GLOBALRESPONSIBILITYREP ORT

TABL EO F

C O N T E NT S

MEASURING OUR PROGRESS01

OUR PERFORMANCE AGAINST OUR GOALSSIDE BARS

02

2015 GOAL CHARTS

05

LETTER FROM MOSS ADAMS09

ABOUT THIS REPORT

10

2 0 1 5 G R R E P O R T:

Goals & Progress Summary

The 2015 Global Responsibility Report marks the endof a chapter for Starbucks, and a new beginning.
In 2008, Starbucks was fighting for its survival.
The financial crisis triggered a global recession, and sales
slowed for the first time in the company’s history.
Tough decisions were made, stores were closed, and jobs
eliminated. Commentators wondered aloud if Starbucks
best days were behind us.
But in the midst of that crucible, Starbucks did not backaway from our commitment to responsibility. Instead weannounced a set of ambitious goals – committing thatby 2015 we would improve ethical sourcing in coffee andthroughout our supply chain, serve our communities andengage young people, and decrease the environmental
footprint from our store operations.
Looking back, we can see the global impact that we havemade in the seven years since we first put that stake inthe ground. We nearly doubled our investment in alternative loan programs to $21.3 million from $12.5 million
in 2008. We expanded our ethical sourcing program, andare on the cusp of helping make coffee the world’s first
ethically sourced commodity. In 2008, nearly three-quarters of Starbucks coffee was certified or verified by athird-party as ethically sourced, and Starbucks had one
Farmer Support Center.

In 2015, 99% of our coffee met that criteria and we
expanded our outreach to farmers around the world
with seven new Farmer Support Centers in Latin America,
Asia and Africa. We broke ground on our first global
agronomy center to develop sustainable farming practices
to share with farming communities around the world.
In the areas of environmental performance, we have
implemented rigorous green building as a standardpractice in new construction projects and renovations.
In 2008, we had one LEED® certified store, and today,
we have more than 800, including the LEED® Platinum
Starbucks® Reserve Roastery and Tasting Room in Seattle.
We increased our purchases of renewable energy from 20%
in 2008 to 100% in 2015, and exceeded an ambitious water
conservation goal, reducing consumption more than 26%
over 2008 – from 24 gallons of water per square foot of retailspace to fewer than 18 gallons. While some environmental
targets have been more difficult to achieve than expected,
we have learned from these challenges and are working tofind innovative environmental solutions.
We also have learned in the power of investing incommunities and young people to make meaningfulchange. We elevated our partners’ global efforts, bycreating our annual Global Month of Service, with 1,163 partner-led projects in April 2015 alone. Moreover, partners andcustomers have contributed more than 3 million hours ofcommunity service over the past seven years.
From 2010-2012, we consistently achieved our goalof engaging more than 50,000 young people toinnovate and take action in their communities andhave since pivoted our focus to create pathways toemployment for young people who face systemic
barriers to opportunity.
We also found new opportunities. When we saw theneed for employment for post 9/11-military service
members and their families, we launched a newveteran’s hiring initiative. When we saw our partners(employees) struggling to earn their college degrees,
we created the Starbucks College Achievement Plan
with Arizona State University to offer full tuition
reimbursement to eligible partners. And when we
saw young people disconnected to jobs and school,
we created the 100,000 Opportunities Hiring Initiative, leading a coalition of companies to offer
meaningful jobs to thousands of opportunity youth.
We know we can do more. Later this year we will
share a new set of aspirations that are higher thanever with a new set of 2020 goals. We will build
on our efforts with partners, veterans, andopportunity youth. We will invest in farmers andtheir communities, and expand the global standard
for green retail building and operations.
John Kelly, svp
Global Repsonsibility, Community and Public Policy

MEASURING OUR PROGRESSS TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5

01

LEADING IN ETHICAL SOURCING
Coffee From Eastern Congo ‘A Cup of Hope’
Starbucks purchase of coffee from the Eastern Democratic Republic of Congo has helped transform
lives for more than 4,500 small-holder farmers and their families. From this relatively modest
investment, farmers’ incomes have more than tripled, and families have been able to send theirchildren to school and access health care. Working with key NGO’s including Eastern Congo
Initiative (ECI), USAID and Catholic Relief Services (CRS) the Congolese coffee industry
is rebuilding and accessing new markets. “What this coffee means is hope,” Dario Merlo said,
ECI County Director. Find out more here.

SIDE BARSS TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5

02

P R O M O T I N G S U S TA I N A B I L I T Y
Beyond the Coffee Grounds
For the past five years, Starbucks Japan has turned tons of spent coffee grounds into compost and feed
for cows. This closed loop system takes food waste and gives it new life. “After doing a lot of researchand overcoming a lot of obstacles, we are so proud that we finally recycle the coffee grounds into cattle
feed and fertilizers which eventually come back to our stores as milk or vegetables in our sandwiches.”
Yoshihito Nakagawa, Starbucks Supply Chain Division Manager said. Find out more here.

SIDE BARSS TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5

03

STRENGTHENING COMMUNITIESUK Apprenticeship
Almost half of Starbucks partners are under the age of 24, an age group facing the most significant
challenges around employment. Starbucks Apprenticeships, launched in the United Kingdom in the
Spring of 2012, offer young people an opportunity to learn about a retail management career and tobuild the transferable skills needed to further their individual goals. Starbucks celebrated its 1000th
apprenticeship through this program in 2015. “The prospect of working, gaining experience,and getting paid the same as other baristas while achieving a qualification really appealed to me.”
Koey Huckerby, a Starbucks apprentice at Westfield. Find out more here.

SIDE BARSS TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 504

2015 GOAL CHARTS ETHICAL SOURCINGGOAL

PROGRESS

Ensure 100% of ourcoffee is ethicallysourced by 2015

99% of our coffee was
ethically sourced in 2015
through C.A.F.E. Practices,
Fairtrade, or anotherexternally audited system.

KEY LEARNINGS

We purchase more coffee every year,
and open-source agronomy training helps
farmers reach Starbucks quality andsustainability standards. Our constantpursuit of the last 1% means we arebroadening opportunity for farmers,
while committing ourselves to improve
our sourcing practices continuously.

Total coffee purchases

461

555

Total ethically sourced
coffee purchases

441

551

96%

99%

100%

2014

2015

GOAL

(in millions of lbs)

(in millions of lbs)

Includes green coffee purchases for all Starbucks brands.

GOAL

PROGRESS

Invest in farmers
and their communities
by increasing farmer
loans to $20 million
by 2015

We are proud to havesurpassed this goal by$1.3M and increased ourinvestment by $5M
since 2015.

KEY LEARNINGS
2015$21.3M

GOAL
$20M
2014
$16.3M$An example of a farmer loan is tree
renovation. Coffee trees don’t produce forever
and replacing old trees is needed to ensurea healthy crop year after year. To support thisinvestment, farmers need access to affordable
credit to assure a more resilient coffee supply
chain over time

Commitment is defined as being made either by public declaration of intent or signed contract.

Implement
front-of-store
recycling in ourcompany-operated
stores by 2015

An additional 1,219 storesin the U.S and Canada
entered the program in
2015, bringing us to 59%
of company operated storesin those markets.

100%
GOAL

Percent of store locations
with front-of-store recycling

59%
2015

47%
2014

S TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5

U.S. and Canada company-operated stores.

05

Includes green coffee purchases for all Starbucks brands.

2 0 1 5 G O A L We
C are
HproudA Rto have
T S E N V GOAL
IRONMENT

Invest in farmers
andtheir communities
GOAL
by increasing farmer
loans
millionInvestto
in $20
farmers
Build
all new,
byand2015
theircommunities
company-operated
by increasing farmer
storesto $20achieveloans®tomillionLEED
certification
by 2015

surpassed this goal by$1.3M
P R OandG Rincreased
E S S ourinvestment by $5M
since
2015.
We areproud to have2015
$21.3M$20M

surpassed
this goalLEED
by ®
We
have achieved$1.3M and increased
ourcertificationin over 700
investment$5M – more
storesin 19 bycountries
sinceany2015.
thanother retailer.

KEY LEARNINGS

2014$16.3M
GOAL
$20M

716
2015

572

2014
$
$16.3M$21.3M
74%

64%$

Commitment is defined as being made either by public declaration of intent or signed contract.

2014

2015

Commitment is defined as being made either by public declaration of intent or signed contract.
Percentage of total stores vs number of new company-operated stores
built per year to achieve LEED® certification.

Implement
GOAL
front-of-store
recycling in ourcompany-operated
Implement
storesby 2015
front-of-store
recycling in ourcompany-operated
stores by 2015

An additional 1,219 storesinP the
R OU.SGand
R ECanadaSS
entered the program in
2015, bringing us to 59%
ofoperatedstoresAncompany
additional
1,219 storesinmarkets.
in those
the U.S
and Canada

entered the program in
2015, bringing us to 59%
of company operated storesin those markets.

100%

KEY LEARNINGS

GOAL

Percent of store locations
with front-of-store recycling

59%

100%
47%

2015

GOAL
2014

Percent of store locations
with front-of-store recycling

59%
2015

47%
2014

U.S. and Canada company-operated stores.

U.S. and Canada company-operated stores.

GOAL

Serve 5 percent ofbeverages made in
our stores in personal
tumblers
by 2015of
Serve 5 percent
beverages made in
our stores in personal
tumblers by 2015

PROGRESS
Despite our efforts toencourage customers
to bring in their personal
tumbler, we saw a slightdecreasein usein 2015.
Despite ourefforts
toencourage customers
to bring in their personal
tumbler, we saw a slightdecrease in use in 2015.

Percent of beverages served in personal tumblers

1.7%

1.6%

5%

Percent of beverages served in personal tumblers

1.7%

45.7 Million
Beverages

1.6%

45.7 Million
Beverages

2014

44.5 Million
Beverages5%

44.5 Million
Beverages

2015

We have learned that the U.S.-based LEED®
certification program is still gaining traction in someinternational markets, and that regional conditions
are sometimes in conflict with green building standards.
We are pioneering an expanded set of global green
building principles that are locally adaptable. As oneof the first retail companies to take this building approach
globally, we are continuously learning how to manage
the complexities of the program throughout the entire
course of building and certification.

Starbucks typically leases stores in existing buildings,
which means recycling facilities often depend on landlords,
haulers, and/or municipalities. We invested to develop ahighly flexible recycling program, with equipment, installation, and processes that work with all kinds of facilities andspace constraints, and have campaigned hard to have ourdiverse waste stream accepted for recycling with landlords,
haulers, and municipalities. In 2015, we have focused on
new strategies to solve these issues and more deeply engage
our partners in day to day management. As we look ahead,
we will continue to look for ways to improve, and partnerwith others to expand the reach of our recycling program.

KEY LEARNINGS

Though promotional campaigns such as
the White Cup Contest and the introduction ofpartner-designed artwork on our $2 reusable cups
lead to a small increase in use of reusable cups,
the impact tends to be short-lived. We continue toencourage customers to use personal tumblers byoffering a discount on beverages, but we believe thisbehavior change is ultimately up to customers.

GOAL

U.S., Canada, UK, France, Germany, Netherlands company-operated stores.
FY14 result re-stated due to issues with duplicated customer tumbler discount data
which has since been corrected.

2014

2015

S TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5

GOAL

U.S., Canada, UK, France, Germany, Netherlands company-operated stores.
FY14 result re-stated due to issues with duplicated customer tumbler discount data06

Reduce energy
2015 GOAL
consumption by
25% in ourcompanyReduceG
O A L energy
operated storesconsumption
by
by
2015
25% in our companyReduceenergyoperatedstoresconsumption
byby 2015
25% in our companyoperated storesby 2015BASELINE

Despite significant changes
in the size and mix of ourbusiness, by the end of 2015
we achieved
a net energy
Despitesignificant
changesPR
G from
R
E mix
S
Sof
reduction
our
2008
in
theOsizeandourbaseline. by the end of 2015
business,
we achieved a net energy
reductionfrom ourchanges
2008
Despitesignificant
baseline.
inthe size and mix of ourbusiness, by the end of 2015
we achieved a net energy
reduction from our 2008
baseline.

4.3%
C H A R T S E N V I R ODecrease
N M EDecrease
NT
4.6%

BASELINE
4.6%
Decrease

4.3%
Decrease

25%
Decrease

KEY LEARNINGSBASELINE
4.6%
Decrease

2008

2014

6.8 KWH

6.49 KWH

4.3%
Decrease

25%
Decrease

2015

GOAL
25%
Decrease
5.10 KWH

6.51 KWH

Average electricity use per square foot/store/month U.S. and Canada companyoperated stores. Percentage change to the 2008 baseline.

2008

2014

6.8 KWH

6.49 KWH

2015

6.51 KWH

GOAL

5.10 KWH

Average electricity use per square foot/store/month U.S. and Canada companyoperated stores. Percentage change to the 2008 baseline.

2008

2014

6.8 KWH

6.49 KWH

2015

6.51 KWH

GOAL

We knew this was a stretch goal, intending
to drive innovation in store and equipment
design. However, we did not foresee that wewould also be serving far more customers
per day in each store and that food would
become a much bigger part of our business—with associated energy demands forrefrigeration and warming. As we look to
the future, we will continue to focus onefficiency as our food and beverage platforms
continue to grow.

5.10 KWH

Average electricity use per square foot/store/month U.S. and Canada companyoperated stores. Percentage change to the 2008 baseline.

Purchase renewableenergy equivalent
to 100% of
thePurchase
renewable
electricity
usedenergyequivalentinourglobalto 100% of thecompany-operated
Purchase
renewable
electricity
usedstoresby
2015energyequivalentinour global
to100% of thecompany-operated
electricity
usedstores by 2015
in our global
company-operatedG
O A L by 2015
storesGOAL

We achieved our goal of purchasing
P R O Genergy
R E SequivalentS
renewable
to 100% of energy use for our
global company operated stores,
We achieved our goal of purchasingpurchasing 1.392 billion
renewable energy equivalentkilowatt hours.
to 100% of energy use for our
global company operated stores,
purchasing
billionWe
achieved1.392
our goalof purchasing
kilowatt hours.
renewableenergy equivalent
to 100% of energy use for our
global company operated stores,
purchasing 1.392 billion
kilowatt hours.

KEY LEARNINGS
785 Million
KWH

59.3%

2014

1392 Million
KWH
785 Million
KWH

100%
59.3%

2015
2014

1392 Million
KWH

100%

2015

785 Million
KWH

59.3%

2014

100%

2015

Purchases of 1325 Million kWh of US/Canadian Wind RECs and 66.8 Million kWhof renewable energy in EMEA markets

1392 Million
Purchases of 1325 Million kWh of US/Canadian Wind RECs and 66.8 Million kWh
KWHof renewable energy in EMEA markets

PROGRESS
Purchases of 1325 Million kWh of US/Canadian Wind RECs and 66.8 Million kWh

BASELINE
of renewable energy in EMEA markets

Reduce water
consumption
by 25% in
ourReducewatercompany-operated
consumption
storesby
25%byin2015
ourReducewatercompany-operated
consumption
stores by 2015by 25% in ourcompany-operated
stores by 2015

We have expanded beyond North America
and have made significant progress indiversifying our renewables portfolio by adding
several European markets. As we look to the
future, we will be working to define regionally
relevant strategies for our stores in Asia.

We achieved our 2015
goal with a 26.5% reduction
in water use since 2008.
We achieved our 2015
goal with a 26.5% reduction
in water use since 2008.
We achieved our 2015
goal with a 26.5% reduction
in water use since 2008.

BASELINE

23.1%
Decrease

23.1%
Decrease
BASELINE

2008
24.35 gal

23.1%
2014
Decrease
18.73 gal

26.5%
Decrease

25%
Decrease

26.5%
Decrease

25%
Decrease

2015

GOAL

17.88
gal
26.5%

18.27
25%galKEY LEARNINGS

We exceeded our goal to reduce water use
25% through retrofits to plumbing, water
systems and enhancements to new store
design. As we look to the future, we willcontinue to focus on strategies that canfurther reduce use of this precious resource.

Decrease
Average water use per square foot/store/monthDecrease
U.S. and Canada
company-operated stores.
Percentage change to the 2008 baseline.

2008

2014

2015

GOAL

24.35 gal

18.73 gal

17.88 gal

18.27 gal

S TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5

Average water use per square foot/store/month U.S. and Canada company-operated stores.
Percentage change to the 2008 baseline.

2008

2014

2015

GOAL

07

2014

2015

GOAL

U.S., Canada, UK, France, Germany, Netherlands company-operated stores.
FY14 result re-stated due to issues with duplicated customer tumbler discount data
which has since been corrected.

2015 GOAL CHARTS COMMUNITY

KEY LEARNINGS

GOAL

PROGRESS

Mobilize ourpartners (employees)
and customers tocontribute 1 million
hours of community
service per yearby 2015

Our partners andcustomers contributed
332,885 hours of recorded
community service.

523,974
Hours

332,885
Hours

1 MILLION
Hours

2014

2015

GOAL

Although 332,885 volunteer hours in 2015 is amajor achievement, we believe our partners andcustomers actually volunteered far more hours
than this total reflects. While we’ve built the habitof volunteering—anchored by our Global Month ofService in April, and now going all year round— wehaven’t built the habit of recording those hours on
our community service website . We also note thatfor every partner volunteer, a customer volunteers
alongside. That level of customer participation isunusual in the industry.

Includes all global markets regardless of ownership.

2015 GOAL CHARTSGOAL SUMMARY

Starbucks Global Responsibility Goal Performance Summary

Goal

Unit

2008

2009

2010

2011

2012

2013

2014

2015

Goal

Ensure 100% of our coffee is ethically sourced by 2015

%

77

81

84

86

93

95

96

99

100%

2008-2011 results include C.A.F.E. Practices only.

Invest in farmers and their communities by
increasing farmer loans to $20 million by 2015

$M

12.5

14.5BASELINE

14.6

14.7

15.9

11.9

16.3

21.3

$20M

Commitment is defined as being made either by
public declaration of intent or signed contract.

442,353

4.3%
Decrease
613,214

630,912523,974

332,885

1M

53,67350,05054,848

N/A

N/A

N/A

50,000

5

18

24

100%

382

1,390

Reduce energy
consumption by
Engage50,000 companyyoung people to innovate
25%a total
inofourand take action in their communities by 2015
operated stores
Implement front-of-store recycling in our companyoperated
stores by 2015by 2015

Mobilize our partners (employees) and customers tocontribute 1 million hours of community service per
year by 2015

Serve 5 percent of beverages made in our stores inpersonal tumblers by 2015

Reduce energy consumption by 25% in ourcompany-operated stores by 2015

Despite significant changes
in thesize and mixof ourHours
245,974
186,011business, by the end of 2015
we People
achieved a netN/A
energy20,868
reduction from our 2008
%
N/A
N/A
baseline.

191,224

Stores4.6%
Decrease

25%

Decrease
39%

47%

59%

1,843

3,087

3,849

5,068

Reduce water consumption by 25% in our companyoperated stores by 2015
Build all new, company-owned stores to achieve
LEED certification

Purchase renewableenergy equivalent
to 100% of theelectricity used

Footnotes

2008 results for US and CA including Youth Action
Grant service hours; 2009-2014 includes all global
markets regardless of ownership.
2010-2012 ACHIEVED; now tracking new youth
leadership metrics.

2010-2015 U.S. and Canada company-operated stores.
2008-2011 results restated using total beverages vs.
total transactions.

%

1.1%

1.4%

1.5%

1.5%

1.5%

1.8%

1.7%

1.6%

#

22,090,511

26,257,492

32,650,747

34,199,507

35,754,382

46,970,869

45,744,643

44,543,016%

01.7% 2008

4.6%

4.3%

25%

Pecentage change to the 2008 baseline.
Average energy use per square foot/store/month
U.S. and Canada company-operated stores.

KWH

6.80

6.69
6.58use per square
6.29
6.36U.S. and Canada
6.32 company- 6.49
Average electricity
foot/store/month

6.51

5.10

Avg electricity use per square foot/store/month U.S.
and Canada company-operated stores.

100%

3.3%

6.8 KWH

20147.5%

6.49 KWH

6.5%
2015

6.51 KWH

7.1%
GOAL

5%

U.S., Canada, UK, France, Germany and Netherlands
company-operated stores.

5.10 KWH

operated stores. Percentage change to the 2008 baseline.

Purchase renewable energy equivalent to 100% of
the electricity used in our global company-operated
stores by 2015

Met

%

20

25

58

50

51

55

59

100

Million KWH

211.3

259.5

580

558

586

650

785

1392

%

0

-8.3%

-21.7%-17.6%-17.5%-21.1%-23.1%-26.5%

2008-2010 goal and results based on for 50% of U.S.
and Canada company-operated stores.

25%

Percentage change to the 2008 baseline. Averagewater use per square foot/store/month U.S. andGallons

24.35

22.36

19.09

20.11

20.08

19.22

18.73

17.88

18.27

Canada company-owned stores. 2009-2012 results lower
by .1-.2% due to differences in rounding methodology.

%

N/A

N/A

N/A

75%

69%

65%

64%

74%

100%

Percentage of new company-owned stores built toachieve LEED® certification.

We achieved our goal of purchasing
renewable energy equivalent
to 100% of energy use for our
global company operated stores,
purchasing 1.392 billion
kilowatt hours.

S TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 5785 Million
KWH

59.3%

2014

08

LETTER FROM MOSS ADAMS
To the Stakeholders of Starbucks
Coffee Company,
We have examined the data identified below(the Data) contained within the Starbucks
Coffee Company’s Global Responsibility Annual
Report (the Report) for the year ended
September 27, 2015. Starbucks Coffee
Company’s management is responsible forthe Data. Our responsibility is to express an
opinion on the Data listed below based on
our examination:· Ethically sourced coffee purchases andpurchases as a percentage of total coffee
purchases as contained in the Ethical Sourcing
goal chart on pages 5 and 8 of the Report;· Amount of commitment to investment infarmer loans and their communities as
contained in the Ethical Sourcing goal charton pages 5 and 8 of the Report.

LOOKING AHEAD

The criteria used to evaluate the Data arecontained in the respective goal charts within
the Report indicated above.

Coffee Trading Company buying operationsin Lausanne, Switzerland and Corporate
headquarters in Seattle, Washington;

Our examination was conducted in accordancewith attestation standards established by theAmerican Institute of Certified Public
Accountants, and accordingly, included
examining, on a test basis, evidence supportingthe Data and performing such other procedures
as we considered necessary in the circumstances. Those procedures are described in moredetail in the paragraph below. We believe that
our examination provides a reasonable basis
for our opinion.
Our evidence gathering procedures included,
among other activities, the following:· Interviewing partners (employees)
responsible for data collection and reporting;· Testing the effectiveness of the internalreporting system used to collect and compile
information on the Data which is includedin the Report;· Performing specific procedures, on a sample
basis, to validate the Data, on site at Starbucks· Reviewing relevant documentation,
including corporate policies, management
and reporting structures;· Performing tests, on a sample basis, ofdocumentation and systems used to collect,analyze and compile the Data that is includedin the Report, and· Confirming certain of the Data to third party
confirmations and reports.
In our opinion, the Data for the fiscal year
ended September 27, 2015 is fairly presented,
in all material respects, based on the criteria
indicated above.
Moss Adams, LLP
Seattle, Washington
May 24, 2016

S TA R B U C K S G L O B A L R E S P O N S I B I L I T Y R E P O R T 2 0 1 509

ABOUT THIS REPORT

Scope
Our report for fiscal 2015 focuses on our performanceagainst the goals we set in 2008 in three key areas: ethical sourcing, environmental stewardship and community investments. Because these commitments are directlytied to our business, we’ve also included links to information and resources publicly available at starbucks.
com regarding our financial, corporate governance,
workplace and diversity policies, and performance.
In developing this report, we’ve covered topics and issues that are important to Starbucks and our stakeholders based on year-round engagement with and feedback
from advocates and investors, and via easily accessible
customer and Starbucks partner (employee) tools suchas My Starbucks Idea, Starbucks social media channels(Starbucks and Starbucks Partners Facebook, Twitter,
Instagram) and our Customer Service team. These
efforts are complemented by industry and trend analysis
conducted by strategic advisory firm SustainAbility
and Edelman public relations, along with direct conversations with the many organizations we work with.
By ensuring both internal and external engagement isa critical component of how we do business, we help
ensure our programs, policies, and the content of thisreport are material to our business and our stakeholders.

ABOUT THIS REPORT

Boundaries
As with previous Global Responsibility reports, thisyear’s report highlights the work we are doing in ethicalsourcing, community investments and environmental
stewardship. These areas are critical to our business andare also where we know we can and do have the greatest
impact. Based on our stakeholder engagement efforts,
we also believe they are important to our customers,
our partners (employees), non-governmentalorganizations (NGOs) and investors.
In addition, issues related to health and wellness andworkplace policies are vital elements of our business andof considerable interest to key stakeholders.
While our commitments are global, our reporting – withthe exception of our coffee purchases – is focused largely
on Starbucks U.S. and Canada company-operated retailstores and global supply chain operations. These operations, together with our coffee purchases, currently represent the most significant segment of Starbucks social,environmental and economic impacts based on percentage of revenue and number of stores covered. Information
regarding the coffee sold and served by all Starbucks
brands and retail stores globally, company-operated or
licensed, including Starbucks Coffee, Seattle’s Best
Coffee and Torrefazione Italia, is covered.

Starbucks uses the Credit360 program to manage
our sustainability data for the purposes of reporting on and tracking key performance indicators,
providing ongoing visibility into our operations andimpacts enterprise-wide, as well as for approval
and audit purposes. We continue to work to validate
and improve our global reporting efforts so we canconsistently and accurately report against
common goals.
Reporting Year
Starbucks fiscal year 2015 (September 28, 2014
-September 27, 2015), unless otherwise noted.
Currency
All references to currency are in U.S. dollars, unlessotherwise noted.
Previous Reports
Starbucks has produced an annual report since2001. Previous years’ Global Responsibility Reports
areavailable here.

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ABOUT THIS REPORT

Information Integrity
Starbucks management is responsible for the preparation andintegrity of the information reported for fiscal 2015. Througha 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 2015. External verification is provided by Moss Adams
LLP. Read the Moss Adams Independent Assurance Report.
All infographics related to our goal performance are visual
representations of progress, and not to exact scale.

of competition; the effect of legal proceedings; and otherrisks detailed in the company’s filings with the Securities
and Exchange Commission, including the “Risk Factors”
section of Starbucks Annual Report on Form 10-K forthe fiscal year ended September 27, 2015. The company
assumes no obligation to update any of theseforward-looking statements.

Forward-Looking Statements
Our reporting on global responsibility for fiscal 2015 includes
forward-looking statements about the company’s businessand its future business plans, initiatives, goals and objectives.
These forward-looking statements are based on currently
available operating, financial and competitive information andare subject to a number of significant risks and uncertainties.
Actual future results may differ materially depending on avariety of factors including, but not limited to, coffee, dairy andother raw material prices and availability; successful executionof the company’s blueprint for growth and other strategies;
cost reduction and other initiatives; fluctuations in U.S.
and international economies and currencies; the impact

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