.

We celebrate our customers by offering a variety of drinks
and food choices that are as unique as every customer wemeet. Our global stores serve menus that reflect and respect
the people we serve and their beverage traditions. We
are building inclusive and accessible design elements inour stores that help every customer enjoy their Starbucks
experience. And we are witnesses to countless moments ofkindness through the windows of more than 38,000 storesaround the world. We share these moments to uplift the
everyday, and to help build a kinder, braver world.

PROGRESS2023

U P DAT E©2024 Starbucks Corporation.

OUR CUSTOMER PROMISE
2023 Global Impact Report 27

Uplift the everyday

Uplifting the Every Day
Through Kindness​
We aim to not only celebrate coffee, but also to foster
positive connections in our communities. We have theprivilege to see our partners, customers and communities
connect over everyday moments of kindness in ways both big
and small. To help communities recognize kindness that is allaround them, while also reinforcing Starbucks commitment
to creating a culture of belonging where everyone is welcome,Starbucks invited customers and partners to uplift the
everyday through stickers, cards and kind notes in store andvia an augmented reality experience.

Third Place

Inclusive & Accessible Design​

Our mission and promises come to life in our stores,a third place where everyone is welcome, feels asense of belonging and where we can uplift one
another over coffee.

Starbucks is committed to developing, testing and scaling
inclusive design standards and experiences with and forpeople who have lived experience with disability. We areworking to expand this effort across our store portfolio,
starting in the U.S. and then globally, with the goal of
ensuring that physical and digital Starbucks environments
will meet an elevated standard of accessibility by 2030.

Our priority is to create environments in our stores that aresafe, welcoming and kind for our partners and customers.
Through the Third Place Policy, we ask everyone in ourstores to treat others with respect and dignity, free of bias
and discrimination. As a company, we routinely review thepartner and customer experience in our stores, to ensure thestore is thriving, partners are feeling supported, and that weare meeting customer and community needs.

Because we are in the business of fostering humanconnection, we are regularly creating more ways
for customers and partners to communicate bothvisually and audibly, while also offering more tools
to help customers and partners navigate ourphysical store environments.

UPLIFTFor example, since 2021 Starbucks has offered the Aira
service free of charge to our customers who are blind or
have low vision. Customers can use the app to connect withtrained visual interpreters who provide visual information
about their surroundings. Starbucks also offers multiple
formats of the menu including large-print and Braille menus
in all stores in the U.S. and Canada.

THE

E V E RY DAY©2024 Starbucks Corporation.

TWENTY

2023 Global Impact Report 28

T W E N ourTY
S HA RE H OLD E R
G E N E R AT E LO N G -T E R M R E T U R N S

G LO BA L I M PACT R E P O RT

T H Rpromise
EE

STARBUCKS©2024 Starbucks Corporation.

TWENTY

2023 Global Impact Report 29

OUR SHAREHOLDER PROMISE

Our six promises guide our work at every level of the

TWENTY

company. It is our partner promise to help bridge to a

In doing all these things, we generate long-term returns forour shareholders. Each of the six new promises is interrelated
and interchangeable, ensuring mutual success for all.

better future; for our customers, we promise to uplift

the everyday; for our farmers, we promise to ensure thefuture of coffee for all; for our community, we promise

THREE

to contribute positively; for our environment, we
promise to give more than we take.

G LO BA L I M PACT R E P O RTSTARBUCKS©2024 Starbucks Corporation.

OUR SHAREHOLDER PROMISE
2023 Global Impact Report 30

Generate long-term returns

Corporate Governance

Stakeholder Engagement

Global Human Rights

Our Environmental and Social Impact goals are closely tied toour company’s overall strategy. Our Board of Directors assesses
our impact agenda as part of their broader review andoversight of our business and strategy. In November 2023, weannounced the formation of a new Environmental, Partner
and Community Impact Board Committee (Impact Committee).
The Impact Committee will support the Board in fulfilling
its oversight responsibilities required to respond to shifting
regulations and standards, and drive accountability acrossthe environmental, partner, community impact, farmer andcustomer promises. The Impact Committee also has oversightof internal and external reporting tools and assessments,
including the annual publication of this report, and initiatives tostrengthen partner engagement and revitalize partner culture.
In conjunction with the Board and its other committees, theImpact Committee will oversee certain applicable risks. Moreinformation about Corporate Governance on environmental
and social topics is available online and in our Proxy Statement.

In FY23, we engaged in a comprehensive third-party
evaluation to identify and prioritize key environmental,social and governance topics most important to thecompany and external stakeholder groups. This process
aimed to guide Starbucks in focusing our strategy to advanceour mission, promises and values. To do this, we conductedsurveys and interviews across global stakeholder groups
to assess the importance of environmental, social andgovernance topics for Starbucks.

For decades, Starbucks has committed to respecting andprotecting human rights. In 2004, Starbucks joined the U.N.
Global Compact — the world’s largest corporate sustainability
initiative that commits signatories to implement sustainability
principles and support U.N. goals. We also remain committed
to the U.N. Guiding Principles on Business and Human
Rights; OECD Guidelines for Multinational Enterprises;
International Bill of Rights; ILO Core Labor Standards; Women’s
Empowerment Principles; Children’s Rights and Business
Principles; and Framework Principles on Human Rights and theEnvironment. In 2020, Starbucks released our Global Human
Rights Statement, which informs the decisions we make that
impact our relationships with each other, our customers, ourbusiness partners and our communities.

In FY23, we continued implementing our executive
compensation programs, which were updated in 2021 toemphasize our focus on environmental sustainability andbuilding diverse teams. To align with our goal of giving backmore to the planet, the FY23 annual bonus program allocated
7.5 percent of the overall bonus payout for senior vicepresidents and above to results that indicate we are fulfilling our
promise to the planet. Another 7.5 percent was tied to creating
an inclusive environment across our company, emphasizing theimportance of diversity in our workforce for our global success.

Rooted in our commitment to transparency, we are sharing
our environmental, social and governance priorities publicly
with our stakeholders.
Understanding and addressing these key issues are integral
to meeting the expectations of our stakeholders andensuring alignment between our business performance andenvironmental, social and governance impacts. While there
is work being done across all topics, these results will help
inform our program strategies and ESG reporting priorities
going forward.

In FY23, Starbucks completed an independent, third-party
Human Rights Impact Assessment. Starbucks engaged Article
One, a specialized strategy and management consultancy
with expertise in human rights, responsible innovation,and sustainability, to conduct the Human Rights Impact
Assessment of Starbucks policies, procedures and initiatives
related to human rights. The results of that assessment areavailable here. This assessment represents the next step inour journey to identify and assess salient human rights risks
and make key investments to support our partners, farmers,
communities and the environment. As we have in the past, welook forward to continuing to update our stakeholders on ourhuman rights journey and human rights due diligence programin the years to come.

©2024 Starbucks Corporation.

OUR SHAREHOLDER PROMISE
2023 Global Impact Report 31

Generate long-term returns

Working Directly with our Partners
Starbucks is actively collaborating with all partners
to fulfill our Partner Promise to build a bridge to abetter future.
As a company, we respect our partners’ right to organize,
freely associate, engage in lawful union activities and bargain
collectively without fear of reprisal or retaliation. Importantly,
we are committed to engaging in good faith collective
bargaining for each store where a union has been appropriately
certified — and have shared our aim to reach ratified contracts
for union-represented stores in 2024.
As part of our commitment to our partners, all managers areprovided training to help deepen their understanding of labor
issues, National Labor Relations Act (NLRA) requirements andthe rights of our partners to engage in protected activities—andare supported by a nationwide labor relations team establishedin 2022 to reinforce best-practices and ensure our adherence
to company policies and compliance with applicable labor andemployment laws.

As of the end of FY23, 343 U.S. stores had certified union
representation. To provide timely and accurate information andresources on labor activities, we launched the one.starbucks.com
website, which is designed to assist anyone seeking up-to-date
information and resources related to labor initiatives. In FY23,
Starbucks Board of Directors retained an independent thirdparty expert to complete an assessment of its adherence tothe principles of Freedom of Association and the Right toCollective Bargaining. The assessment found that Starbucks has
shown consistent progress since organizing began, and thatstrategic investments in a stronger governance process, moreon-the-ground support, a dedicated labor relations team andmore bespoke management training have had a tangible impact
on the Company’s adherence to commitments made. The full
results of the assessment are available here.

©2024 Starbucks Corporation.

OUR SHAREHOLDER PROMISE
2023 Global Impact Report 32

Generate long-term returns

Ethics & Compliance
Starbucks Ethics & Compliance program aligns with our mission
and values by fostering an environment dedicated to ethicalleadership and business conducted with integrity. We createdour Ethics & Compliance program to ensure it is a trusted
resource for partners.

Our training and communications approach begins
with onboarding new partners tailored to their roleand level.
Quarterly training for all partners covers various Ethics &Compliance topics and risk areas, such as Anti-Harassment,
Anti-Discrimination, Insider Trading and Conflicts of Interest.
In FY23, we launched more than 60,000 online courses
to our corporate partners in 20 countries, which included
ten different risk areas. All corporate partners receive
training annually on our Standards of Business Conduct
and Harassment Prevention. As part of retail onboarding,
all partners discuss and review the Standards of BusinessConduct and Speaking Up resources in a one-on-one meetingwith their manager. Upon hire, all new retail management
partners also receive Anti-Harassment training, which must
be completed in the first 30 days. Retail managers in the U.S.
and Canada receive annual online renewal training of riskrelevant topics and in 2023 achieved a 99% completion rate
on a custom Harassment Prevention course. We also newly
launched training to partners in our Farmer Support Centers inseven different countries.

Starbucks Global Anti-Bribery Standard and related policies
and procedures provide critical guidelines regarding doing
business with third parties, government officials, and stateowned/controlled companies, and set forth clear expectations
regarding bribery and corruption. We reinforce this throughregular partner communications, and last year we provided
online training to partners globally.
Partners are empowered to ask for guidance and voice concerns
when they experience or see conduct that is inconsistent with
our Standards of Business Conduct, company policies or Mission
and Values. An independent third party manages our Ethics &Compliance Helpline and Webline, both of which allow partners
and others to ask questions and voice concerns 24 hours aday, seven days a week, with interpreters available. Reports
may be made anonymously and are treated in a confidential
manner. We are committed to providing safe, confidential andaccessible channels to all individuals connected to Starbucks,
while maintaining a strict Anti-Retaliation Policy in compliancewith our Global Human Rights Statement.

Starbucks captures concerns raised and assigns
cases to be investigated by or with the oversight ofan Ethics & Compliance investigator.
The Ethics & Compliance investigations team strives to bringcases to closure within 45 to 60 days, based on complexity. In
FY23, Ethics & Compliance completed investigations of 4,731
inquiries and concerns received primarily through our Helpline
and Webline. Of the investigations completed, 45 percent were
substantiated as a violation of standard or policy. When an
investigation is complete, Ethics & Compliance shares findings
with the individual(s) who reported the concern. Dependingon the findings of the investigation and the severity of any
substantiated wrongdoing, there are a number of possible
outcomes to an investigation, including coaching, retraining,
written documentation or separation from employment.
Ethics & Compliance topics are regularly reinforced throughleadership messages, our online community and other crossfunctional channels. Regular reports are made to the Audit andCompliance Committee of the Board of Directors, including
formal sessions multiple times each year.

©2024 Starbucks Corporation.

2023 Global Impact Report 33©2024 Starbucks Corporation.

2023 Global Impact Report 34

STARBUCKS

progress report
data tables

GLOBALI M PAC T
REPORTFISCAL 2023

©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E

progress report data tables

Bridge to a better future2023 Global Impact Report 35

Benefits
COMPE NSATION

FY2 3

FY2 2

STAR BU CKS GLOBAL ACADEMY | CO NT INU ED

Average hourly wage for U.S. hourly partners ($/hour)

17.42

17.00

Community Champion% U.S. hourly partners earned above minimum wage

100%

100%

STAR BUCKS COLLEGE ACHIEVEMEN T P LA N

# partners graduated with college degree (during FY)<2,300>2,100

FY23

FY22# course enrollments<1,600—# course completions

<400

—

Greener Apron

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

# course enrollments>15,300>15,000# partners graduated with college degree (since program inception, as of FYE)

<11,400>9,100# course completions<9,200<9,900# partners participating (as of FYE)

>23,400>23,000

Starbucks Coffee Academy# course enrollments<153,500<150,000# course completions>94,900>96,900# course enrollments

2,600<3,000# course completions

<500

>300

Training & Development

Third Place Development Series

TA L ENT ATTRACTION , D EVELO PMENT & TRA IN IN G

FY2 3

FY2 2

Total number of baristas hired in the U.S.

<105,600>160,000% of U.S. retail leadership roles filled from internal partners

69%

60%

Total employee turnover (U.S. and Canada)

58%

65%

# training hours for baristas (Barista First 30) (hours per barista)

41.5

42

Goal: 100,000 total enrollees in To Be Welcoming to cultivate inclusion, diversity andequity awareness.

# partners selected to travel to Hacienda Alsacia for Origin Experience

>900

800

# course enrollments

STA RBUCKS GLOBAL ACA D EMY

To Be Welcoming<36,700>21,000

We exceeded our goal of enrolling 100,000 cumulative learners in FY22, and remain committed
to offering the course to partners, customers and community members through the Starbucks
Global Academy.

Coffee Masters# enrollments<7,000<2,500# course completions>25,600>12,000# course completions (earned the Black Apron) (during FY)<6,800<1,500% enrollees who are partners

61%

81%

# course completions (earned the Black Apron) (since inception, as of FYE)

<10,100>4,500©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E

progress report data tables

Bridge to a better futurePartner Engagement
PA RT NE R ENGAGEMEN T S URVEYS

Inclusion, Diversity & Equity
FY2 3

FY2 2

RACI AL & SOCI AL EQU I TY GOALS & R E P R E SE NTAT I ON*

FY23

FY22

Representation of women in retail roles (U.S.)% partners completed the Partner Experience Survey
U.S. store partners

65%

43%

Canada store partners

53%

54%

North America non-store partners

92%

86%

# Partner Networks (globally)

32

26# Partner Networks (U.S.)

13

12

Active regional chapters (U.S.)

116

114

PA RT NE R NETWORKSCIV I C ENGAGEM E NT RESOURCES# partners using civic education resources(via Starbucks FuelOurDemocracy.com site)2023 Global Impact Report 36

Goal: At least 55% women in all retail roles (regional vice president, regional director,
district manager, store manager, shift supervisor, barista) by 2025.
regional vice president

52%

63%

regional director

51%

50%

district manager

60%

61%

store manager

68%

68%

shift supervisor

71%

71%

barista73%

73%

Representation of POC in retail roles (U.S.)<23,000>17,000

Goal: At least 40% People of Color (POC) representation in all retail roles (regional vice president,
regional director, district manager, store manager, shift supervisor, barista) by 2025.
regional vice president

38%

31%

regional director

37%

32%

district manager

36%

33%

store manager

42%

39%

shift supervisor

48%

47%

barista54%

53%

Our commitments to achieving diverse representation in our retail, manufacturing and corporate roles andequity in pay across race and gender in the U.S. and globally in company-operated markets reinforce our
promises to build bridges and create environments where all are welcome. There is still more to be done,
and we are committed to taking further actions toward tangible and lasting change.
*Use our interactive tool to view additional demographic data of Starbucks partners.

©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E

progress report data tables
RACI AL & SOC IAL EQUITY GOA LS & REP RES ENTAT I O N | CO N T I N U E D

Bridge to a better future

FY2 3

FY2 2

Representation of women in enterprise roles (U.S.)RACI AL & SOCI AL EQU I TY GOALS & R E P R E SE NTAT I ON | CO NT INU ED

2023 Global Impact Report 37

FY23

FY22

Representation of women in manufacturing roles (U.S.)

Goal: At least 50% women for all enterprise roles (senior vice president+, vice president,
director, manager, individual contributor) by 2025.

Goal: At least 30% women in all manufacturing roles (director, manager, individual contributor)
by 2025.

senior vice president+

47%

57%

director

14%

14%

vice president

58%

55%

manager27%

29%

director

60%

59%

individual contributor

33%

33%

manager

55%

55%

individual contributor

56%

55%

Representation of POC in enterprise roles (U.S.)
Goal: At least 30% POC representation for all enterprise roles (senior vice president+, vicepresident, director, manager, individual contributor) by 2025.
senior vice president+

33%

27%

vice president

33%

30%

director

29%

27%

manager

32%

31%

individual contributor

41%

38%

Our commitments to achieving diverse representation in our retail, manufacturing and corporate roles andequity in pay across race and gender in the U.S. and globally in company-operated markets reinforce our
promises to build bridges and create environments where all are welcome. There is still more to be done,
and we are committed to taking further actions toward tangible and lasting change.

Representation of POC in manufacturing roles (U.S.)
Goal: At least 40% POC representation in all manufacturing roles (director, manager, individual
contributor) by 2025.
director

14%

29%

manager

28%

30%

individual contributor

47%

43%

Our commitments to achieving diverse representation in our retail, manufacturing and corporate roles andequity in pay across race and gender in the U.S. and globally in company-operated markets reinforce our
promises to build bridges and create environments where all are welcome. There is still more to be done,
and we are committed to taking further actions toward tangible and lasting change.
Representation of age in total workforce — retail (U.S.)
under 30

82%

82%

30–50

16%

15%

above 502%

3%

under 30

9%

18%

30–50

70%

61%

above 50

22%

20%

Representation of age in total workforce — enterprise (U.S.)©2024 Starbucks Corporation.

O U R PA RT N E R P R OM I S E

progress report data tables
RACI AL & SOC IAL EQUITY GOA LS & REP RES ENTAT I O N | CO N T I N U E D

Bridge to a better future

FY2 3

FY2 2

Representation of age in total workforce — manufacturing (U.S.)

2023 Global Impact Report 38

DI SAB I LI TY I NCLU S I ON

FY23

FY22

Score on the Disability Equality Index

100%

100%

Representation of U.S. workforce self-identifying with disability

under 30

17%

17%

30–50

57%

52%

retail %14%

14%

above 50

26%

32%

enterprise %

11%

11%

% board members identifying as POC

55%

38%

manufacturing %

11%

13%

% board members identifying as female

27%

25%

R E FU GE E S U P P ORT

G LO BAL EQUITY IN PAY

Goal: Hire 10,000 refugees globally by 2022.

Goal: 100% gender and racial pay equity in the U.S.*# Refugees hired in U.S., Canada and EMEA (during FY)<1,100>1,100>5,500>4,000% gender pay equity in the U.S. (for similar work)

100%

100%

# Refugees hired in U.S., Canada and EMEA (cumulative as of FYE)

% racial pay equity in the U.S. (for similar work)

100%

100%

% gender median pay ratio in the U.S.

96%

100%

While we did not meet our goal of hiring 10,000 refugees globally, we remain committed to the
refugee community and staying transparent with partners, customers and stakeholders on our progress.
Our support goes beyond employment opportunities to include funding to support humanitarianassistance, resources and services that help refugees find safety and rebuild their lives.

% racial median pay ratio in the U.S.

100%

100%

—

—

Goal: 100% gender equity in pay globally for company-operated markets.
% gender pay equity in global company-operated markets (for similar work)

Goal: Hire 5,000 Veterans and military spouses annually in the U.S.

In FY23, in our global company-operated markets, we have achieved gender equity in pay in Canada,
Japan, Switzerland and Austria.
SU PP ORTING LGBTQ IA2 + PA RTNERS

Representation of U.S. workforce self-identifying as LGBTQIA2+
retail %37%

36%

enterprise %

18%

22%

manufacturing %

12%

11%

100%

100%

Score on the Human Rights Campaign Corporate Equality Index

V ET E RANS & MI LI TARY FAMI LI E S*Pay metrics can fluctuate throughout the fiscal year. Our pay equity strategies go beyond compliance. Read more about how Starbucks
is addressing the gender pay gap here.

# Veterans and military spouses hired>2,800<4,600

Our intentional hiring commitments are intended to welcome new partners across Starbucks roles
from communities that may experience barriers to employment. While we did not meet our goal ofhiring 5,000 Veterans and military spouses in FY23, we continued our support of military and Veterancommunities through our donations to nonprofit organizations that serve these communities, and our
Military Family Stores. We strive to meet our hiring commitments by fostering deep connections to themilitary and Veteran communities.

©2024 Starbucks Corporation.

O U R E N V I R O N M E N TA L P R OM I S E

progress report data tables

Give more than we take2030 Goals
CL I MATE

Cups & Packaging
FY2 3

FY2 2

Goal: 50% absolute reduction in scope 1, 2 and 3 greenhouse (GHG) emissions representing all ofStarbucks direct operations and value chain by 2030.
% change in total emissions from FY19 baseline

8%9%In March 2021, Starbucks GHG reduction goal was validated as science-based by the SBTi, which
confirmed our target is aligned with a 1.5 degree Celsius pathway.

R E DU CI NG PACKAGI NG WAST E

FY23

FY22

30%

10%

Goal: 20% recycled content in our hot cups by 2022.
% post-consumer (PCR) fiber in hot cups (U.S.)

We exceeded this goal in FY23 with the launch of a more sustainable hot cup in the U.S. that uses
30% post-consumer recycled fiber and less plastic in the liner.
Goal: Double the use of reusable cups from 2016–2022.

WAT ER

Goal: 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 by 2030.
% change in total water withdrawal from FY19 baseline

-9%

-9%

$ to support new and ongoing water stewardship projects ($ millions)

>1.1

<2

In August 2021, we announced an expanded water target increasing the projected water conserved or
replenished and catalyzing holistic watershed health improvements in high risk basins. In 2022, Starbucks
began a water replenishment program, funding eight projects in eight global priority watersheds.
WASTE

Goal: 50% reduction in waste sent to landfill from stores and direct operations compared with FY19
baseline by 2030.
% change in waste sent to landfill from FY19 baseline

2023 Global Impact Report 39

13%% beverages sold in reusable cups (global company-operated stores)

2%

>1%

Goal: Starbucks customer packaging will be sourced from 50% recycled materials by 2030.
% of customer packaging made from recycled or renewable materials

24%

23%

Goal: 100% of Starbucks customer packaging will be reusable, recyclable, or compostable by 2030.
% of customer packaging that is reusable, recyclable or compostable

14%

12%

Goal: 50% reduction in virgin fossil fuel derived sources for customer packaging from FY19 baselineby 2030.
% change in virgin fossil fuel derived materials in customer packaging from
FY19 baseline

11%

10%

5%

See page 47 for detailed environmental progress.
To meet our ambitious 2030 goals, we are focused on identifying and testing innovative solutions
that we can scale across our global operations and engaging with our value chain while improving ourmeasurement systems.

©2024 Starbucks Corporation.

O U R E N V I R O N M E N TA L P R OM I S E

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Give more than we take2023 Global Impact Report 40

Greener Stores
PLASTIC S — E LLEN MACA RTHUR FOUN DATIO N G LO BA L COMM I TM E N T

FY2 3

FY2 2

Goal: Take action to help eliminate problematic or unnecessary plastic packaging by 2025.
Reducing plastic packaging——

Goal: Take action to move from single-use towards reuse models where relevant by 2025.
——

Goal: Take action for 100% of plastic packaging to be reusable, recyclable or compostable by 2025.
% of plastic packaging reusable, recyclable or compostable

27%

22%

Goal: Use 10% recycled content across all plastic packaging by 2025.
% post-consumer recycled content used in plastic packaging

4%

4%

FY22

# Greener Stores certified in North America

5,488

3,508

# Greener Stores certified in international regions603

4# total Greener Stores certified globally

6,091

3,512

% renewable electricity use globally (company-operated facilities globally)

77%

71%

% U.S. company-owned facilities powered by renewable electricity

100%

100%

% Canada company-owned facilities powered by renewable electricity

100%

100%

% EMEA company-owned stores powered by renewable electricity

100%

100%

% Japan company-owned facilities powered by renewable electricity

100%

—

R E NE WAB LE E LECT R I CI TY U S E*

Goal: 100% renewable electricity for global operations by 2020.

*In previous years, we reported this metric as “renewable energy”. We’ve updated to “renewable electricity” to clarify its original scope.

Goal: 20% reduction of virgin plastic packaging by 2025 (compared to FY19).
% change in virgin plastic packaging materials from FY19 baseline

FY23

Goal: Build and operate 10,000 Greener Stores globally by 2025.

We have deployed several initiatives to reduce our waste footprint as part of the Ellen MacArthur
Foundation Global commitment. Building on Starbucks elimination of traditional plastic straws acrossretail stores globally in FY21, Starbucks completed the roll-out of straws made from polyhydroxyalkanoate(PHA), a non-fossil fuel derived plastic that is home compostable, in the U.S. in FY22. In Canada, Starbucks
rolled out wood cutlery and paper straws in FY22 and continued research and development to bring new
products to market in FY23-25.

Moving from single-use towards reuse models

GR E E NE R STOR E S

3%

-1%

©2024 Starbucks Corporation.

O U R FA R M E R P R O M I S E

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Ensure the future of coffee for all

2023 Global Impact Report 41

CoffeeFARM ER SUPPORT C EN TERS

FY2 3

FY2 2

DI GI TAL T RACEAB I LI TY

FY23

FY22

# Farmer Support Centers

1010# bags of coffee traced using online traceability tool

<211,000>43,000# people trained with advanced agronomy techniques>56,000>31,000# unique visitors accessing online traceability tool

<102,000>122,000# Model Farms (cumulative as of FYE)

>120

>70

ET HI CAL SOU RCI NG OF COFFE E

CL I MATE- RE SISTAN T CO FFEE TREES

Goal: Committed to source and verify 100% of Starbucks coffee ethically through C.A.F.E. Practices.

Goal: Provide 100 million trees to farmers by 2025.

% Starbucks coffee ethically sourced and verified through C.A.F.E. Practices

99.7%

98.2%

>450,000>400,000>30,800<14,700# climate-resistant coffee trees distributed globally (millions)

<11.1

<10

Average # farms participating in C.A.F.E. Practices# seedlings provided for farmers (millions) (cumulative as of FYE)

>53

<33.6*CAR B ON R E DU CT I ON I N GR E E N COFFE E

Goal: Achieve carbon-neutral green coffee by 2030.

CH I LD CARE CE NTER S FO R FA RMING FAMILIES# new childcare centers opened (during FY)

5**5# soil samples processed (cumulative as of FYE)

We continue to refine the methodology we use to calculate the carbon and water footprint of green
coffee. This work is critical to our goals and connects directly with industry efforts to reduce carbon
and water use in coffee processing.

G LO BAL FARM ER FUN D

Goal: Supply $100 million in farmer loans by the end of 2025.
$ loans deployed from the Global Farmer Fund (cumulative as of FYE)($ millions)80.8$ loans deployed from the Global Farmer Fund (since FY18) (as of FYE)($ millions)

65.8

80.8

WAT E R CONS E RVAT I ON I N GR E E N COFFE E

Goal: Conserve water usage in green coffee processing by 50% by 2030.
65.8

SU PP LIER LISTS# eco-wet mills contracted (cumulative as of FYE)

<1,500>1,300

List of coffee suppliers

We continue to refine the methodology we use to calculate the carbon and water footprint of green
coffee. This work is critical to our goals and connects directly with industry efforts to reduce carbon
and water use in coffee processing.

List of tea suppliers

FOR E ST CONS E RVAT I ON & R E STORAT I ON

List of cocoa suppliers

Hectares of forests protected<1,3001,000

To advance our transparency, for the first time, Starbucks has published its coffee, tea and cocoa supplierlists. The lists represent suppliers that supplied to Starbucks during FY23.

Hectares of forests restored

>300

>200

# native trees distributed by Global Farmer Support Centers>156,200

38,000*FY22 value has been restated.
**FY23 value represents new centers operating during FY23.
©2024 Starbucks Corporation.

O U R FA R M E R P R O M I S E

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Ensure the future of coffee for all

2023 Global Impact Report 42

FY2 2

FY23

Other Goods & Services
R ESPONSIB LE SOURCING FO R TEA

FY2 3

Goal: Committed to 100% responsibly sourced tea.
% tea sourced by the global tea sourcing team that is Rainforest Alliancecertified

FY22

Goal: 100% cage-free eggs and egg products in company-operated stores globally.
99.7%

99.7%

As our sustainability journey continues, 99.7% of Tea (Camelia Sinensis) sourced by our global tea sourcing
team was from Rainforest Alliance Certified tea gardens, while investing directly in projects in tea
communities that support gender empowerment, water, sanitation and hygiene (WASH), youth
education and environmental sustainability.
R ESPONSIB LE SOURCING FO R CO COA% cage-free eggs (U.S. and Canada company-operated stores, inclusiveof branded products supplied to licensee business partners)

100%

100%

% cage-free eggs (EMEA and U.K. company-operated stores)

99.9%

99.9%

In Asia markets where Starbucks operates, such as China and Japan, cage-free egg production is limited
and supply is not yet widely available. Starbucks remains committed to increasing cage-free egg supply
in all company-operated stores globally, in partnership with industry stakeholders.
Goal: Serve only poultry raised without the routine use of medically important antibiotics in allcompany-operated U.S. stores by 2020.

Goal: Committed to responsibly sourced cocoa.
Total weight of Rainforest Alliance certified and segregated cocoa beanssourced directly from Cargill and indirectly through OFI (metric tons)

ANI MAL WE LFAR E

21,79012,000*We are proud to increase the amount of responsibly sourced cocoa in our supply chain in FY23. We remaincommitted to supporting resilient livelihoods for cocoa producers and their families, and collectively
working towards eliminating the risks of child labor and cocoa-driven deforestation.
Read more about Starbucks cocoa sustainability efforts here.

% poultry raised without routine-use of medically important antibiotics(U.S. company-operated stores)# factory assessments conducted

400

>300

# factories in program<1,500—% transparency into factories assessed

95%

97%

# factory workers<121,300>87,000$ invested in U.S. Dairy Net Zero Initiative (during FY) ($ millions)22$ invested in U.S. Dairy Net Zero Initiative (cumulative as of FYE) ($ millions)

6

4

76%

22%

We are committed to making progress in service of our animal welfare-friendly practices and aspirations andwill continually reevaluate our sow housing commitment with key stakeholders in support of our 2030 goal.
Goal: We are committed to improving conditions for broiler chickens and are working with our
suppliers, licensees, and others in the industry to help ensure that by 2024 the chicken we buy for
our U.S. stores is produced in alignment with Global Animal Partnership (GAP) standards as assessedby a third-party auditor.
Broiler chickens

SU STAINABLE DAIRY

100%

Goal: We anticipate meeting our stated goal of 100% group-housed pork by 2024 for Starbucksbranded products in the U.S. and Canada, including those supplied to our licensee business partners
in the U.S. and Canada. Starbucks is phasing out the excessive use of gestation stalls for the sows
(mother pig) in our supply chain by 2030.
% pork defined as “group housed” (U.S. and Canada company-operated
stores, inclusive of branded products supplied to licensee business partners)

R ESPONSIB LE SOURCING FO R MA NUFACTURED G O O D S & S E RV I C E S

99.9%

—

—

We are actively reviewing our broiler chicken commitment to identify the best path forward for
implementation within our supply chain.

Starbucks is committed to invest $10 million in the U.S. Dairy Net Zero Initiative.
*Reported value for FY22 includes volumes sourced directly from Cargill.
©2024 Starbucks Corporation.

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2023 Global Impact Report 43

The Starbucks Foundation
OV ERALL GRANTS

FY2 3

FY2 2

GLOBAL COMMU NI TY I MPACT GRANTS$ total grants awarded ($ millions)

24

17.5

Goal: Award 25,000 hyperlocal grants to support nonprofits by 2030 through the Neighborhood
Grants and Global Community Impact Grants portfolios.

O RI G IN GRANTS

Goal: Empower 1 million women and girls in coffee, tea and cocoa growing communities by 2030.
# women and girls in origin communities positively impacted(cumulative as of FYE)

>474,000$ grants awarded in support of women and girls in origin communities($ millions)<7<3# countries reached by origin grants

97<340,000

NEIG HB ORHOOD GRA NTS

FY23

FY22

# hyperlocal grants made to nonprofits (cumulative as of FYE)

<190

<90

$ grants awarded to impact communities that we serve outside of the U.S.
and Canada ($ millions)

>3.9*

>3.2

# international markets reached

46

42

4.6

<3.8

>1.1

>1.3

DI SAST E R P HI LANT HROP Y$ grants awarded to promote resilience and uplift communities impacted bydisaster ($ millions)OT HE R GI V I NG

Goal: Award 25,000 hyperlocal grants to support nonprofits by 2030 through the Neighborhood
Grants and Global Community Impact Grants portfolios.

$ donations to support refugees ($ millions)# hyperlocal grants made to nonprofits nominated by Starbucks partners(cumulative as of FYE)

>10,000>6,000

These donations reflect support for refugee communities which are included in the overall grant total.

$ hyperlocal grants awarded to nonprofits nominated by Starbucks partners($ millions)

>5.1

4.5

# nominations by Starbucks partners>39,000>29,000# youth impacted (cumulative as of FYE)

<700,000>375,000$ grants awarded to U.S. organizations serving youth nationally ($ millions)3

1.2$ donations to support LGBTQIA2+ communities>700,000>700,000

These donations reflect support for LGBTQIA2+ communities which are included in the overall grant total.
*This value includes donations from licensee business partners amounting to $900,000.

YOUTH GRANTS©2024 Starbucks Corporation.

OUR COMMUNITY PROMISE

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2023 Global Impact Report 44

Company Programs for Community Support
COMMUNITY STORES

FY2 3

FY2 2

Goal: Open 100 U.S. Community Stores by 2025.

FOOD WAST E R E DU CT I ON & HU NGE R R E LI E F | CO NT INU ED

FY23

FY22

weight of food diverted from waste streams in Canada (millions lbs)

>1.3

>1

>1.3

>1

>11.6

>10

# Community Stores in the U.S. opened in FY

117# meals donated in Canada (millions) (1 lb = 1 meal)# Community Stores in the U.S. opened cumulatively as of FYE

39

28

Goal: Reinvest $100M into hunger relief efforts by 2030.

# Community Stores in International Markets opened in FY

16

8$ invested in hunger relief efforts in FY ($ millions)# Community Stores in International Markets opened cumulatively as of FYE

35

19$ invested in hunger relief efforts cumulatively since FY16 (as of FYE) ($ millions) <72.6

MILI TARY FAM ILY STO RESCOMMU NI TY R E SI LI E NCE FU ND

Goal: Open 250 Military Family Stores by 2025 with 100 of these new stores on military bases (U.S.).

Goal: Invest $100 million in 12 cities by 2025.

# Military Family Stores opened in FY

17

33$ invested in the Community Resilience Fund (cumulative as of FYE) ($ millions)# Military Family Stores opened cumulatively as of FYE

130*

111

OUT R EACH WOR K E R P ROGRAM

SI G NING STORES# Signing Stores globally opened cumulatively as of FYE

2016

FOO D WASTE RE DUCTIO N & HUN GER RELIEF

>60.9

40

21

# cities (cumulative as of FYE)

88

# customer engagements<15,800>12,000# referrals to stabilizing programs>2,600>1,800

Goal: Reduce food waste by 50% by 2030.
% company-operated stores in the U.S. with FoodShare food donation
program available

100%

100%

% company-operated stores in Canada with FoodShare food donation
program available

100%

100%

weight of food diverted from waste streams in the U.S. (millions lbs)

9.4

<13

# meals donated in the U.S. (millions) (1.2 lbs = 1 meal)

7.8

<11

*Two additional stores opened prior to FY23, that were not previously accounted for, have now been captured in count.

©2024 Starbucks Corporation.

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COMMUNITY CHAM P IO N S P RO GRAM

FY2 3

FY2 2

# partners engaged as Community Champions (U.S. and Canada)*<17,000<17,000# community events participated in (U.S. and Canada)<5,400<4,000# partner volunteer hours (U.S. and Canada)>153,800>71,000# partners engaged as Community Champions (international)>21,300>26,000# community events participated in (international)<600>1,000# partner volunteer hours (international)<253,700>72,000

>1.8

<1.5

$ spend with Tier 1 diverse suppliers during FY ($ billions)

>1

0.9

$ spend with Tier 1 diverse suppliers - cumulative since 2000, as of FYE($ billions)

>10

<9

# jobs supported by supplier diversity program during FY>8,600>7,200$ labor income: total direct, indirect and induced economic impact fromsupplier diversity program ($ billions)

<1.8

>1.5

2023 Global Impact Report 45

G I V I NG M ATC H PRO GRAM

$ donated by Starbucks to nonprofit organizations through the Giving Matchprogram ($ millions)
SU PP LIER DIVERSITY & IN CLUS IO N

Goal: $1.5 billion in Tier 1 diverse supplier spend by 2030.

Goal: Allocate 15% of paid media investment to minority-owned and targeted media companies.
% of paid media investment with minority-owned and targeted media
companies

22%

18%

*In the U.S. and Canada, engaging as a Community Champion is defined as taking action by participating in a community event,volunteering time or making a personal financial donation to a nonprofit.

©2024 Starbucks Corporation.

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Generate long-term returns

2023 Global Impact Report 46

COMPANY POLIC IE S & RESOURCES

For additional company policies and resources, please visit the ESG Reporting Hub.
ET H I CS & COM PLIAN CE

FY2 3

FY2 2

% completion of Harrassment Prevention training by retail management(U.S. and Canada)

99%

96%

# completed investigations of inquiries and concerns>4,700—% investigations substantiated as a violation of standard or policy

45%

—

343

232

WOR KING DIRECTLY W ITH OUR PA RTNERS# union represented stores (U.S.)©2024 Starbucks Corporation.

GLOBALI M PAC T
environmental
R E P O R T footprint

2023 Global Impact Report 47

STARBUCKS

data tables

FISCAL 2023
©2024 Starbucks Corporation.

environmental footprint data tables

2023 Global Impact Report 48

Annual update of environmental performance:1, 2, 3 The following metrics represent detailed reporting ofStarbucks environmental performance in FY19, the baseline year for our 2030 environmental targets, FY22, andFY23. Methodological updates and data improvements reflected in the FY23 metrics were applied to the FY19 andFY22 results, which will differ from the data previously reported.
The scope of these data is global unless otherwise noted; Direct operations refers to an
operational control boundary, inclusive of company owned stores, corporate offices,and manufacturing and distribution facilities; This includes global wholly-owned andpartially-owned subsidiaries over which Starbucks has management and operational
control. Direct operations excludes licensed stores.			

1

ENERGY CONSUM PT IO N (MWh)

FY1 9

FY22

FY23

Total Energy Consumption, direct operations4

2,528,246

2,590,598

2,695,583

Total purchased electricity, direct operations

1,938,962

1,993,936

2,095,815

71%

71%

77%

589,284

596,662599,768

G R EEN HOUSE GAS EMIS S IO N S (MTCO2e)6, 7

FY1 9

FY22

FY23

Scope 18

376,745404,148

401,722

Percent renewable
Total fuel consumed, direct operations5

We have updated the methodologies used to develop our environmental inventories;
These updates included improved data quality and availability, changes to emissions
and water factors, and other methodological changes.			

2

Where possible, reported data aligns with our fiscal year. In some cases, for example
utility bills, the data aligns to the nearest month rather than the exact fiscal year end
and start dates.			

3

In gigajoules, total energy consumption in FY23 equals 7,544,934 GJ, and total fuelconsumed in FY23 equals 2,159,164 GJ.

4Fuel types consumed include natural gas, stationary diesel and gasoline, propane,
aviation fuel, and mobile vehicle fuel.

5

Scope 2market-based

324,451

294,242285,989

location-based

806,148

789,425

835,477

sub-total scope 1 + 2 market-based emissions

701,196698,390687,711

Starbucks calculates greenhouse gas emissions in accordance with The Greenhouse Gas
Protocol: A Corporate Accounting and Reporting Standard (The GHG Protocol) and uses
global warming potential (GWP) values from the Intergovernmental Panel on Climate
Change (IPCC) Fourth Assessment Report (AR4); Some Scope 3 GHG emission factor
sources utilize IPCC Fifth Assessment Report (AR5) GWP values. More detailed climaterelated disclosures are available in Starbucks CDP Report.			

6

FY23 data have been third-party verified by Burns and McDonnell; Their report isavailable on page 62.

7

Global refrigerant emissions exclude emissions associated with global offices and nonretail facilities outside the United States and Canada.

8

©2024 Starbucks Corporation.

environmental footprint data tables

2023 Global Impact Report 49

Scope 3 emissions utilitize Scope 2 location-based emissions values.		

9

G R EEN HOUSE GAS EMIS S IO NS (MTCO2e)6, 7 | CONT I N U E D

FY1 9

FY22

FY23

1 – Purchased goods and services10 ,11

7,630,113

7,830,633

7,580,045

2 – Capital goods

144,036

168,238

188,855

3 – Fuel- and energy-related activities

176,953

175,861

195,153

Category 1 emissions include land use change (LUC) emissions for purchases of coffee,
tea, cocoa, dairy, food, and other beverage ingredients.

10

Scope 39

Category 1 emissions include the emissions from the goods and services purchasedby Starbucks Corporation; Purchases made by licensees for key commodities areincluded in category 14 as recommended by the GHG Protocol.

11 ategory 6 emissions increased between FY22 and FY23 as global business travelCbegan to rebound to pre-pandemic levels.

12

Starbucks upstream leased assets are considered de minimis.			

13

4 – Upstream transportation and distribution

640,946

683,336

659,692

5 – Waste generated in operations

262,850

275,811

299,098

6 – Business travel12

29,343

13,292

26,566

Starbucks downstream leased assets are considered de minimis.			

14

Total GHG emissions from fluid dairy purchases are inclusive of fluid dairy categorizedin scope 3 category 1 and category 14, and include estimated LUC GHG emissions
associated with these purchases.			

15

Total GHG emissions from green coffee purchases are inclusive of estimated LUC GHG
emissions associated with these purchases included in scope 3 category 1.

16

7 – Employee commuting

615,170

707,180

579,557

8 – Upstream leased assets13

Not relevant

9 – Downstream transportation and distribution

293,096

510,801

542,480

10 – Processing of sold products

167,793

162,823

175,815

11 – Use of sold products

59,772

57,81746,075

12 – End-of-life treatment of sold products

175,345

167,255

170,09013 – Downstream leased assets14

Not relevant

14 – Franchises

2,355,277

2,928,468

3,084,939

15 – Investments

213,820304,167

343,722

subtotal scope 3 emissions

12,764,514

13,985,681

13,892,085

13,465,710

14,684,071

14,579,796

Percent of total GHG emissions from fluid dairy purchases15

18%

16%

18%

Percent of total GHG emissions from green coffee purchases16

15%

13%

11%

Total emissions (scope 1 + 2 market-based + 3)

Percent change in total emissions from FY19 baseline

8%©2024 Starbucks Corporation.

environmental footprint data tables

2023 Global Impact Report 50

 ater withdrawal from stores is calculated using both primary data and estimations;W
Where primary data are not available, water withdrawal is estimated by applying
an average water withdrawal factor derived from withdrawal at U.S. and Canada
company-owned stores.			

17

WAT ER WITHDRAWA LS ( MEGA LITERS ) 7

FY1 9

FY22

FY23

Total water withdrawal

5,634,337

5,113,174

5,132,983

22,853

23,81824,021

Not calculated

29%

30%

Direct operations17, 18
Percent water withdrawn from high-risk basins19

Starbucks withdraws water strictly from local water utilities or similar relevant entities,
and as such, all of our water withdrawals are categorized as sourced from third-party
water. 			

18

Refers to water withdrawals from facilities located in regions of high or extremely-highbaseline water stress as defined by WRI Aqueduct tool, which was used to conduct our
global water risk assessment.			

19

Indirect: licensed stores

17

Percent water withdrawn from high-risk basins19
Indirect: packaging and agricultural commodities purchased20, 21

17,52522,24524,484Not calculated

45%

46%

5,593,958

5,067,111

5,084,478

Percent change in total water withdrawal from FY19 baseline-9%

OPERATIONAL WASTE ( THOUSA N D METRIC TO N S ) 7, 22

FY1 9

FY22

FY23

Total weight of non-hazardous operational waste

1,163

1,236

1,367

Direct operations generated23

845

916

1,018

Percent organic

52%

53%

52%

Percent diverted24

28%

29%

31%

318

320

349

Percent organic

56%

57%

58%

Percent diverted24

20%

21%

22%

26%

27%

28%

Indirect: generated in licensed stores25

Percent total non-hazardous operational waste, diverted24

Water withdrawal from packaging and agricultural commodities is estimated using
country-level or regional water scarcity data from the World Food Lifecycle Database(WFLDB). Reporting of this category aligns with our GHG inventory, scope 3, category 1.

20

Water withdrawals for green coffee are based on direct water withdrawals and water
consumption factors from WFLDB.

21

We are not reporting on waste discarded by customers out of our stores and instead
have expanded our reporting of packaging materials.			

22

Reporting of this category aligns with the GHG inventory, scope 3, category 5.

23

We measure waste diverted away from landfill or incineration as waste materials
recycled, remarketed, composted, donated, or sold to be processed into animal feed.

24

Licensed store non-hazardous waste generation is estimated based on companyowned store information; This does not include construction and demolition wasteor electronic waste; Reporting of this category aligns with the GHG inventory, scope 3,
category 14.			

25

©2024 Starbucks Corporation.

environmental footprint data tables

2023 Global Impact Report 51

Data represent packaging materials used in our direct operations and licensed stores
and all other packaging materials purchased by Starbucks Corporation. 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 are partof their commitments and reporting.

26

PACKAGING M ATE RIA LS ( THOUSA ND METRIC TON S ) 26

FY1 9

FY22

FY23

Total weight of packaging material

319

330

345

Percent of packaging made from recycled or renewable materials

25%

29%

28%

Percent of materials recyclable, compostable or reusable

48%

47%

49%

Direct: total weight of packaging materials purchased by Starbucks Corporation27

208

220

226

Indirect: total weight of packaging materials purchased by licensees for Starbucks
retail operations28

110

109

119

Total weight of plastic packaging materials29

125

130

137

118

117

122

Total weight of virgin plastic packaging materials
Percent change in virgin plastic packaging materials from FY19 baseline

Reporting of this category aligns with packaging materials reported in the GHG
inventory under scope 3, category 1.			

27

Reporting of this category aligns with packaging materials reported in the GHG
inventory under scope 3, category 14.			

28

FY19 and FY22 inventories have been recalculated to align with methodology changes
and data quality improvements made as part of the FY23 inventory; These results may
differ from what has been previously submitted to Ellen MacArthur Foundation Global
Commitment and WWF ReSource Plastic and we anticipate restating these metrics inour 2023 reporting to these organizations.			

29

3%

In assessing the recyclability of our portfolio, Starbucks has aligned with the New
Plastics Economy 2022 Recycling Rate Survey results.			

30

Percent of plastic packaging that is reusable, recyclable or compostable30

30%

22%

27%

Percent of post-consumer recycled content used in plastic packaging

3%

4%

4%

145

167

172

Customer packaging is packaging designed to accompany a customer transaction.

31

Total weight of customer packaging31

In reporting for this category, “other” material includes aluminum, steel, glass, textile,and wood.			

32

Starbucks defines virgin plastic packaging material as any plastic material that is neither
biobased nor made with recycled content.			

33

Total weight of customer packaging - paper

70

77

78

Total weight of customer packaging - plastic

75

89

92

Total weight of customer packaging - other32

0

1

1

Percent of customer packaging that is reuseable, recyclable, or compostable

10%

12%

14%

Percent of customer packaging made from recycled or renewable materials

19%

23%

24%

Percent change in virgin fossil fuel derived materials in customer packaging
from FY19 baseline33

11%©2024 Starbucks Corporation.

2023 Global Impact Report 52

STARBUCKSFISCAL 2023

GLOBALI M PAC T
REPORT

human rights
data tables©2024 Starbucks Corporation.

human rights data tables

2023 Global Impact Report 53

CoffeeStarbucks ethical sourcing program for coffee, C.A.F.E. Practices, requires each supply
chain to undergo reverification regularly. Today the program represents more than
450,000 farms around the world. A nonconformity as reported in this table is abreach of any one of Starbucks zero tolerance indicators. Multiple nonconformities
could be identified in a single location. The number of participating entities change
year to year, which may impact the number of reported nonconformities on anannual basis. For each zero tolerance non-conformity brought to our attention
through C.A.F.E. Practices, we require swift action by our suppliers and our onthe-ground, third-party partners to pursue corrective actions, including, whereappropriate, providing remedy for the impacted individuals. Due to the seasonal
nature of coffee production, some zero tolerance indicators may only be closed
during the harvest period when the majority of temporary workers are present andtherefore fully closing these indicators may require waiting until the next coffee
harvest. In the event a zero tolerance indicator cannot be resolved in a timely andcomprehensive manner, a supply chain will be considered Non Compliant and not
eligible for C.A.F.E. Practices approval until resolution is possible.

ZE RO-TOLE RANCE I NDI CATOR

FY23

FY22

# Nonconformities related to wage practices

89

89# Nonconformities related to traceability requirements

42

68# Nonconformities related to child labor

59

54# Nonconformities related to labor intermediaries

413# Nonconformities related to transparency requirements

2

1# Nonconformities related to banned pesticides

56

23# Nonconformities related to forced labor, abuse, or unethical recruitment
practices513# Nonconformities related to deforestation

12

7

Total # nonconformities

269

268

% of FY22 nonconformities that have been remediated or closed by theend of the fiscal year

88%

30%*

34%

—

*The FY22 remediation % has been restated to align with fiscal year dates.
% of FY23 noncomformities that have been remediated or closed by theend of the fiscal year

©2024 Starbucks Corporation.

human rights data tables

2023 Global Impact Report 54

Manufactured Goods & Services
Our ethical sourcing program includes our standards for manufactured goods andservices, including beverages, food, merchandise, equipment, furniture and logistics
providers. Our program includes on-site factory assessments to identify potential or
actual violations. Commitment to continuous improvement is the cornerstone of ourprogram and we work with our suppliers to remediate identified violations.

ZE RO-TOLE RANCE I NDI CATOR

FY23

FY22

# Nonconformities related to wage practices

20

21# Nonconformities related to transparency requirements

66# Nonconformities related to access denial into facilities for audits andinspections

2

1# Nonconformities related to health and safety, including direct andimmediate endangerment

00# Nonconformities related to environmental impact

20# Nonconformities related to forced labor

16# Nonconformities related to child labor

51# Nonconformities related to abuse and harassment

00

Total # nonconformities

36

35% of FY22 nonconformities that have been remediated or closed by theend of the fiscal year

80%

26%*

42%

—

*The FY22 remediation % has been restated to align with fiscal year dates.
% of FY23 noncomformities that have been remediated or closed by theend of the fiscal year

©2024 Starbucks Corporation.

FISCAL 2023

GLOBALI M PAC T
REPORT

2023 Global Impact Report 55

environmental,social andgovernancepriorities

STARBUCKS©2024 Starbucks Corporation.

environmental, social and governance priorities

In FY23, we engaged in a comprehensive thirdparty evaluation to identify and prioritize key
environmental, social and governance topics
most important to the company and external
stakeholder groups.
This process aimed to guide Starbucks in focusing ourstrategy to advance our mission, promises and values.
To do this, we conducted surveys and interviews acrossglobal stakeholder groups to understand the importance ofenvironmental, social and governance topics for Starbucks.
The assessment was conducted in addition to Starbucks
Enterprise Risk Management (ERM) program. While
stakeholders’ viewpoints on the relative importance ofenvironmental, social and governance issues may be
informed in part by risks for Starbucks to manage, thepurpose of this assessment is to identify priority topics onwhich Starbucks should focus.

While Starbucks believes that the environmental, socialand governance issues described in this Impact Report areimportant, we currently do not believe that such issues arematerial to our financial results and results of operations,
except to the extent referenced in our Annual Report on
Form 10-K and subsequent 10‑Q filings. This Impact Report
also contains human capital measures or objectives that
may be different from or are in addition to the humancapital measures or objectives that Starbucks is required todisclose in its Annual Report on Form 10-K. For a discussion
on human capital measures or objectives that Starbucks
focuses on in managing its business, please see the“Human Capital Management” section in our most recent
Annual Report on Form 10-K.

Understanding and addressing these key issues
are integral to meeting the expectations of our
stakeholders and ensuring alignment between
our business performance and environmental,social and governance impacts.

2023 Global Impact Report 56

Our Priorities
Climate strategy and resilience
Environmentally-responsible sourcing practices
Greenhouse gas emissions and energy efficiency
Packaging
Waste
Water stewardshipCommunity support and engagement
Diversity, equity and inclusion
Human rights within Starbucks operations
Human rights within Starbucks supply chain
Nutrition and transparency
Partner attraction, development and culture
Partners (OHS), community and customer safety
Partner relations
Product quality and safety
Corporate governance
Cybersecurity and data privacy
Ethics and compliance

While there is work being done across all topics, theseresults will help inform our program strategies andreporting priorities going forward.

Research, development and innovation
Transparency and stakeholder communication©2024 Starbucks Corporation.

environmental, social and governance priorities

2023 Global Impact Report 57

Environmental Topics

Social Topics

T ERM

D EFINITIO N

T E RM

DE FI NI T I ON

Climate strategy and resilience

Forecasting and adapting to physical transition risks and opportunities
posed by climate change (such as disruptions to supply chain, physicalrisk, price of carbon and natural resource availability) and to help
ensure a sustainable future for coffee.

Community support andengagement

Environmentally-responsible
sourcing practices

Engaging with suppliers, including coffee farmers we source from, tomanage planetary impacts within the supply chain, including: coffee,
fairly produced materials (consider including specific topics - e.g.,
cocoa, timber), reforestation, regenerative agriculture, waste
reduction, and carbon footprint.

Fostering relationships and promoting social vitality in communities
by investing in community-based initiatives such as corporate
giving and community service. Managing relations and engaging
with communities that are impacted economically, socially and/or
environmentally by our operations in an effort to provide benefits tolocal communities, including minority groups.

Greenhouse gas emissions andenergy efficiency

Managing energy efficiency throughout the value chain throughprocesses and operations and utilizing renewable energy; managing,measuring and reducing greenhouse gas emissions across production,
operations, facilities and supply chains.

Diversity, equity and inclusion

Packaging

Improving the sustainability of packaging by transitioning to packaging
that is reusable, recyclable, compostable, or contains recycled content.
This also includes partnering with suppliers and industry organizations
to develop innovative solutions to reduce or eliminate single-use
packaging and improve end-of-life treatment and adapt to local
packaging and circularity regulations.

Attract and retain a diverse workforce and create an inclusive
workplace culture to foster a sense of value and belonging for all
partners, including those who have been historically excluded orunderrepresented (on the basis of race/ethnicity, gender & gender
identify, LGBTQIA2+, Veteran status, disability status, socioeconomic
background, and other diverse identities and lived experiences).
Ensure fair and equitable opportunities for all partners to reach theirfull potential throughout their career journey (hiring, development,
placement, pay, promotion, etc.) Leverage a range of backgrounds,
perspectives, and skills to enhance creativity, innovation, andproblem solving.

Human rights within Starbucks
operations

Supporting compliance with labor laws in our global operations,owned operations, and licensed stores, including with respect tohuman rights (e.g. anti-slavery, no child labor, anti-trafficking), fairlabor practices, traceability, fair purchase practices and diverse
sourcing.

Human rights within Starbucks
supply chain

Assessing and managing human rights issues throughout our supply
chain, including coffee farms we source from and our manufactured
goods supply chain. Work with supply chain partners to adhere to
our standards for supply chain including respect for human rights(e.g. anti-slavery, no child labor, anti-trafficking), fair labor practices,
traceability, fair purchase practices and diverse sourcing.

Nutrition and transparency

Assessing products for health and nutrition impacts, providing customers
with information about products in an understandable format.

WasteManaging the waste generated as a result of our operations, and useof products, maximizing the recycling and reuse of materials, andreducing food waste in our operations.

Water stewardship

Water stewardship is a set of practices – to be used by businesses,
utilities, communities, and others – that promotes and fosters thesustainable and equitable management of freshwater resources.
Water stewardship practices range from water use efficiency at anorganization’s own operations, to engagement with suppliers, to longterm multi-stakeholder river basin projects, and beyond (UN CEO
Water Mandate).

©2024 Starbucks Corporation.

environmental, social and governance priorities
Social Topics

Governance Topics

T ERM

D EFINITIO N

Partner (employee) attraction,
development and culture

Attracting and retaining a wide range of talent. This includes
providing benefits, training and education opportunities, and career
opportunities to partners and enabling programs that incentivize
greater employee wellbeing

Partner (OHS), community andcustomer safety

Keeping partners, customers and community members healthy andsafe and ensuring compliance with regulations as well as conformancewith company policies.

Partner relations

Managing relations between Starbucks and its workers throughfair labor practices that are in compliance with local, regional andnational laws that govern fair pay, working conditions and freedom of
association/collective bargaining by consulting and collaborating with
relevant internal and external stakeholders, and minimizing workflow
disruptions related to issues such as labor unrest or poor
job satisfaction.

Product quality and safety2023 Global Impact Report 58

Ensuring the food we serve has been handled in accordance withfood safety regulations and industry standards and meets our quality
standards. Includes continuously improving food safety management
systems in our operations, and consistently employing safe-foodpractices in preparing food in stores.

T E RM

DE FI NI T I ON

Corporate governance

Providing strong risk management structure and environmental, socialand governance oversight that enables fair and effective governance– including over global markets, licensees, and business partnerships –appropriate oversight, transparency, fair executive compensation, andclear accountability.

Cybersecurity and data privacy

Safeguarding against cyber-attacks, operational disruptions, data
breaches of customer and employee data and security threats.
Managing and protecting personal and financial data by identifying
and proactively addressing vulnerabilities in information systems that
could pose a data breach risk and ensuring appropriate safeguards arein place.

Ethics and compliance

Operating with integrity and complying with relevant regulations andthe highest standards of ethical and lawful conduct with effective
management systems. Developed, documented and implemented
policies and procedures that prohibit bribery and other forms ofcorruption by employees and contractors.

Research, development andinnovation

Remaining competitive in the marketplace through innovative
products and technologies, automation, plant-based substitutes,
traceability, etc.

Transparency and stakeholder
communication

Engaging with stakeholders through sharing open information on
our business practices, work in sustainability, our progress against
our ambitious environmental, social and governance goals, and ourcommitment to the communities we serve.

©2024 Starbucks Corporation.

2023 Global Impact Report 59

ABOUT THIS REPORT

ScopeCurrency

This report provides an overview of our environmental andsocial impact strategies and annual progress during fiscal year
2023 (FY23). While this report is not an exhaustive summary of
our efforts, it helps demonstrate the integration between ourbusiness and our promises to our most important stakeholders:
partners (employees), the environment, farmers, communities,
customers, and shareholders. This report also includes datatables that reflect our progress against our goals.

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

We’ve included links to information and resources publicly
available at stories.starbucks.com and starbucks.com regarding
financial, corporate governance work, workplace and diversity
policies and performance, because these commitments are
directly tied to our business. The geographic scope of alldata points in the report are tracked against U.S. company
operations unless otherwise noted. Starbucks is committed
to United Nations Sustainable Development Goals anduses 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 are importantto our customers, our partners, nongovernmental organizations(NGOs) and investors.

Reporting Year

Previous Reports
Starbucks has produced an annual impact report since 2001.
Previous annual reports and additional resources are available
on our website.

Information Integrity
Starbucks management is responsible for the preparation andintegrity of the information reported for FY23. Through a system
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 and Burns & McDonnell Engineering Inc.

Stay Up-to-Date
Visit stories.starbucks.com for the latest company information.

Starbucks fiscal year 2023 or “FY23” is October 3, 2022 throughOctober 1, 2023, unless otherwise noted.

©2024 Starbucks Corporation.

2023 Global Impact Report 60

ABOUT THIS REPORT

Forward-Looking Statements
Our reporting on global responsibility for FY23 includes“forward-looking” statements within the meaning of applicablesecurities laws and regulations. Generally, these statements
can be identified by the use of words such as “aim,” “anticipate,”“believe,” “continue,” “could,” “estimate,” “expect,” “feel,”“forecast,” “intend,” “may,” “outlook,” “plan,” “potential,”“predict,” “project,” “seek,” “should,” “will,” “would,” and similar
expressions intended to identify forward-looking statements,
although not all forward-looking statements contain theseidentifying words. By their nature, forward-looking statements
involve risks, uncertainties, and other factors (many beyond
our control) that could cause our actual results to differ
materially from our historical experience or from our current
expectations or projections. Our forward-looking statements,
and the risks and uncertainties related thereto, include, but are
not limited to, those described under the “Risk Factors” and“Management’s Discussion and Analysis of Financial Condition
and Results of Operations” sections of our most recently filed
10-K and 10-Q and in other filings with the SEC, as well as:• t he costs associated with, and the successful execution and effects of, ourexisting and any future business opportunities, expansions, initiatives,
strategies, investments, and plans, including our Triple Shot Reinvention withTwo Pumps Plan (“Reinvention”);•o ur ability to preserve, grow, and leverage our brands, including the risk ofnegative responses by consumers (such as boycotts or negative publicity
campaigns) or governmental actors (such as retaliatory legislative treatment)
who object to certain actions taken or not taken by the Company, which
responses could adversely affect our brand value;• t he potential negative effects of incidents involving food or beverage-borne
illnesses, tampering, adulteration, contamination, or mislabeling;• t he acceptance of the Company’s products and changes in consumer
preferences, consumption, or spending behavior and our ability to anticipate
or react to them; shifts in demographic or health and wellness trends; orunfavorable consumer reaction to new products, platforms, reformulations, orother innovations;•o ur anticipated operating expenses, including our anticipated total capital
expenditures;• t he impacts of partner investments and changes in the availability and cost oflabor including any union organizing efforts and our responses to such efforts;• t he ability of our business partners, suppliers, and third-party providers tofulfill their responsibilities and commitments;•h igher costs, lower quality, or unavailability of coffee, dairy, energy, water, rawmaterials, or product ingredients;• t he impact of significant increases in logistics costs;•a worsening in the terms and conditions upon which we engage with ourmanufacturers and source suppliers, whether resulting from broader local or
global conditions, or dynamics specific to our relationships with such parties;•u nfavorable global or regional economic conditions and related economic
slowdowns or recessions, low consumer confidence, high unemployment,
weak credit or capital markets, budget deficits, burdensome government
debt, austerity measures, higher interest rates, higher taxes, politicalinstability, higher inflation, or deflation;• i nherent risks of operating a global business including geopolitical instability;• f ailure to attract or retain key executive or partner talent or successfullytransition executives;•n egative publicity related to our Company, products, brands, marketing,executive leadership, partners, Board of Directors, founder, operations,business performance, or prospects;•p otential negative effects of a material breach, failure, or corruption of our
information technology systems or those of our direct and indirect business
partners, suppliers, or third-party providers, or failure to comply withpersonal data protection laws;•o ur environmental, social, and governance (“ESG”) efforts and any reaction
related thereto, such as the rise in opposition to ESG and inclusion anddiversity efforts;• r isks associated with acquisitions, dispositions, business partnerships, orinvestments - such as acquisition integration, termination difficulties or costs,
or impairment in recorded value;• t he impact of foreign currency translation, particularly a stronger U.S. dollar;• t he impact of substantial competition from new entrants, consolidations
by competitors, and other competitive activities, such as pricing actions(including price reductions, promotions, discounting, couponing, or free
goods), marketing, category expansion, product introductions, or entry or
expansion in our geographic markets;• t he impact of changes in U.S. tax law and related guidance and regulations
that may be implemented, including on tax rates;• t he impact of health epidemics, pandemics, or other public health eventson our business and financial results, and the risk of negative economic
impacts and related regulatory measures or voluntary actions that may be
put in place, including restrictions on business operations or social distancing
requirements, and the duration and efficacy of such restrictions;• f ailure to comply with anti-corruption laws, trade sanctions, and restrictions
or similar laws or regulations; and• t he impact of significant legal disputes and proceedings, or government
investigations.

In addition, many of the foregoing risks and uncertainties are, or
could be, exacerbated by any worsening of the global businessand economic environment. A forward-looking statement
is neither a prediction nor a guarantee of future events orcircumstances, and those future events or circumstances
may not occur. You should not place undue reliance on theforward-looking statements, which speak only as of the dateof this report. We are under no obligation to update or alter
any forward-looking statements, whether as a result of new
information, future events, or otherwise.

©2024 Starbucks Corporation.

2023 Global Impact Report 61

FISCAL 2023

STARBUCKSGLOBALI M PAC T

external
verification
assurance
letters©2024 Starbucks Corporation.

Memorandum
Date:

January 30, 2024

To:

To the Board of Directors and Stakeholders of Starbucks Coffee Company

From:

Emily Robbins – Burns & McDonnell

Subject:

Verification Report for FY2023 Greenhouse Gas Inventory, Water Withdrawals
Inventory, and Operational Waste Inventory

Burns & McDonnell Engineering Company, Inc. (Burns & McDonnell) was retained byStarbucks Corporation (Starbucks) to verify and provide a third-party assessment of the 2023
Greenhouse Gas (GHG) Emissions Inventory, Water Withdrawals Inventory, and Operational
Waste Inventory for Fiscal Year (FY) 2023. The purpose of assessment was to verify that the FY
2023 GHG Emissions Inventory, Water Withdrawals Inventory, and Operational Waste
Inventory represents a reasonable and accurate account of Starbuck’s GHG emissions, water
withdrawals and operational waste.
Inventory Summary
Verified values for Starbucks’ FY 2023 GHG, Water Withdrawals, and Operational Waste
Inventories are shown below in Table 1.
Table 1: Verified Inventory Summary
MetricTotal GHG Emissions (Scope 1 + Scope 2 Market-based +Scope 3)
Total Water Withdrawal (from direct operations, licensed
stores, and agricultural and packaging commodities purchasedby Starbucks)
Total Weight of Non-Hazardous Operational Waste

Total
14,579,796 metric tonnes
CO2e5,132,983 megaliters
1,366,813 metric tonnes

Greenhouse Gas Emissions Inventory
Burns & McDonnell reviewed Scope 1, Scope 2, and Scope 3 GHG emissions as presented in the“FY23 SBUX Scopes 1 & 2 and Operational Water Inventory 05JAN2024.xlsx”, “FY23 SBUX
Scopes 1 & 2 and Operational Water Inventory 24JAN2024.xlsx”, “FY23 SBUX Scope 3 andIndirect Water Inventory_05JAN24.xlsx”, and “FY23 SBUX Scope 3 and Indirect Water
Inventory_24JAN24.xlsx” excel workbooks for the fiscal period October 3, 2022 throughOctober 1, 2023. The GHG emissions data included in the emissions inventory that were subject
to review consisted of the following for each Scope:
Scope 1: Direct GHG Emissions•••

Fuel combustion (retail and non-retail facilities, roasting)
Process emissions from roasting
Refrigerant losses from stationary equipment

Memorandum (continued)
January 30, 2024
Page 2•••

Process emissions of nitrous oxide (whipped cream chargers)
Corporate jet fuel use
Plant vehicle fuel use

Scope 2: Indirect GHG Emissions• Purchased electricity usage (market based and location based)• District heating and cooling
Scope 3: Corporate Value Chain• Category 1 – Purchased Goods and Services• Category 2 – Capital Goods• Category 3 – Fuel- and Energy-Related Activities• Category 4 – Upstream Transportation and Distribution• Category 5 – Waste Generated in Operations• Category 6 – Business Travel• Category 7 – Employee Commuting• Category 9 – Downstream Transportation and Distribution• Category 10 – Processing of Sold Products• Category 11 – Use of Sold Products• Category 12 – End of Life Treatment of Sold Products• Category 14 – Franchises• Category 15 – Investments
It should be noted that this inventory is based on the Fourth Assessment Report (AR4) Global
Warming Potential Values developed by the Intergovernmental Panel on Climate Change (IPCC)
Fourth Assessment Report.
The GHG inventory assurance review was conducted in accordance with the ISO 14064-3
Standard and World Resources Institute GHG Protocol based on evidence of the reliability of theprocedures undertaken to develop the GHG Emissions Footprint. To the best of our knowledge,
Burns & McDonnell has found with moderate assurance that Starbucks has satisfactorily
compiled a reasonable and fair account of their GHG emissions for FY 2023. The verified values
for Scope 1, 2 and 3 are shown in Table 1.
Water Withdrawals Inventory
In order to complete this moderate assurance of Starbucks’ FY 2023 Water Withdrawals
Inventory, Burns & McDonnell utilized the AA1000AS Quality Assurance Standard andobtained, analyzed and verified data related to water withdrawals as described below. Data werereviewed as presented in “FY23 SBUX Scopes 1 & 2 and Operational Water Inventory
05JAN2024.xlsx”, “FY23 SBUX Scopes 1 & 2 and Operational Water Inventory

Memorandum (continued)
January 30, 2024
Page 3
24JAN2024.xlsx”, “FY23 SBUX Scope 3 and Indirect Water Inventory_05JAN24.xlsx”, and“FY23 SBUX Scope 3 and Indirect Water Inventory_24JAN24.xlsx” excel workbooks for the
fiscal period October 3, 2022 through October 1, 2023. This review included:• A review of Starbuck’s operations and facility activities for the purposes of verifying thewater withdrawals.
• A qualitative review evaluating water withdrawals potentially omitted from the FY 2023
Water Withdrawals Inventory and the impact on the overall inventory accuracy.
• A review of the processes and procedures utilized to gather data for and develop the FY
2023 Water Withdrawals Inventory.
• An examination of Starbucks’ 2023 Water Withdrawals Inventory report and electronic
workbook spreadsheets utilized to calculate water withdrawals.
Operational Waste Inventory
In order to complete this moderate assurance of Starbucks’ FY 2023 Operational Waste
Inventory, Burns & McDonnell utilized the AA1000AS Quality Assurance Standard andobtained, analyzed and verified data related to operational waste as described below. Data werereviewed as presented in “FY19 - FY23 SBUX Global Operational Waste Inventory
17JAN2024.xlsx”. This review included:
1. A review of Starbuck’s operations and facility activities for the purposes of verifying theoperational waste inventory.
2. A qualitative review evaluating operational waste potentially omitted from the FY 2023
Operational Waste Inventory and the impact on the overall inventory accuracy.
3. A review of the processes and procedures utilized to gather data for and develop the FY
2023 Operational Waste Inventory.
4. An examination of Starbucks’ 2023 Operational Waste Inventory report and electronic
workbook spreadsheets utilized to calculate operational waste for FY 2023.
5. Burns & McDonnell generally assumed that raw source data provided were accurate.
Statement of IndependenceThis verification and third-party assessment was performed with no conflicts of interest in
relation to providing the assurance of the FY 2023 Greenhouse Gas Inventory, Water
Withdrawals Inventory, and Operational Waste Inventory for Starbucks.

Report of Independent Accountants
To the Stakeholders of Starbucks Coffee Company
We have examined the data identified below (the Data) contained within Starbucks Coffee Company’s
Impact Report (the Report) for the fiscal year ended October 1, 2023. Starbucks Coffee Company’s
management is responsible for presenting the Data for the fiscal year ended October 1, 2023 inaccordance with the criteria contained in the respective sections of the Report indicated below (theCriteria). Our responsibility is to express an opinion on the Data based on our examination:••••

99.7% ethically sourced coffee purchases as contained in the Ethical Sourcing Performance(C.A.F.E Practices) section on page 19 of the Report;
99.7% ethically sourced tea purchases as contained in the Responsible Sourcing for Tea section on
page 42 of the Report;
21,790 metric tons of segregated cocoa beans purchased directly from Cargill and indirectly through
OFI as contained in the Responsible Sourcing for Cocoa section on page 42 of the Report;
Investment in farmer loans since FY18 of $65.8 million as contained in the Global Farmer Fund
section on page 19 of the Report.

Our examination was conducted in accordance with attestation standards established by the American
Institute of Certified Public Accountants. Those standards require that we plan and perform theexamination to obtain reasonable assurance about whether the Data is in accordance with the Criteria, inall material respects. An examination involves performing procedures to obtain evidence about the Data.
Those procedures are described in more detail in the paragraph below. The nature, timing, and extent of
the procedures selected depend on our judgment, including an assessment of the risks of material
misstatement of the Data, whether due to fraud or error. We believe that the evidence we obtained issufficient and appropriate to provide a reasonable basis for our opinion.
Our evidence-gathering procedures included, among other activities, the following:
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Testing the effectiveness of the internal reporting system used to collect and compile information on
the Data which is included in the Report;
Performing specific procedures, on a sample basis, to validate the Data, through communications with
Starbucks Coffee Trading Company buying operations in Lausanne, Switzerland, and Corporate
headquarters in Seattle, Washington;
Interviewing partners (employees) responsible for data collection and reporting;
Reviewing relevant documentation, including corporate policies, management and reporting
structures;
Performing tests, on a sample basis, of documentation and systems used to collect, analyze andcompile the Data that is included in the Report, andConfirming certain of the Data to third-party confirmations and reports.

We are required to be independent of Starbucks Coffee Company and to meet our other ethicalresponsibilities, in accordance with relevant ethical requirements relating to our examination engagement.
In our opinion, the Data for the fiscal year ended October 1, 2023, is presented in accordance with theCriteria, in all material respects.

Seattle, Washington
February 13, 2024