GLOBALENVIRONMENTAL& SOCIAL IMPACTS T A R B U C K S F2 I0S2C2A L 2 0 2 2report

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MMXXIIISNE TCRT O
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ourfiscal 2022
title report

Global Environmental & Social Impact Report 2

When Starbucks opened in 1971, our vision for success
was to be a different kind of company.

Starting in fiscal year 2022 (FY22), we embarked on
an ambitious journey to reinvent ourselves, building
on more than 50 years of global impact. This journey
includes making key investments in Environmental,
Social and Corporate Governance (ESG) strategies
that help us uplift our partners and customers, giveback more than we take from our planet, create
responsible growth for our company and operate ina manner that supports the resilience of our business.
Our commitment to transparency, intentionality
and accountability underpins all our efforts to shareextensive data on our progress against our ambitious
ESG goals, business practices, work in sustainability
and our commitment to the communities we serve.
Since 2001, we have proactively published thisannual update on key ESG programs and progress.

THREE PRIORITIES GUIDEOUR ONGOING EFFORTS:
1

Investing in our Partners

2

Building a More Sustainable, Equitable and Resilient
Future for Coffee, our Communities and our Planet

3

Leadership and Governance

As always, we are approaching our ESG priorities with thesame creativity and consistency our partners (employees)
bring to their work every single day. Through our ESG efforts,
we are working to modernize and transform the Starbucks
experience in our stores and recreate an environment thatis welcoming and safe for all — where we uplift one anotherwith dignity, respect and kindness.
MMXXII© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 3

table of contents
SECTION I

4

I NV E S T I N G I N O U R PAR T N E R S
5 Partner Experience

17 Partner Engagement

22 Fiscal 2023 Highlights

SECTION II

BUI LD I N G A MO RE EQUITABLE ,S USTAI NABLE AN D RESI LI E NT FU T URE FO R
COFFEE, OUR COMMUNITIES AND OUR PLANET
25 Our Communities

31 Our Planet

45 Fiscal 2023 Highlights

23

38 Coffee and Our Supply Chain

46 Starbucks Accolades

SECTION III

48

LEADERSHIP AND GOVERNANCE
55 About This Report

REPORT APPENDIX56

S U P P O R T I N G D O C U M E N T S A N D D AT A T A B L E S
57 Goals Summary Scorecard

64 Our Planet: Data

74 Occupational Health and Safety Standard© 2023 Starbucks Corporation. All rights reserved.

68 SASB Reporting

72 Human Rights

77 External Auditor Assurance Letters

SECTION I

Global Environmental & Social Impact Report 4

INVESTING
in ourPARTNERS© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 5

partnerexperience

INVESTING INO U R PA R T N E R S

At Starbucks, we like to say that we are not in the coffee business serving
people, but in the people business serving coffee. Here, our employees —who we call partners — are the heart of the Starbucks experience. Starbucks
took significant action in FY22 to improve our partner experience throughincreased wages, additional training, equipment upgrades and expanded
benefits. Our wage increases, training program expansion and equipment
upgrades for U.S. retail partners in FY22 totaled $1 billion. Starbucks effort
to improve our partners’ experience is founded on a deep commitment toadvance inclusion, diversity and equity—and the belief that we are at ourbest when we create inclusive and welcoming environments.

MMXXII© 2023 Starbucks Corporation. All rights reserved.

INVESTING INO U R PA R T N E R S

partner experience

Global Environmental & Social Impact Report 6

P R O U D LY S E R V I N G T H E B E S T B E N E F I T S I N T H E U . S . F O R H O U R LY R E T A I L W O R K

Starbucks is proud to offer a wide range of benefits that allow ourpartners to choose the plans and programs that best support theirindividual needs and goals. In the U.S., benefits provided to all
eligible part- and full-time partners include comprehensive healthcoverage, annual Bean Stock grants, retirement savings matching,
Lyra for mental health, commuter benefits, Spotify Premium, paid
time-off, paid parental leave, fertility benefits — and more.

FUTURE ROAST 401(K)Starbucks matches 100% of thefirst 5% contributed each pay
period (regardless of whether thecontribution is 401(k) pre-tax, Rothafter-tax or a combination of both)

S TA R B U C KS C O L L E G E
ACHIEVEMENT PLAN

FA M I LY E X PA N S I O NREIMBURSEMENT

Partners can earn their first bachelor’s
degree online with 100% tuition and fees
covered upfront through Arizona State
University’s online degree programs

Financial assistance for partners who are
growing their families through adoption,
surrogacy or intrauterine insemination(IUI), up to $40,000 per partner

BEAN STOCKSTUDENT LOAN MANAGEMENTPA I D PA R E N TA L L E AV E

Yearly grant of restricted stock
units, which vest over two years

Access to resources to help better
manage student debt

Paid leave for birth andnon-birth parents

Free mental health therapy
for partners, their spouse ordomestic partner and children

I N C E N T I V I Z E D SAV I N G S P R O G RA M

DACA FEE REIMBURSEMENT

Incentivized savings plan for short-termgoals and unplanned financial challenges

Reimbursement for governmentmandated DACA renewal fees

PA R T N E R A N D FA M I LY
SICK TIME

G I V I N G M ATC H

Starbucks matches up to $1,000
per year per partner in volunteer
hours and financial donations toqualified non-profit organizations© 2023 Starbucks Corporation. All rights reserved.

M E D I C A L , D E N TA L A N D V I S I O NComprehensive medical, dental
and vision coverage with choices
for partners, their spouse ordomestic partner and children

M E N TA L H E A LT H B E N E F I TPaid sick time for partners to carefor themselves and their families

INVESTING INO U R PA R T N E R S

partner experience

Our benefits reflect our mission and commitment to put our people
first — including more than 250,000 U.S. partners representing diverse
communities. We offer the highest-rated benefits in the U.S. for hourly
employees1 — inspired by direct collaboration with partners. As an
industry leader in compensation and pay equity, we’re constantly
expanding benefits and opportunities. We proudly offer our worldclass benefits to eligible part-time and full-time partners across retail,manufacturing and enterprise (corporate), including:• Comprehensive health coverage (medical, dental and vision).
• A highly competitive 401(k) program with company match.
• Bean Stock — Starbucks continues to be one of the only retailers tooffer a stock program that includes part-time retail hourly partners.
As part of the $1 billion in investments to improve our U.S. partner
experience, our industry-leading core benefits package expanded
and evolved in FY22 to meet their needs — with plans for continuous
improvement and updates in progress.
We also offer global Starbucks partners relevant benefits that help address
unique needs in different parts of the world. In 2017, Starbucks China
introduced a first-of-its-kind program to provide critical illness insurance
for parents of eligible partners. Just last year, it launched “14th Month
Pay,” a pioneering initiative giving retail partners an additional month’ssalary as a bonus on top of the 13th month pay they are eligible for, tobe paid out at the end of every financial year. Partners can also selectfrom a wide array of innovative flexible benefits such as HPV vaccinationsand ‘pawternal’ care for new pets. Starbucks China partners also enjoy
opportunities to pursue their coffee passion and career aspirations
through initiatives such as talent exchange and barista championships.

Global Environmental & Social Impact Report 7

Key initiatives launched in the U.K. and Europe, Middle East & Africa(EMEA) regions include pay increases, maintaining a premium to national
living wage, free food on shift and an extra holiday. Partners in theseregions also received a “share of success” bonus in FY22, amounting to£4.3 million in bonus payments.
Tata Starbucks Limited, a joint venture, became the first food andbeverage company in India to establish a company-wide, five-day work
week for all partners. The company also embraces flexibility through its‘connected workplaces’ program, where its non-retail support partners
work in hybrid, field support and remote roles, and store partners canexperience both part-time and full-time roles. Tata Starbucks also
provides meaningful opportunities and comprehensive benefits forpartners including providing a graduation support program to all full-timeand part-time Tata Starbucks partners. The company offers many healthand wellness programs including free mental and emotional counseling topartners and their family members, and an optional company-subsidized
parental insurance program. In 2021, Tata Starbucks inaugurated the
Two-Wheeler Mobility Support Program to help partners purchase a
two-wheeler vehicle for professional or personal use, enhancing their
independence and commuting experience.

“Core to offering innovative benefits that truly make a difference in partners’
lives is us working together with our partners to evolve those benefits andco-create Starbucks future. I firmly believe that when we invest in our partners,
we invest in the success of Starbucks.”
S A R A K E L L Y, E X E C U T I V E V I C E P R E S I D E N T A N D C H I E F P A R T N E R O F F I C E R

As ranked by Aon, a leading global professional services firm, against other major retail employers.

1

© 2023 Starbucks Corporation. All rights reserved.

INVESTING INO U R PA R T N E R S

partner experience

Total Compensation and Retirement
In FY22, Starbucks announced that the company:• Increased minimum starting pay rate for all U.S. hourly partners to $15/hour.
• Achieved an average national pay rate for all U.S. hourly partners of nearly $17/hour.
• Provided Starbucks shares via the Bean Stock program to more than 230,000 partners in 21 markets.
We are invested in the total health of our partners — including their financial health. In FY22, we announced thatthe minimum starting rate for all U.S. retail hourly partners is $15/hour. On average, Starbucks hourly partners
earned nearly $17/hour nationally, which has improved to $17.50/hour in FY23. Our eligible tenured hourly
partners received at least a 5% raise for two to five years of service, and at least a 7% raise after five years.
We help our partners save for emergencies, the future and retirement in an ever-changing economy. In FY22,
we announced the addition of two new programs to help partners manage their savings and income. The
Starbucks Financial Resilience Toolkit includes topics ranging from budgeting and short-term savings to longterm savings and retirement tips and guidance. We know that many of our partners have student debt, so a newprogram provided by Tuition.io provides partners with payment strategies, student loan management coaches
and links to take action.
The Starbucks Financial Resilience Toolkit and the Tuition.io initiatives join our robust savings and retirement
benefits. Starbucks Future Roast, our signature 401(k) savings plan, allows partners to contribute pre-tax or Rothafter-tax dollars, with a Starbucks match for contributions. In partnership with Fidelity, all eligible U.S. partners
can now participate in My Starbucks Savings, a way to save for the unexpected, including a Starbucks match of$25 and $50 credits at key savings milestones up to a total of $250 per partner.
We know that our partners are the foundation of our success, so we want them to share in that success throughStarbucks stock ownership. Bean Stock began in 1991, on the same day Starbucks opened its 100th store. The
landmark program that awards partners with company stock was the first of its kind in the retail industry. During
FY22, more than 230,000 partners in 21 markets received Bean Stock, including Austria, Great Britain, Italy,
Switzerland, Japan, China, Canada and the United States. Partners in North America can also take advantage of
the Starbucks Stock Investment Plan (S.I.P.), a quarterly stock purchase plan that allows Starbucks partners to
buy Starbucks stock at a 5% discount.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 8

INVESTING INO U R PA R T N E R S

partner experience

Global Environmental & Social Impact Report 9

Partner Experience Innovation Center
Launched the Partner Experience Innovation Center to reimagine andimprove the partner experience.
Retail partners create thousands of meaningful moments each day forour customers, all around the world. At the same time, we know that ourpartners have endured a challenging few years — from a global pandemic
upending our day-to-day lives, to facing the ongoing impacts of astrained supply chain.
In FY22, we announced approximately $1 billion in investments in wages,
benefits, training and equipment to radically improve the U.S. retailpartner experience — the result of dozens of collaboration sessions
across the country where hundreds of retail partners and leaders met toco-create the future of Starbucks. The newly-formed Partner Experience
Innovation Center (PEIC) was created to reimagine the partner experienceand build trust with our partners by addressing their biggest challenges.
When we meaningfully invest in an experience that enables our partners
to thrive, they become more engaged and better connected with ourcustomers, which drives our business performance. Thriving partners area catalyst to building a stronger Starbucks business and brand.

© 2023 Starbucks Corporation. All rights reserved.

INVESTING INO U R PA R T N E R S

partner experience

Inclusive Healthcare
We will always work to ensure that our partners have access to quality
healthcare and the support services they need. In FY22, we added to our
extensive healthcare benefits with a healthcare reimbursement program
to ensure that all partners can receive reimbursement for travel expenses
for abortion or gender-affirming procedures when they cannot legally
access services in their state of residence and do not have a provider
within 100 miles of their home. In FY22, we also broadened the Starbucks
Family Expansion Reimbursement program, which assists partners withthe costs of growing their families through adoption, surrogacy or fertility
treatments.
These efforts in FY22 build on our long-standing commitment to ensuringthat our partners have access to quality healthcare regardless of where
they live or what they believe. In 2018, Starbucks broadened its healthinsurance options for transgender partners beyond gender reassignment
surgery (which had been covered since 2013), to include procedures that
had previously been considered cosmetic. All U.S. partners who welcome
a new child by birth, foster or adoption can access paid parental leave.
Starbucks also provides all U.S. partners and qualified family members
access to 20 free sessions a year with a mental health therapist or coachthrough Lyra Health, and free access to Headspace. We also offer all
U.S. partners the option to work with Starbucks Advocates — a team ofindividuals dedicated to working directly with partners year-round —who are knowledgeable about healthcare coverage and available to help
partners with complex health benefits questions.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 10

Starbucks College Achievement Plan
Nearly 2,150 partners graduated from college using Starbucks
College Achievement Plan (SCAP), with more than 23,000 partners
participating in the program in FY22.
As part of our commitment to help our partners succeed in career andlife — even beyond Starbucks — we offer 100% upfront tuition coverage
for a first-time bachelor’s degree to eligible partners in the U.S. through
SCAP, in partnership with Arizona State University (ASU). SCAP participants
have access to more than 140 bachelor’s degree programs, and since
the start of the program more than 9,100 partners have used SCAP tograduate from college.
Starbucks also offers the Pathway to Admission program, an expansionof the SCAP benefit. Through this program, Starbucks and ASU provide anadmissions pathway for partners who do not initially qualify for admission.
Through Pathway to Admission, partners can take up to 10 college-levelcourses to earn their admission into the university, with credit conversion
costs fully covered. Partners who are Veterans can extend an additional
SCAP benefit to a qualifying family member.

INVESTING INO U R PA R T N E R S

partner experience

Global Environmental & Social Impact Report 11

T RAI N I N G & D EV E LO PM E NT
Training and educational
resources are designed to recruitand retain talented people andaffirm Starbucks as one of thevery best employers in retailglobally. The way we hire, develop
and advance our partners is a
critical pillar in our journey toensure that all of our partners
have the opportunity to thrive
at — and beyond — Starbucks.

Barista First 30 & Continuous Learning Journey
Baristas in the U.S. receive 42 training hours.
As part of our $1 billion investment in improving the retail partner
experience, we evolved the Starbucks training program known as Barista
Basics into Barista First 30, a 42-hour training program to be completed
in the first 30 days of employment that covers all the foundations ofbeing a Starbucks partner from mission and culture to the skills needed toserve customers in our stores. Barista First 30 nearly doubles the numberof training hours provided in the previous program and is followed by acontinuous learning journey that coincides with the 90-day check-in
and 180-day milestone. Our newly designed shift supervisors training
program includes nearly 30 hours of training that provides the essential
knowledge needed for the role. Taken together, our training ensures that
Starbucks store partners can provide a great experience for customers
while gaining the skills and information they need to thrive in their roles.
In FY22, we also invested in coffee education through the Coffee
Master Program. Starbucks partners are certified as Coffee Masters
after completing coursework and an exploration of Starbucks coffees inStarbucks Coffee Academy. The Coffee Master program acknowledges
partners’ knowledge and skill with the special designation of the black
apron after they finish the robust curriculum. Partners who complete
the Coffee Master program are eligible to attend Origin Experience
trips — trips to coffee-growing regions to experience coffee farms
and meet farmers, suppliers and community members. More than
4,500 partners have completed Coffee Masters and earned the black
apron since the re-launch in June 2022. In FY23, nearly 1,500 partners
completed Coffee Masters, with an additional 1,000 partners enrolled
in the program.

Defined by the “Bureau Labor Statistics — Food and Accommodations Services”

2

© 2023 Starbucks Corporation. All rights reserved.

Talent Attraction & Development• M ore than 160,000 baristas were hired in the U.S.
• M
 ore than 60% of U.S. retail leadership roles were filled frominternal partners.
Starbucks has a long history as a leading company to attract anddevelop diverse talent. Starbucks is working side-by-side with partners
to ensure that we remain at the top of our field for talent acquisitionand development. In FY22, the total partner turnover in North America(U.S. and Canada) was nearly 65%, significantly lower than industry2
turnover rates.

INVESTING INO U R PA R T N E R S

partner experience

INCLUSION, DIVERSITY AND EQUITY

We are dedicated to creating a culture of warmth andbelonging, where everyone is welcome and respected.
Our work to advance inclusion, diversity and equity
at Starbucks has already led to important policies,
programs and initiatives. There is still more to be done,
and we are committed to taking further actions towardtangible and lasting change.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 12

INVESTING INO U R PA R T N E R S

partner experience

Global Environmental & Social Impact Report 13

RAC IAL & S O C IAL EQ U ITY
G O A L S & R E P R E S E N T AT I O N
We are on a journey to advance
racial and social equity for ourpartners, our community andour society. We are buildingon the work in our prior Civil
Rights Assessments, conductedby Covington & Burling, to meet
racial, ethnic and gender diversity
representation goals across thecompany. Our goal is to achieve
racial and ethnic diversity of atleast 30% at all corporate levels
and at least 40% at all retail andmanufacturing roles by 2025.
We also aim to achieve at least
50% women working across all
corporate levels, 55% women
working across all retail rolesand 30% women working in
manufacturing roles.

Goals and FY22 results3:
Representation of POC and women in retail roles

Representation of POC and women in manufacturing roles

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

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

POC

WOMEN

R O L E 			

POC

WOMEN

director

29%

14%

regional vice president

31%

63%

manager30%

29%

regional director

32%

50%

individual contributor

43%

33%

district manager

33%

61%

store manager

39%

68%

shift supervisor

47%

71%

barista

53%

73%

Representation of POC and women in enterprise roles
Goal: At least 30% POC representation and 50% women for all enterpriseroles (senior vice president+, vice president, director, manager, individual
contributor) by 2025
R O L E 			

POC

WOMEN

senior vice president+

27%

57%

vice president

30%

55%

director

27%

59%

manager

31%

55%

individual contributor

38%

55%

Demographic percentages represented in this section have been rounded.

3

© 2023 Starbucks Corporation. All rights reserved.

Representation of age in total workforce
R E T A I L 		CORPOR ATE

MANUFACTURING nder 30: 82%
U
30-50: 15%
Above 50: 3%

Under 30: 18%
30-50: 61%
Above 50: 20%

Under 30: 17%
30-50: 52%
Above 50: 32%

As disclosed in our 2023 Proxy Statement: Our Board of Directors has
38% person of color representation (three out of eight members) and
25% representation of women (two out of eight members).

INVESTING INO U R PA R T N E R S

partner experience

Inclusion & Diversity Mentorship Program
What began as a pilot in 2021 has quickly become a sought-after
learning and development opportunity for partners. Designed to support
partners who have been historically marginalized, including Veterans,
women, LGBTQIA2+ partners and those living with disabilities, theStarbucks Inclusion & Diversity Mentorship Program connects partners
to senior leaders, providing 1:1 sessions and ongoing guidance.

Global Equity in Pay4
Starbucks has achieved and maintained 100% pay equity for womenand men and people of all races performing similar work in the U.S.
and maintained 100% gender equity in pay in Canada.
In 2018, Starbucks achieved pay equity for all partners in the U.S. performing
similar work and has maintained equity every year. In FY22, Starbucks once
again maintained 100% pay equity for women and men and people of allraces performing similar work in the U.S. As of the end of FY22, median pay
ratio in the U.S. was 100% for women and partners of all races. We also
maintained gender equity in pay in Canada and are working to leverageknowledge and lessons learned in markets where we have achieved pay
equity to develop applicable principles for our global markets and sharewith other leading employers. We continue to work with licensed partners
to prioritize pay equity for all partners in all markets.

“In every community we serve, Starbucks is committed tobuilding a culture where all feel welcome. While each of ourmarkets is unique, what unites us as partners is our values –our commitment to diversity, equity and inclusion, and ourshared goal of creating places of belonging for our partners
and customers.”
M I C H A E L C O N W A Y, G R O U P P R E S I D E N T,
I N T E R N AT I O N A L A N D C H A N N E L D E V E LO P M E N T

The geographic scope of this data point includes all company-operated stores inNorth America (which is inclusive of the U.S. and Canada).

4

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 14

Supporting LGBTQIA2+ Partners
Starbucks scored 100% on the Human Rights Campaign Corporate Equality Index for the 12th year in a row.
Starbucks is committed to building a culture where everyone is welcome and continue our deep and longstanding commitment to remaining a top employer for LGBTQIA2+ people. In FY22, we joined more than 170
organizations and the Human Rights Campaign in urging the U.S. Senate to pass the Respect for Marriage Act,
which was signed and passed in December 2022, and we joined other businesses in an advocacy statement
to address and oppose policy actions or legislation that discriminate against the LGBTQIA2+ community. Our
efforts were recognized in 2022, and Starbucks was listed once again as a Best Place to Work for LGBTQIA2+
Equality by the Human Rights Campaign. The Starbucks Foundation donated more than $700,000 to support
nonprofits serving LGBTQIA2+ communities in FY22. We are working to implement our vision of an inclusive
and equitable company for all through our work directly with our partners — like our expanding benefits forour transgender partners to access gender-affirming care, regardless of where they live. At the same time, we
are working to ensure our partners are supported through inclusive policies around the country.

% of U.S. workforce: LGBTQIA2+ (self-identification)
R E T A I L 		CORPOR ATE

MANUFACTURING

(79% response rate)
36%(50% response rate)
22%(43% response rate)
11%

INVESTING INO U R PA R T N E R S

partner experience

Global Environmental & Social Impact Report 15

Inclusive & Accessible Design
We know that when we design with and for people who have lived experience with disability, it improves
the experience for all partners, customers and communities. That’s why Starbucks is committed to designing,
testing and scaling more inclusive design standards and experiences across our store portfolio, starting in
the U.S. and then expanding standards globally, with the goal of ensuring that physical and digital Starbucks
environments will meet an elevated standard of accessibility by 2030. These standards will provide customers
with more options to enjoy both their in-store and digital Starbucks experiences by creating more ways tocommunicate both visually and audibly and by offering more tools to help customers navigate physical store
environments.
To advance these standards, Starbucks is testing technology solutions in select store locations including:• S peech-to-text technology that provides a live visual display of speech for partners and customers toreference when placing or picking up an order.
• O rder readiness notifications through a customer order status board that visually provides an update andconfirms when an order is ready.
These efforts build on other accessible design improvements over the last year. Since 2021, Starbucks hasoffered free Aira service, which connects people who are blind or have low-vision to trained, professional
visual interpreters who provide instant access to visual information about the customer’s surroundings
through a smartphone app. Starbucks also offers multiple formats of the menu including large-print and Braillemenus in all stores in the U.S. and Canada. Globally, Starbucks operates 16 Signing Stores that provide a space
for the Deaf and hard of hearing community to connect through sign language and celebrate Deaf culture.

Disability Inclusion
Starbucks scored 100% on the Disability Equality Index. Starbucks is recognized as one of the DEI Best
Places to Work for Disability Inclusion.
Over 1 billion people have a disability across the globe, and it is a strength. And at Starbucks, we believe it is
our responsibility to raise the bar when it comes to creating a more inclusive environment for our partners
and customers living with apparent and nonapparent disabilities. Together with our community partners, weare increasing accessibility resources and supporting the development of evolving employer practices on
Access and Disability Inclusion. As a member of Disability:IN’s Inclusion Works program, a national forum forpeer employers, Starbucks remains committed to Disability:IN’s pledge, Are You In — committing to advancedisability inclusion in the workplace.

% of U.S. workforce: People with disability (self-identification)© 2023 Starbucks Corporation. All rights reserved.

R E T A I L 		CORPOR ATE

MANUFACTURING

(88% response rate)
14%(60% response rate)
11%(60% response rate)
13%

INVESTING INO U R PA R T N E R S

partner experience

Global Environmental & Social Impact Report 16

Refugee Support

Veterans & Military Families5

More than 1,100 refugees hired in the U.S., Canada and EMEA in
FY22, bringing the total of refugees hired to more than 4,000 since2017. More than $1.3 million donated to support nonprofits serving
refugee communities from The Starbucks Foundation.

Hired an additional 4,580 Veterans and military spouses.

We have a longstanding history of creating opportunity and investingin the people who are a part of the communities where we do business.
While we did not meet our 2022 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. In FY22, The
Starbucks Foundation has awarded more than $1.3 million to support
nonprofits providing humanitarian assistance and other programs tohelp refugees find safety and rebuild their lives. This includes support
to more than 200 grassroots nonprofits across the U.S. and Canada
that provide resources and services for refugees and where Starbucks
partners are engaged.

Our goal is to hire 5,000 military Veterans and military spouses annually, and in FY22 we hired more than
4,500 Veterans and military spouses across U.S. Starbucks roles. These intentional hiring commitments
are intended to welcome new partners from communities that may experience barriers to employment.
Our support for Veterans and their families includes our partnerships with nonprofit organizations likeBlue Star Families, which helped foster connections in over 200 military communities nationwide. In
partnership with Operation Gratitude, we donated more than 5,000 comfort items to our nation’s
Veterans and caregivers in military treatment facilities nationwide. And because coffee is at our core,
Starbucks donated more than 6.8 million cups of coffee to our Veteran and military communities in FY22.
We also support our military partners and their families with Military Family Stores. Please refer to Our
Communities for more information on these specialized stores.

I n FY21, we reported that 7,720 Veterans and military spouses hired in FY21 across the U.S. We have identified an error in our datacollection process that led us to incorrectly report the data for FY21. The correct data point is: 4,704 Veterans and military spouses
were hired in FY21 across the U.S. The data collection error was identified and corrected for our FY22 reporting.

5© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 17

partnerengagement

INVESTING INO U R PA R T N E R S

Being a Starbucks partner means aspiring to become part of something
bigger: inspiring positive change in the world and growing in career andin community. To make that vision a reality, we invest in our partners’
well-being, professional learning and community and civic engagement.

MMXXII© 2023 Starbucks Corporation. All rights reserved.

INVESTING INO U R PA R T N E R S

partner engagement

Partner Surveys6
43% of U.S. store partners, 54% of Canada store partners, and 86% of North
America non-store partners completed the Partner Experience survey.
Starbucks has a long history of direct engagement with our partners, and we
make it a priority to routinely create the space for open and honest twoway conversations. We have established a cross-functional Support Partner
Experience team, made up of partners across business units. This teamfocuses on key areas of opportunity that partners have shared and will hostdesign sprints on specific topics shared in collaboration sessions. The partner
surveys leverage a census approach, with all U.S. company-operated partners
invited to participate and paid time for hourly partners, including retailpartners, to complete the survey. The feedback from these surveys is used to
inform the partner experience.

The geographic scope of this data point includes all company-operated stores in North America.

6© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 18

INVESTING INO U R PA R T N E R S

partner engagement

Global Environmental & Social Impact Report 19

STARBUCKS GLO BAL ACAD E MY
Starbucks Global Academy is afree, open-access platform for
Starbucks partners, customers,
suppliers and community
members worldwide to access
top-quality educational content
centered around Starbucks
areas of passion and expertise.
Developed in collaboration
with Arizona State University,
the Starbucks Global Academy
offers learners the opportunity
to expand their understandingof key Starbucks initiatives
and select coursework from acollection of more than 100
carefully selected courses.

To Be Welcoming7

Community Champions Course7

More than 21,000 people enrolled in the course with more than
12,000 completions.

Developed and launched new, open-source Community Champion
Fundamentals course on Starbucks Global Academy.

Our dedication to equal opportunity involves creating a workplace
where diversity is celebrated and establishing a workplace culturethat promotes inclusiveness. In 2018, we partnered with Arizona State
University to develop the To Be Welcoming anti-bias program for ourpartners. In 2020, we made this 15-course curriculum available to the
public for free. We exceeded our goal of enrolling 100,000 cumulative
learners in FY22, reaching nearly 109,000 enrollments and morethan 45,000 total course completions. Because the course is open
to partners, customers and community members, our program helps
individuals across our community engage with challenging subjects
through research-based content. We are excited to report that 81%
of people who have completed the course since 2018 are Starbucks
partners and 19% are non-partner learners.

Starbucks empowers our partners, customers and communities totake action and make a difference at home and around the world as
Community Champions. Community Champions serve their communities
in big and small ways to make a positive impact for people and theplanet. In FY22, we created a new Community Champion Fundamentals
course on Starbucks Global Academy to help partners and community
members understand how to identify community needs and then alignthose needs with their own passions and motivators for doing good.

Greener Apron7

The Starbucks Coffee Academy offers an in-depth review of the coffeeindustry and Starbucks pioneering role in responsible sourcing, roasting,blending, brewing and crafting. The modular learning format is open to
everyone, and enables learners to select their coffee education journey.
Since its launch, more than 285,000 people have enrolled in Starbucks
Coffee Academy with more than 160,000 course completions.

More than 15,500 partners enrolled in the course with nearly 9,000
completions.
The Greener Apron course is open to partners and the public and equips
learners with the information they need to learn about sustainability
and the skills and tools to become changemakers at work, at home andin their communities. In FY22, the course was updated in partnershipwith the World Wildlife Fund and Intersectional Environmentalists to be
shorter and more relevant and accessible to partners. Since its launch,nearly 52,000 people have enrolled in the course, with nearly 25,000
completions.

The geographic scope of this data point includes globally company-operated markets and licensed markets.

7© 2023 Starbucks Corporation. All rights reserved.

Starbucks Coffee Academy
Nearly 150,000 enrollments and more than 96,000 course
completions.

Third Place Development Series
Four sessions designed and implemented, with nearly 3,000 people
enrolled and more than 300 course completions.
Starbucks seeks to create a third place — a warm and inviting place
where people can convene and connect. Through videos and discussion
prompts, the Third Place Development Series intends to spark insights
and confront biases as we strive to create more inclusive practices
in our communities. Starbucks collaborates with external experts todiscuss important issues and create a welcoming space for all to form
meaningful connections and challenge our own biases through diverse
lived experiences. Since its launch, nearly 3,000 people have enrolled in
the course with more than 300 completions.

INVESTING INO U R PA R T N E R S

partner engagement

Global Environmental & Social Impact Report 20

Partner Networks8Partners are engaged in 12 Partner Networks and 114 regional
chapters across the U.S. 26 Partner Networks are available globally.
Our Partner Networks launched in 1996 with the Pride Alliance partner
affinity group. These partner-led groups bring together partners
and have been celebrated across the global business community asa leading example of employee-led thought leadership. Throughshared power, shared accountability and shared success, Partner
Networks have helped us define the systems and programs that have
proven critical to advancing a culture of equity and belonging.

 he geographic scope of this data point includes globally company-operated marketsTand licensed markets.

8© 2023 Starbucks Corporation. All rights reserved.

U . S . PAR T N E R N E T WO R KS

E S T. 2 0 0 7

E S T. 2 0 0 7

E S T. 2 0 0 6

Welcome, engage and empower
Veterans, military spouses andadvocates in cultivating a strong
community that embraces Veteransin the workplace and enriches the
Starbucks Experience.

Share the heritage of the African diaspora
to develop partners, advise our businessand enrich Starbucks contribution to ourcustomers and communities.

Foster a community of awareness,
inclusion and accessibility for partners
with apparent and non-apparent
disabilities.

E S T. 2 0 0 6

E S T. 2 0 1 3

E S T. 2 0 2 0

Celebrate the Latinx culture, develop
partners and positively impact ourcustomers and communities.

Develop a global community contributing
to the growth of the India market,
celebrate Indian culture and support thegrowth of partners from the region.

Preserve and celebrate Indigenous
cultural values and interweave
communities by teaching andunderstanding our heritage.

E S T. 2 0 1 5

E S T. 2 0 0 7

E S T. 2 0 2 1

Support and empower the next
generation of Starbucks leadership.

Foster meaningful connections andelevate the impact of Pan-Asianpartners and allies within Starbucks
and the community.

Educate, engage and empower partners
to drive sustainable change.

E S T. 1 9 9 6

E S T. 2 0 1 8

E S T. 2 0 0 8

Strive to cultivate an equitable, dynamic
and supportive environment for LGBTQ
partners, allies and customers.

Welcome, empower and advocate
for refugee partners and allies whilestrengthening and enriching theirglobal Starbucks Experience.

Ignite the power of women to makean impact through partners, allies
and community.

INVESTING INO U R PA R T N E R S

partner engagement

Global Environmental & Social Impact Report 21

Civic Engagement Resources
In FY22, more than 600 people, including customers and partners,
accessed voter registration and election information (via Fuel Our
Democracy) while more than 17,000 partners used civic education
resources via Starbucks Partners Vote.
To fulfill our commitment to civic engagement, Starbucks offers various
tools and resources to our partners, enabling them to exercise theirright to vote in every election. We provide voter education resources tohelp partners create a voting plan, and facilitate conversations between
managers and partners to ensure that partners can participate in elections.

Giving Match9
Nearly $1.5 million donated to nonprofit organizations.
Through the Starbucks Giving Match program, Starbucks recognizes
and supports partners’ individual contributions of eligible financial
donations and volunteer time to qualified nonprofit organizations. All
active Starbucks full- and part-time partners can request up to $1,000
in matching funds per fiscal year, using any combination of volunteer
hours and financial donations to qualified nonprofit organizations. At theend of FY21 and into FY22, our policy was enhanced to allow more accessand equity to partners by reducing the minimum volunteering thresholdfrom five hours to one hour ($5 per hour in Giving Match) and more
recently, by reducing the financial giving minimum threshold from $25
to $5. This change reflects Starbucks desire to support all of our partners
in volunteering and giving whether their contributions are big or small.
Because of increased partner engagement and utilization of the Giving
Match, Starbucks donated nearly $1.5 million to nonprofit organizationsin the U.S. and Canada in FY22 — representing a nearly 50% increase in
Giving Match donations from FY21.

The geographic scope of this data point includes all company-operated stores in North America.

9© 2023 Starbucks Corporation. All rights reserved.

INVESTING IN
SECTION TITLE
O U R PA R T N E R S

subsection title

fiscal 2023
highlights

Global Environmental & Social Impact Report 22

Achieved an average national pay rate for all U.S. hourly partners of more than $17.50/hour,with a range of $15 to $24/hour.
Partner Investment: Origin Experience
From January through March 2023, 800 Starbucks partners (employees) from the U.S. andCanada were selected to travel to Hacienda Alsacia – the Starbucks research and development
farm in Costa Rica for Origin Experience.
Starbucks Origin Experience is an optional development incentive for eligible partners – Coffee
Masters who represent a variety of roles within the company, from barista to manufacturing tooperations leaders – to learn, see and experience the hard work, dedication and passion that
goes into producing the coffee we serve every day in our stores.
Partners see first-hand examples of how Starbucks is leading in the industry and hear fromexperts in agronomy, processing, buying, farmer support, quality and more throughout alearning visit during Costa Rica’s coffee harvest season.
Continued Commitment to Our Hometown
To help alleviate the burden on partners of trying to address some of the challenges facing
Seattle, Starbucks continued its commitment to a unique public-private partnership in Seattle –Partnership for Zero.
Starbucks will offer some of its downtown stores to be a safe, clean and welcoming space
where Partnership for Zero System Advocates – case managers with lived experience being
homeless – can connect with those needing to navigate social services, fill out paperwork andget on the path to permanent housing.
Expanding Mentorship Across Starbucks
Building on the initial success of Starbucks mentorship program, we announced the expansionof mentorship opportunities to include over 400 U.S. based retail partners, bringing the total
number of participants to 1,395.

© 2023 Starbucks Corporation. All rights reserved.

SECTION II

Global Environmental & Social Impact Report 23

building a more equitable,
sustainable and resilient

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

We believe it is our responsibility to build a moresustainable, equitable and resilient future for coffee,
our communities and our planet. We are working
to create the future we dream of through the lens ofhumanity, with a deep commitment to global
human rights, responsible and ethical sourcing,community leadership from our partners and afocus on giving more than we take from the planet.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 24

Global Environmental & Social Impact Report 25

ourcommunities

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

Every day, across the globe, Starbucks works to enhance the wellbeing of all who connect with the brand, through actions andprograms rooted in opportunity and inclusion. Our work is informed byour partners, who live and work in the communities we aim to support.
From service projects to spreading messages of hope, together we areworking to nurture the limitless possibilities of human connection.

MMXXII© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our communities

Global Environmental & Social Impact Report 26

OUR STORES

Community Stores10

Military Family Stores

Signing Stores

In the U.S., seven Community Stores opened in FY22, bringing our total
U.S. Community Stores to 28. In Asia, eight Community Stores opened
in FY22, bringing our total international Community Stores to 19 stores.

Opened 33 Military Family Stores, bringing our total Military FamilyStores to 111 stores.

Five new Signing Stores opened
globally, bringing our total to
16 Signing Stores.

Starbucks Community Stores are spaces that aim to help uplift
communities in locally relevant ways. The stores are inclusive of several
store models from serving under-resourced and historically underresourced communities, to empowering farmers, youth and women andcreating impact in partnership with local nonprofit organizations.
These store concepts — led by partners who directly connect to theinitiative or cause of that store — provide intentional and dedicatedprogramming and experiences that support economic opportunity incommunities, create pathways to opportunity for Starbucks partners andamplify the positive impact of Starbucks partners and the Third Place. In
FY22, 15 new Community Stores opened across the nation and aroundthe world. There are 28 Community Stores in the U.S. and 19 outside of
the U.S. These stores have provided approximately 175 job opportunities
in underserved communities in FY22, bringing overall employment inCommunity Stores to nearly 700 job opportunities to date. Community
Stores also serve as a community gathering space. In FY22, our Community
Stores provided four new community rooms, adding to our total of 28
community spaces across all Community Stores. Our goal is to open 100
Community Stores by the end of 2025 in the United States.

Starbucks Military Family Stores serve as a central gathering place
for active military personnel, Veterans, their families and surrounding
communities. These stores, located near major military bases, provide asense of connection and support for military families who are often far
from their loved ones. Additionally, the stores collaborate with VeteransService Organizations to link local Veterans and their families with
important resources and services. At the end of FY22, 111 total Military
Family stores were open and serving our Veterans and their families.
While we did not meet our goal to open 132 stores by 2022, we willcontinue to update on our progress annually and anticipate reassessing
this goal in the coming fiscal year.

The geographic scope of this data point includes globally company-operated markets and licensed markets.

10© 2023 Starbucks Corporation. All rights reserved.

Starbucks Signing Stores arestaffed by store partners who are
proficient in sign language. These
stores provide a space for the Deafand hard of hearing community
to connect and celebrate Deaf
culture through sign language.
Starbucks opened 5 Signing Storesin FY22, and currently operates 16
Signing Stores worldwide.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our communities

Global Environmental & Social Impact Report 27

The Starbucks Foundation11

Origin Grants11

Youth Equity Grants

Provided $17.5 million in grants to nonprofit organizations.

Achieved our goal of empowering 250,000 women and girls in coffee,
tea and cocoa-growing communities, three years ahead of schedule.
Announced new goal to positively impact 1 million women and girls in
coffee, tea and cocoa-growing communities by 2030.

251,715 youth impacted and$1.2 million provided in grants.

Established in 1997, The Starbucks Foundation is a distinct Section
501(c)(3) charitable organization under U.S. law and receives funding
primarily from Starbucks Corporation.
With the mission to strengthen humanity by transforming lives
across the world, The Starbucks Foundation provided $17.5 million toover 3,000 nonprofit organizations to enable community resiliency
and prosperity in FY22. The Starbucks Foundation makes strategic
investments from the first 10 feet in coffee-growing communities to thelast 10 feet in neighborhoods where coffee is served, with hyperlocal
grants in partnership with partners and licensees, to youth-focused
initiatives and in disaster response and resiliency efforts. In addition to
the grants made in these key areas, The Starbucks Foundation invested
in programs creating a positive impact for people and communities,
such as water, sanitation and hygiene (WASH) access, refugee support
and to organizations delivering services in our hometown of Seattle.

Women play a vital role in their families, on farms and in communities,
and they are disproportionately affected by challenges like the climate
crisis. To support this effort, The Starbucks Foundation Origin Grants
promote women’s leadership, advance economic opportunities
and provide access to WASH in coffee-, tea- and cocoa-growing
communities for women and girls.
The Starbucks Foundation exceeded its original goal of empowering
250,000 women and girls by 2025 and now aims to empower 1 million
women and girls by 2030. Since announcing its original aspiration in
2018, the Foundation has positively impacted nearly 340,000 womenand girls in origin communities. In FY22, the Foundation awarded nine
grants totaling nearly $3 million in seven countries, including its first-everorigin grants focused on women farmers in Brazil and Mexico.

Neighborhood Grants12
Awarded $4.5 million in Neighborhood Grants bringing our total
invested in hyperlocal nonprofits to more than $10 million, thanks tomore than 45,000 nominations from partners since program launch.
The Starbucks Foundation provides Neighborhood Grants to nonprofit
organizations nominated by Starbucks partners from the U.S. & Canada tohelp build sustained impact and inspire increased partner volunteerism
in our communities. In FY22, the Foundation received nominations fromnearly 30,000 partners and awarded $4.5 million through nearly 3,000
Neighborhood Grants to hyperlocal organizations making a difference inthe communities where our partners live and work. Since the launch of
the Neighborhood Grants program, the Foundation has awarded morethan $10 million to nonprofit organizations.

11 he geographic scope of this data point includes globally company-operated markets and licensed markets.
TThe geographic scope of this data point includes all company-operated stores in North America.

12© 2023 Starbucks Corporation. All rights reserved.

In FY22, The Starbucks Foundationachieved its commitment toinvest $5 million in organizations
serving young people of color in
the U.S. Over the last two years,
The Starbucks Foundation’s Youth
Equity Grants have supported
organizations delivering diversity,
equity and inclusion initiatives,
youth mentorship and leadershipdevelopment programs, and life
skills for youth through nationaland local-level programs. In
partnership with organizations like
Big Brothers Big Sisters of America,
City Year, Covenant House and
YWCA USA, the Foundation’s
grants have supported more than
375,000 youth since 2020.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our communities

Global Community Impact Grants13
Awarded over $3.2 million to nearly 90 nonprofits across 42 markets.
In March 2022, The Starbucks Foundation announced a goal to invest $30 million by 2030 in a new Global
Community Impact Grants portfolio designed to drive locally relevant impact in the communities where Starbucks
operates around the world. To realize and scale the initiative, The Starbucks Foundation invites Starbucks licenseesthat operate Starbucks stores across its three international regions — Asia Pacific; EMEA; and Latin America & the
Caribbean — to nominate local nonprofit organizations for grants and coinvest alongside the Foundation to drive
additional impact around the world at the local and regional level.
In FY22, The Starbucks Foundation grants and corresponding donations from licensees totaled over $3.2 million
to nearly 90 nonprofits across 42 markets. In Indonesia, The Starbucks Foundation and PT. Sari Coffee Indonesia,
which operates Starbucks stores in Indonesia, have worked with Prestasi Junior Indonesia since 2019 in supportof teaching youth about entrepreneurship through experiential learning. In 2021, more than 450 volunteers were
mobilized to conduct experiences with 1,250 students in six cities. Now one of the first recipients of a Global
Community Impact Grant in 2022, Prestasi Junior Indonesia will continue to deepen impact through a creative
youth entrepreneurship program that will support youth in gaining business skills and building their own microenterprises over the coming school year.

Disaster Response13
Awarded $3.75 million in grants and activated more than $400,000 in customer donations.
As part of our mission to uplift communities affected by disaster, The Starbucks Foundation provides grants to
help communities prepare for and respond to disasters, as well as build long-term community resilience. This
includes national and global support to the American Red Cross and World Central Kitchen, along with local
investments based on community needs identified in partnership with Starbucks partners and community-based
nonprofits. In FY22, the Foundation responded to support impacted communities, ranging from the Jackson,
Mississippi water crisis to the Uvalde, Texas shooting, and engaged customers to join us in supporting hurricane
relief efforts in North America and the Caribbean and humanitarian relief efforts for Ukraine.

The geographic scope of this data point includes globally company-operated markets and licensed markets.

13© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 28

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our communities

Global Environmental & Social Impact Report 29

Starbucks® FoodShare and Hunger Relief14• N early 13 million pounds of food in the U.S. has been diverted from waste streams and donated tohunger-relief organizations — which is the equivalent of nearly 11 million meals.15• M ore than 1 million pounds of food in Canada has been diverted from waste streams and donatedto hunger-relief organizations — which is the equivalent of more than 1 million meals.
• M ore than $10 million re-invested into hunger relief efforts in communities.
Since 2016, Starbucks has been committed to supporting hunger relief through its innovative Starbucks
FoodShare food donation program in partnership with Feeding America®, Second Harvest Canada andother hunger-relief organizations. Since then, Starbucks has invested more than $60 million into hunger
relief efforts in the U.S., and in FY21 made a commitment to reinvest $100 million by 2030 in hunger relief
initiatives.
Since Starbucks FoodShare was launched in the U.S. in 2016, 60 million pounds of food have been diverted
from waste streams and donated to hunger-relief organizations — which is the equivalent of 50 million
meals. Starbucks FoodShare in Canada launched in 2019, and cumulatively through the end of FY22,
nearly 2 million pounds of food have been diverted from waste streams and donated to hunger-relief
organizations—which is the equivalent of nearly 2 million meals. Programs to support hunger relief are also
operating in international markets including the Dominican Republic, India, Japan, Mexico, New Zealand,
Philippines, Singapore, Thailand and the United Kingdom.
In FY22, we furthered our commitments to help increase equitable access to nutritious food.
• S
 ince 2021, $3.3 million, including $1.6 million in FY22, has been invested with 16 Feeding America
partner food banks to implement initiatives that address equity in food access by supporting
households with individuals who are Black, indigenous, and people of color residing in communities
experiencing high food insecurity rates. These 16 food banks are in metropolitan areas with Starbucks
Community Stores.
• I n FY22, Starbucks made a $1 million investment with No Kid Hungry to support sustainable andscalable solutions for schools and community organizations feeding children. The investment is aimed
at increasing equitable access to nutritious food in high need and historically underserved communities.

The geographic scope of this data point includes globally company-operated markets and licensed markets.
 ccording to the USDA, 1.2 pounds is equivalent to one meal.
A

14
15

© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our communities

Global Environmental & Social Impact Report 30

Community Resilience Fund

Community Champions$21 million invested through the Community Resilience Fund.

Globally, more than 43,000 partners took action as Community
Champions, volunteering more than 143,000 hours in support of morethan 5,000 nonprofit organizations.

In 2021, Starbucks established the Community Resilience Fund with the goal to invest $100 million
in the expansion of small businesses and the development of community projects in communities ofcolor. In December 2021 and January 2022, Starbucks invested $21 million in the first seven Community
Development Financial Institutions (CDFIs) to receive funding from the Community Resilience Fund. The
fund’s initial investments are centered around 12 metropolitan regions and their surrounding areas in
the United States, including Atlanta, Detroit, Houston, Los Angeles, Miami, Minneapolis, New Orleans,
New York City, Philadelphia, the San Francisco Bay Area, Seattle and Washington, D.C.

Outreach Worker Program
Outreach workers across eight cities made more than 12,000 customer engagements and more than
1,800 referrals to a stabilizing program and resources.
The Outreach Worker program was introduced as a pilot in FY20 to connect partners with local street
outreach and social workers who are skilled in directing individuals to stabilizing programs and resources.
The program partners with local nonprofit organizations that specialize in connecting individuals facing
homelessness, mental health issues and substance use disorders to relevant resources specific totheir city. During FY22, the Outreach Worker program scaled to Denver and San Diego, in addition tocontinuing operations in Chicago, Los Angeles, New York City, Philadelphia, Seattle and Washington, D.C.
In FY22, Starbucks announced nearly $500,000 in investments to advance solutions that support
those experiencing chronic homelessness in our hometown - the greater Seattle region. These efforts
include partnering with the We Are In Coalition to support Partnership for Zero, led by the King County
Regional Homelessness Authority (KCRHA), expanding support for nonprofits providing dignified accessto basic needs including bathrooms, showers and laundry services for individuals experiencing chronic
homelessness, expanding its commitments to the chronically homeless population by supporting
Plymouth Housing and extending its investment in Northwest Harvest as part of our Starbucks
FoodShare program.

© 2023 Starbucks Corporation. All rights reserved.

As Community Champions, Starbucks partners make a difference in thecommunities where they live and work. Community Champions cultivate
connections in and out of stores and create a positive impact for people
and the planet through volunteerism, donations, acts of kindness and bylearning more about ways to make a positive impact in their community.
Starbucks provides partners with tools to engage as Community
Champions, build local relationships with nonprofits and empowers
partners to grow their impact through resources like a newly launched
Community Champion course on Starbucks Global Academy, which isalso open to the public. Every U.S. and Canadian partner can access theCommunity Champion Portal, an online platform that serves as a onestop-shop for volunteering, giving, requesting a Giving Match, learning
about community engagement opportunities and tracking contributions.
Partners are taking action as Community Champions in 28 Starbucks
markets outside of the U.S., up from five global markets reported in FY21.
In the U.S., nearly 17,000 partners took action as Community Champions,
volunteering more than 71,000 hours in support of nearly 4,000
nonprofits. Outside of the U.S., more than 26,000 partners took action as
Community Champions, volunteering more than 72,000 hours in supportof more than 1,000 nonprofits.

Global Environmental & Social Impact Report 31

our planet

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

Starbucks strives to give more than we take from the planet and to
cut our climate, water and waste footprints by half by 2030. We do sowith a stronger than ever commitment to a more sustainable, resilient
future for our planet and for our communities. We are proud to partnerwith global organizations like Conservation International, the World
Wildlife Fund and the United Nations. Feedback from these groups
is essential to our journey towards a sustainable future. To support
ongoing collaboration across sectors, Starbucks is a founding memberof Transform to Net Zero (TONZ), established in FY20. The initiative
works to accelerate the transition to a net zero global economy nolater than 2050 by developing and delivering research, guidance androadmaps to guide businesses in achieving net zero emissions.

MMXXII© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our planet

Global Environmental & Social Impact Report 32

2030 GOALS

Climate

Water

Waste

50% absolute reduction inscope 1, 2 and 3 greenhouse(GHG) emissions representing
all of Starbucks direct
operations and value chain.

50% of water withdrawals will beconserved or replenished acrossStarbucks direct operations, stores,
packaging and agricultural supply
chain, prioritizing action in highrisk water basins while supportingwatershed health, ecosystem
resilience and water equity.

50% reduction in waste sent tolandfill from stores (including
packaging that leaves stores)
and direct operations, driven
by a broader shift toward a
circular economy.

© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our planet

Global Environmental & Social Impact Report 33

2030 Goals
Driven by the passion of our partners, we have set ambitious goals to giveback more than we take from the planet and to cut our climate, water
and waste footprints in half by 2030, working from a FY19 baseline. We
are continuously working towards this bold promise in collaboration
with our stakeholders – partners, suppliers, non-profit organizations,industry partners, government, farmers and customers. We are proud topartner with global organizations — such as Conservation International
and the World Wildlife Fund — to accelerate collective action forenvironmental stewardship. Through membership in the United Nations’
Water Resilience Coalition (WRC), we’re helping preserve freshwater
globally and as a founding member of Transform to Net Zero (TONZ) we’recollaborating across the private sector to drive the transition to a net zeroglobal economy no later than 2050.
Grounded in Starbucks Mission and Values, our climate goal was validated
as science-based by the Science Based Targets Initiative (SBTi) in FY21.
We govern our sustainability commitments through the Starbucks Global
Environmental Council, which is comprised of senior leaders from acrossStarbucks whose compensation is linked to the achievement of ourambitious goals. We also receive input from our Board of Directors andseek advice from external advisors who are experts and leaders in thesustainability field.

FY22 Results
Starbucks is committed to cutting our climate, water and waste footprints in half by 2030.
We set ambitious goals because our commitment to building a more sustainable and resilient future for our planet
and our communities is stronger than ever. As we reflect on progress toward our 2030 goals, we are at a crucial
point on our journey to becoming a resource positive company. We remain dedicated to collaborating withindustry experts to advance scalable solutions across our global business, innovating to drive solutions at scale
and working with our partners to engage our customers and communities in our efforts.
Compared to our FY19 baseline, GHG emissions increased 6%*, water withdrawals increased by 15% andoperational waste sent to landfill increased 5%. At this stage in our sustainability efforts, increases in GHG
emissions, water, and operational waste are expected as we see our business grow. We have seen positive
progress in our waste diversion rate from 26% in FY19 to 28% in FY22, driven by increased in-store recycling.
Broadly, to drive progress towards our 2030 targets, we continue to identify, test, and scale innovative solutions
across our global operations, while increasing engagement with our value chain partners and developing ourmeasurement systems. Please find Starbucks comprehensive environmental data and reporting on page 64.

*Progress against our GHG emissions target has been restated since original publication on April 20th, 2023 due to revised
calculations regarding nitrous oxide consumption data.
© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our planet

Global Environmental & Social Impact Report 34

S T R AT E G I E S F O R C H A N G E
Using our test-and-learn approach, we set five key strategies to meetour 2030 goals that are rooted in science, grounded in Starbucks Mission
and Values and informed by our stakeholders, along with comprehensive
research and trials:
1

Shift away from single-use to reusable packaging

2

Invest in regenerative agriculture, reforestation, forest
conservation and water replenishment in our supply chain

3

Invest in better ways to manage our waste

4

Innovate to develop more sustainable stores, operations,manufacturing and delivery

5

Expand plant-based menu options

Renewable Energy and Clean Technology16
In FY22, Starbucks in the U.S. and Canada maintained 100% renewableenergy for company-operated retail operations. Starbucks U.K. companyoperated market has achieved the same since FY18. Renewable energy
powered 72% of company-operated facilities globally.
Starbucks U.K. company-operated market has achieved the same since
FY18. For the first time in FY22, Starbucks achieved 100% renewable energy
for all North America company-operated facilities, including offices andmanufacturing facilities.
We remain committed to our effort to expand renewable energy projects
in Starbucks markets. Starbucks continues to support the growth of green
energy through long-term electricity contracts, direct ownership and bycontracting for renewable energy certificates from new projects. In FY22,
Starbucks completed its investment in 20 new community solar projects
in New York, which are supplying solar energy to more than 24,000
households, small businesses, nonprofits, churches, universities andStarbucks stores. By 2030, Starbucks aspires to lead the retail industry indecarbonization solutions, including electric vehicle charging and onsite
solar availability at stores and in adjacent locations. For example, in FY22,
Starbucks launched a pilot-program with Volvo Cars to electrify the driving
route from the Colorado Rockies to the Starbucks Support Center in Seattle,
providing a string of familiar, reliable, clean and safe places to recharge
themselves and their battery-powered vehicles. Volvo-branded electricvehicle chargers, powered by ChargePoint, will be available at up to 15
Starbucks stores, roughly every 100 miles on the route, with the first EV
chargers online at the Provo, Utah store.

The geographic scope of this data point includes globally company-operated markets and licensed markets.

16

© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our planet

Greener Stores17
More than 3,500 Greener Stores are certified, including four internationally.
The Starbucks Greener Stores Framework, which was announced in 2018 and developed in partnership with theWorld Wildlife Fund, aims to drive the transformation of retail towards stores with lower environmental impact. The
framework includes performance-based standards that cover the entire lifecycle of a store and aim to reduce carbon
emissions, water usage and landfill waste. With a goal to build and operate 10,000 Greener Stores globally by 2025,
Starbucks verified 3,508 Greener Stores in FY22.
In FY22, our work also focused on continuous improvement in the program, launch of innovation measurements andglobal expansion. Building on the success of our first Greener Store opening outside of North America in Shanghai, in
September 2021, we opened Japan’s first Greener Store in Tokyo in November 2021, which will help inform Starbucks
Greener Stores expansion across Japan, and the first Starbucks Greener Store opened in Chile in June 2022.
As part of our commitment to open-source educational materials, Starbucks launched the Greener Store Practitioner
course on Starbucks Global Academy in FY22 to make the Greener Stores program more accessible to retailers
around the world. The course features educational content on sustainability that is broadly applicable and shares thefundamental structure of Greener Stores. Starbucks will translate the course into multiple languages through 2024
and is committed to sharing insights through the Starbucks Global Academy platform as we work to continue to growand scale the program globally.
Starbucks has opened 52 Greener Stores in Latin America and the Caribbean, five in Europe, the Middle East andAfrica, five in Asia-Pacific, 18 in Japan and eight in China.

The Greener Store of the Year is awarded annually to celebrate stores that work to meet the Greener Storeparameters for essential energy, water and waste reduction efforts, along with key initiatives to support
partners in their work and communities. The Starbucks Greener Store of the Year in FY22 was the Beverly
and Atlantic store in Los Angeles, which features 100% renewable energy coverage, landfill diversion
programming, solar panels water recycling and sustainable materials in its design.

The geographic scope of this data point includes globally company-operated markets and licensed markets. This figure has been
updated to reflect stores certified as of the end of FY22. A previous version of this report erroneously included stores certified in
FY23, which will be published in the FY23 Global Environmental and Social Impact Report.

17

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 35

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our planet

Global Environmental & Social Impact Report 36

Reducing Single-Use Plastics & Packaging Waste18
Starbucks continues its efforts to shift away from single-use plastics.
In FY22, Starbucks expanded its test-and-learn strategy to help makereusables more convenient for customers. The company piloted reusable orreturnable cup programs through 20 tests across North America, EMEA andChina Asia-Pacific. These tests focus on multiple reusable cup programs
or operating models including Starbucks “Borrow-A-Cup” program, 100%
reusable operating models, financial incentives and promotions, newcustomer experience upgrades and an emphasis on personal cups and forhere ware. While COVID-19 challenged Starbucks aspirations to increase
the use of personal reusable cups in stores, the company remains on track
to meet its goal of ensuring customers have the option to use their own
personal reusable cup for every Starbucks visit in the U.S. and Canada —including in café, drive-thru and mobile order and pay.
Recycling is a key component to reducing single-use plastics and remains
a priority for the company. To support that effort, Starbucks works withrecycling and municipal stakeholders across the country to advancerecycling access for our packaging. Through the NextGen Consortiumwith Closed Loop Partners, the Foodservice Packaging Institute and The
Recycling Partnership, we are increasing access to recycling and our work
to find a more sustainable cup solution continues. In FY22, Starbucks
launched an improved and more sustainable hot cup that is easier torecycle, and beginning in FY22, customers in the U.S. can now recycle their
hot cups in Columbus, Cleveland, Dayton, Memphis, Houston and Buffalo.
Starbucks is also working to add waste services to stores where possible,
ensuring we have recycling services where they are commercially available.

The geographic scope of this data point includes globally company-operated markets
and licensed markets.

18

© 2023 Starbucks Corporation. All rights reserved.

As a founding member of the NextGen Consortium, Starbucks has beenworking to address single-use food packaging alongside leading foodand beverage companies globally. In FY22, Starbucks and McDonald’s
announced a joint $10 million investment in the NextGen Consortium toidentify, accelerate and scale commercially viable, circular foodservice
packaging solutions. Starbucks committed an additional $5 million with
NextGen Consoritum in FY22 to innovate to a more sustainable hotcup. The consortium works together to do research and development
for more sustainable single-use cup options while also working with
waste infrastructure stakeholders to advance the recovery of foodservice
packaging. Starbucks has invested $15 million with NextGen Consortium
since 2018.
In FY22, Starbucks also launched a new Starbucks Partner Waste andRecycling App, developed by partners as part of the Greener Stores
Innovation Challenge, to help partners navigate complex and uniquestore recycling guidelines. The app puts everything partners need to know
to reduce waste and recycle in one place, and features store-specificinformation and notifications, a sorting guide and the option to create
store-specific signage to help partners and customers reduce waste.
As we work with stakeholders and continue to learn, we are working toensure our waste goals align with our industry-leading standards andmeet the expectations of our partners, customers stakeholders.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

our planet

Global Environmental & Social Impact Report 37

Forest Conservation & Restoration

Water Stewardship

560 hectares of forest restored and 1,000 hectares of forest
protected in Peru and Colombia.

In FY22, we provided nearly $2 million to support new and ongoingwater stewardship projects.

Land-use change and deforestation are among the greatest climate
risks facing the coffee industry. We are committed to pursuing zero net
deforestation across our coffee supply chain. Building on initiatives
launched in FY21 with Conservation International in Huila, Colombia
and San Martin, Peru, Starbucks continued its efforts to protect andrestore critical forests that coffee communities depend on in FY22.
Working with more than 16 coffee farming communities, Starbucks
and Conservation International supported training and education forfarmers on more sustainable practices and helped farmers monitor
carbon and water impacts on and around their farms. The goal of theseprojects is not only to achieve carbon neutrality, but also to enhance
freshwater ecosystems and biodiversity. Our support of farmers
extends into the community as we work together to build capacity of
local plant nurseries, advance community and stakeholder engagement,
and work to improve the water quality in surrounding water sheds.

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

Starbucks Farmer Support Centers also play an important role in coffee
communities to promote biodiversity and support restoration activities.
For example, the Colombia Farmer Support Center distributed 38,000
native trees to farms in FY22. These trees are critical to restore
conservation areas, support improved shade management systems,
and to protect water resources. We also engaged customers in
Colombia by offering a promotion that donated a portion of the salesof packaged coffee to purchase tree seedlings for local coffee farmers.
Through this promotion, 1,500 native trees were donated to farmers
located in Nariño, Colombia.

© 2023 Starbucks Corporation. All rights reserved.

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

Plant-Based Menu
Our goal is to provide ourcustomers with a variety of foodand beverage choices in addition
to sustainable dairy, and we havecollaborated with plant-based
innovators so that today nearly
all stores across our markets offer
plant-based food and beveragemenu items. Our customers cancustomize any beverage on themenu with a variety of plantbased dairy alternatives, including
soymilk, coconutmilk, almondmilk,
and oatmilk. There is currently no
additional charge for customizing
beverages with plant-based dairy
alternatives in our Companyoperated markets in the United
Kingdom or Japan or licensed
markets in France, Belgium, theNetherlands or Luxembourg.
In the United States, adding asplash of any plant-based dairy
alternative to Brewed Coffee, Iced
Coffee, Cold Brew, and Americano
beverages is offered to ourcustomers free of charge.

Global Environmental & Social Impact Report 38

coffee andour supply
chain

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

From the merchandise on our shelves, to the furniture in our stores andthe aprons worn by our baristas, Starbucks cares about the way in whichthese products are made and about the workers who make them. Our
sourcing teams work directly with a diverse set of suppliers who share
our commitment to ethical sourcing and social and environmental
standards. We are committed to conducting business responsibly andsupporting the communities where we operate, from sourcing beans
to delivering coffee to your cup. Helping people thrive helps ensure thelong-term sustainability of the premium products we provide. Whether
it’s arabica coffee, tea, cocoa or manufactured goods, we’re committed
to offering ethically purchased and responsibly produced products of
the highest quality.

MMXXII© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

coffee and our supply chain

Global Environmental & Social Impact Report 39

COFFEE

Ethical Sourcing Performance (C.A.F.E. Practices)• 98.2% of coffee ethically sourced and verified through C.A.F.E.
Practices.
• More than 31,000 people trained in best practices in agronomy
and social responsibility as per C.A.F.E. practices program through10 Farmer Support Centers globally.
• More than 43,000 bags of coffee traced using the Digital
Traceability tool with more than 122,000 unique visitors accessing
the tool.
Launched in 2004 in collaboration with Conservation International,
Coffee and Farmer Equity Practices (C.A.F.E. Practices) is a verification
program that assesses the supply chain based on economic, social andenvironmental criteria, aimed at promoting sustainable, profitable andtransparent coffee-growing practices while ensuring the welfare ofcoffee farmers, workers, their families and communities. Since 2004, theprogram has grown to include the participation of more than 400,000
farmers in over 30 countries. Starbucks recently made several operationalchanges to strengthen the program’s verification approach, including
increasing the frequency of audits and incorporating unannounced audits.
Our goal is to source and verify 100% of Starbucks coffee through C.A.F.E.
Practices. In FY22, we achieved 98.2% ethically sourced coffee as verified
through C.A.F.E. Practices. Despite the easing of challenges brought on by
the pandemic to verify and transport coffee, we did see minor pandemicrelated impacts continue in FY22 though significant improvements wereseen from the previous year. In FY21, 95% of coffee was verified throughC.A.F.E. Practices.

Learn more about ethically-sourced coffee and our work

Farmer Support Centers19
Starbucks operates 10 Farmer Support Centers (FSCs) as part of ourwork to assist farmers in coffee-producing countries and support theimplementation of C.A.F.E. Practices across Starbucks coffee supply
chain globally. These centers offer free training directly to farmers andto technical specialists through a train-the-trainer approach, benefiting
over 31,000 people worldwide in FY22. Farmers receive the latest insightsfrom Starbucks agronomists, including techniques that support farmer
profitability and sustainable growing practices. To help demonstratefarming best practices, in FY22, FSCs launched a program called Model
Farms, which serve as learning locations for the community to learn andteach sustainable practices. In partnership with suppliers and farmers,
Starbucks FSCs have established more than 70 Model Farms. In FY22,
the FSCs also developed an open-source manual on coffee quality toincrease access to information on important practices after harvesting
the coffee cherries to maintain quality. Starbucks FSCs are also supporting
deployment of our environmental sustainability projects, like providing
fertilizer recommendations based on soil analysis reports for optimized useof fertilizers and providing training related to new processing equipment tosignificantly reduce the water used during coffee processing.

Digital Traceability20
We know where our coffee comes from — from the farmers who growour coffee to the baristas who serve it with care — and we want to sharethat journey with our customers. In 2020, Starbucks introduced its Digital
Traceability tool in North American retail stores, giving coffee enthusiasts
an opportunity to learn the stories of the people and places who growand share the coffee we enjoy. Since the launch of our tool in 2020, nearly
400,000 unique users have visited our site to trace their coffee. Throughdigital traceability we aim to empower partners and customers withinformation about the people and places behind every cup.

with Conservation International.

The geographic scope of this data point includes globally company-operated markets and licensed markets.

19

The geographic scope of this data point includes all company-operated stores in North America.

20© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

coffee and our supply chain

Global Environmental & Social Impact Report 40

S USTAI NABLE FU T URE FO R CO FFE E

Carbon Neutral Green Coffee by 2030
• Nearly 14,000 additional soil samples were processed across
six priority countries.
• To date, contracted more than 1,300 eco-wet mills.
To protect the resiliency of the coffee supply chain, the people thatmake it possible and the planet we all share, Starbucks set goals toachieve carbon neutral green coffee and conserve water usage in green
coffee processing by 50% by 2030. In FY22, we worked to refine themethodology we use to calculate the carbon and water footprint ofgreen coffee. This work is foundational to begin reporting progress in theyears to come and connects directly with industry efforts, including the
Sustainable Coffee Challenge.
Precision agriculture in coffee farming has great potential to reduce ouron-farm carbon footprint. Starbucks is working to identify innovative
ways to better understand the specific nutrients and fertilizer needed
to grow high-quality coffee while reducing carbon emissions. In FY22,
we continued to provide financial support to promote soil analysis asa mechanism for farmers to understand soil nutrition requirements,
replacing generic fertilizer recommendations with a specificrecommendation for producers. Building on our efforts last year, 13,811
additional soil samples were processed across six priority countries.
Wet mills are used in C.A.F.E. Practices supply chains to separate thefruit of the coffee cherry from the coffee bean. By using eco-wet mills,
Starbucks has an opportunity to conserve water by ensuring farmers
have access to more environmentally-friendly machines, which also
standardizes quality and increases processing efficiency for farmers. In
FY22, Starbucks contracted additional centralized eco-mills, expanding
the scope of the effort to additional countries including Honduras andUganda. The preliminary results have demonstrated up to 90% watersavings is possible in coffee processing using the new equipment. In
FY22, we have been carefully studying and working with our suppliersto evaluate any impact that changes to processing may have on quality.
Results are showing that eliminating traditional fermentation and theuse of water saving equipment is not impacting coffee quality in the
countries where we are deploying new equipment.

© 2023 Starbucks Corporation. All rights reserved.

Climate-Tolerant Coffee Trees
More than 9.5 million climate-tolerant coffee trees distributed globally
through Starbucks 100 million tree commitment.
Starbucks committed to a 10-year, 100 million-tree initiative to boost thequality and output of coffee crops in El Salvador, Guatemala and Mexico by2025. Starbucks has distributed nearly 70 million trees that are resistantto rust, a disease linked to climate change. We are working to help farmers
improve their farms and increase their output and income.
Since making the commitment in 2016, we have learned a lot along
the way about deploying a program at this scale. One opportunity weidentified was the material the containers are made of that are used to
grow the seedlings, so in 2019, we began exploring the use of reusableand environmentally friendly pots for the coffee trees. Thanks to extensive
research and piloting, in FY22 more than 1 million trees were produced
using paper pots, and 1.6 million trees were produced in reusable tubes.
Both the paper pots and reusable tubes protect seedling roots and are
more efficient for transporting trees to farms.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

coffee and our supply chain

In addition to the 100 million tree commitment, Starbucks is focused on growing, transporting and distributing
the next generation of coffee trees with an eye on sustainability for the entire sector:• In FY21, we set a new target to distribute over 45 million coffee trees to C.A.F.E. Practice-verified farmers in
Colombia by 2023. Working alongside the Colombian Federation of Coffee Growers (FNC), we provided morethan 19 million seedlings in FY22. We have also provided financial support to ensure nutritional needs forseedlings are met when planted for early growth and tree success.
• Starbucks focus on sustainability for coffee trees goes beyond our supply chain to the entire coffee industry.
We are developing and sharing research about coffee tree hybrids that provide resistance to pests anddisease, increase productivity and have a good cup profile to help farmers adapt to climate change andsupport farmer profitability.
• Under our open-source strategy, we are donating more than 3 million seeds per year from our core collection
at Hacienda Alsacia to farmers globally to help the coffee sector adapt to the impacts of climate change while
we increase crop productivity and income for many coffee farming families.

Global Environmental & Social Impact Report 41

Childcare Centers for Farming Families
Five new childcare centers opened in Guatemala.
Childcare centers help provide safe spaces for local and migrant workers’
children to continue their education during the coffee harvest season
in Guatemala. For the 2022-2023 harvest season, we opened five newcenters, bringing the total number of childcare centers supported byStarbucks in Guatemala to 14.

Global Farmer Fund21
Three new loans issued bringing total to $65.8 million in loans
deployed since FY18 and $80.8M since inception
The Starbucks Global Farmer Fund was established to enhance theresilience of the supply chain and secure a long-term source of coffee
by addressing the unfulfilled business financing needs of farmers.
Farmers often cannot access traditional banking options for businessloans due to excessive interest rates and an inability to meet minimum
qualifications. The loans offered through our Global Farmer Fund enable
farmers to plant new trees, enhance their infrastructure and bolster
their financial stability in the face of changes in climate and markets.
Our goal is to supply $100 million in farmer loans by the end of 2025.
In FY22, we issued three new loans including a climate note to support
farmers to adapt to the impacts of climate change and another directed
to women in agriculture, both through Root Capital.

The geographic scope of this data point includes globally company-operated markets and licensed markets.

21

© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

coffee and our supply chain

Global Environmental & Social Impact Report 42

Responsible Sourcing for Tea

Responsible Sourcing for Cocoa

99.7% of tea sourced by the global tea sourcing team was verified as
responsibly sourced.

The company’s global cocoa sourcing team directly purchased 12 million kilograms of Rainforest Alliancecertified, segregated cocoa beans from Côte d’Ivoire .

Our tea suppliers and tea gardens are audited against rigorous humanrights and environmental standards. In FY22, the global tea sourcing teamsourced 99.7% of its tea from Rainforest Alliance Certified tea gardens. In
FY22, all of our tea suppliers were in the process of transitioning to the
new Rainforest Alliance certification standard focused on greater impact,increased transparency and stronger assurance that farms are working
towards a more responsible and sustainable future of tea.

Our approach to sourcing cocoa responsibly is built on a foundation of traceability, responsible purchasing
practices and a commitment to supporting resilient livelihoods for cocoa producers and their families, including
reducing – and collectively working towards eliminating – the risks of child labor and cocoa-driven deforestation.

We are committed to transparency of our tea supply chain, and in FY22 wereleased a complete list of the tea gardens that supply our tea. In addition
to buying certified tea, Starbucks invests directly in tea communities
in projects that support gender empowerment, water, sanitation andhygiene (WASH), youth education and environmental sustainability, each
responding to specific needs in tea communities. In FY22, we supported
eight projects in Argentina, China, Indonesia, Kenya and Rwanda.
We also believe that by working with others in the tea industry we canhave greater impact. Starbucks has been a member of the Ethical Tea
Partnership (ETP) for more than a decade. ETP’s mission is to create afairer, better and more sustainable tea industry for workers, farmers andthe environment. Through the ETP platform, we engage with the global tea
sector, international brands and buyers.

We pay a sustainability premium per metric ton of cocoa sourced to implement activities with cocoa producers,
cooperatives and communities. For example, in FY22 nearly 11,000 cocoa producers were trained in Good
Agricultural Practices and more than 2,800 cocoa producers were informed, trained and/or consulted on the
new forest code, law enforcement, forest protection and restoration. Four cocoa communities now have an
active forest restoration and protection program to promote forest protection and restoration. By conducting
deforestation risk assessments we are supporting no further conversion of any forest land for cocoa production.
Over 70,000 multi-purpose trees were distributed for on-farm planting to promote sustainable livelihoods andincome diversification for cocoa producers. We supported 30 Village Savings and Loan Association groups topromote financial inclusion and innovation to deepen farmer’s access to working capital and investments funds
for production and farm renovation.
Addressing the salient challenges across the cocoa industry requires aligned collective action. In FY22, Starbucks
became a signatory member of the Cocoa & Forest Initiative’s (CFI) framework to help end deforestation in Ivory
Coast and a member of the International Cocoa Initiative (ICI) and the Swiss Platform for Sustainable Cocoa(SWISSCO) to evolve and strengthen our approach to responsibly-sourced cocoa. By engaging in these sector
initiatives, we are committed to working with stakeholders to advance effective solutions and strengthen ourcontribution to the cocoa sector.
In FY22, The Starbucks Foundation made its first grant to support cocoa communities in Côte d’Ivoire. The
grant to CARE aims to reach 2,000 women in cocoa communities in Côte d’Ivoire with economic opportunities,
increasing their access to resources and markets and integrating gender, nutrition, hygiene and sanitation.
In FY23, we will continue to support all these efforts that support a more equitable, sustainable and resilient
future for cocoa, communities and our planet.

© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

coffee and our supply chain

Global Environmental & Social Impact Report 43

Responsible Sourcing for Manufactured Goods and Services• M aintained 97% transparency in factories assessed globally.
• I ncreased annual factory assessments to 306 from 213 in FY22.
Our ethical sourcing program includes our standards for manufactured goods and services, including
beverages, food, merchandise, equipment and furniture. We partner with manufacturing factories
in 40 countries globally and hold our suppliers and ourselves accountable for more than 87,000
workers through stringent worker welfare conditions. Commitment to continuous improvement is thecornerstone of our program, and on-site factory assessments to identify potential or actual violations
to our standard have been a key part of our strategy since 2006. As factories focused on COVID recovery,
we increased our factory assessments from 213 in FY21 to 306 in FY22. We are proud that our third-party
auditors confirm that we maintained 97% transparency in factories we have audited around the world,
as defined by having full access to factory records, documents and operations. Please refer to our datatables at the end of this report to review the number and type of non-compliant items identified in FY22.

Supplier Diversity and Inclusion22
Nearly $900 million spent with Tier 1 diverse suppliers.23
The Starbucks Supplier Diversity and Inclusion program drives inclusion of qualified businesses with afocus on suppliers of all sizes and categories. In January 2022, we expanded our commitment. In FY22,
Starbucks spent nearly $900 million with Tier 1 direct diverse suppliers. In addition, our spending withdiverse suppliers supports more than 7,200 jobs in the U.S. and Canada.
Over the last two years we have expanded our program to include Tier 2 supplier24 program participation.
We will continue to work with all suppliers in our program to exponentially affect increased economic
impact and representation of diverse-owned suppliers in our supply chain.
We know that our commitment to diversity and inclusion includes the way we communicate with ourcustomers. In FY21, we committed to allotting 15% of our paid media budget to minority-owned andtargeted media companies. We are proud to share that we exceeded our goal in FY22, investing 18% of
our paid media budget to reach diverse audiences.

The geographic scope of this data point includes all company-operated stores in North America.

22

Tier 1 suppliers are companies from whom Starbucks directly purchases a given product or service.

23

Tier 2 suppliers supply goods and services to other suppliers.

24

© 2023 Starbucks Corporation. All rights reserved.

FUTURE FOR COFFEE,OUR COMMUNITIESAND OUR PLANET

coffee and our supply chain

Global Environmental & Social Impact Report 44

AN I MAL W E LFAR E

Cage-Free Eggs

Antibiotics

Sow Housing

In our North American companyoperated stores 100% of eggs
are cage-free, inclusive ofbranded products supplied to
our licensee business partners inNorth America. In our EMEA and
U.K. company-operated markets,
99.9% of eggs are cage-free.25

100% of poultry raised without
routine use of medicallyimportant antibiotics.

22% of pork is group-housed for
U.S. and Canada.26

In Asia markets where Starbucks
operates, such as China andJapan, cage-free egg production islimited and supply is not yet widely
available. We remain committed
to increasing cage-free egg supply
in all company-operated storesglobally, in partnership withindustry stakeholders.

Starbucks engaged with our
suppliers and set a goal to serve
only poultry raised without theroutine use of medically important
antibiotics in all companyoperated U.S. stores by 2020.
We met that goal in 2018 andproudly continue to serve poultry
raised without the routine use of
medically important antibiotics.

Broiler Chickens
We are actively reviewing ourbroiler chicken commitment to
identify the best path forward for
implementation within our supply
chain. Over the next year, we will
be setting baseline targets for
implementation, which will be
included in the FY23 GESI report.

Group housing significantly reduces
a sow’s time in a gestation stall.
We aim to phase out the excessive
use of gestation stalls for motherpigs (sows) in our supply chain by
2030. This includes stalls where
the pigs are unable to move freely.
This commitment extends to
all Starbucks branded products,
including those supplied to ourlicensee business partners in the
U.S. and Canada.
To reach our goal of phasing out theexcessive use of gestation stalls, wewill specify 100% “group housed”
pork as a requirement of our pork
suppliers in the U.S. and Canada
and take steps to ensure a “grouphoused” pork supply by 2024.

Cage-free egg data is as of November 2022.

25

Sow housing baseline data is as of November 2022.

26

In FY21, we reported that Starbucks invested $10 million in U.S. Dairy Net Zero Initiative. Starbucks has committed to investing$10 million to the U.S. Dairy Net Zero Initiative over five years and has cumulatively invested $4 million as of FY22. The datacollection error was identified and corrected for our FY22 reporting.

27

© 2023 Starbucks Corporation. All rights reserved.

Sustainable Dairy• P iloted aspects of Starbucks new Sustainable Dairy Program acrossthe U.S., China, and U.K.-company-operated markets.
• I nvested $2 million in the U.S. Dairy Net Zero Initiative as part of its$10 million commitment.
As a company that works with and relies on the farming community every
day, it is Starbucks responsibility to help drive solutions that support bothpeople and our planet and that help ensure a sustainable future of dairy.
In FY22, the United States, China and U.K. company-operated markets
piloted key aspects of a new Sustainable Dairy Program to help refine andscale an approach to sustainable dairy and environmental stewardshipfor the betterment of people, planet and animals. These markets focused
primarily on baselining GHG emissions on several dairy farms within
their supply chains and piloted key aspects of a new on-farm holistic
standard. Insights from these pilots will be applied in FY23 and FY24 as
the program rolls out to several global markets. As Starbucks continues
to offer more plant-based options on our global menus, dairy remains
an important option for many customers. However, dairy is a significant
contributor to our carbon and water footprints. To meet our 2030 planet
goals, we are working to source dairy in a responsible and sustainable way.
Starbucks is dedicated to providing farmers access to environmentally andeconomically sound practices and technologies, covering everything fromfeed production to cow care and energy efficiency. Starbucks has invested$4 million in the U.S. Dairy Net Zero Initiative since joining in FY21.27

FUTURE FOR COFFEE,OS EUCRT ICOONMTMI TULNE I T I E S
AND OUR PLANET

subsection title

fiscal 2023
highlights

Global Environmental & Social Impact Report 45

Reducing Single-Use Plastics & Packaging Waste
We are committed to achieving a 50% reduction in waste sent to landfill from stores (including packaging
that leaves stores) and direct operations, driven by a broader shift toward a circular economy by 2030. We
have deployed several initiatives as part of our test-and-learn model to reduce our waste footprint. For
example, in FY23, we launched the Borrow A Cup program in 60 stores in Taiwan to encourage customers
to shift away from single use cups. By the end of 2023 in the U.S., customers will be able to use their own
personal reusable cup for every Starbucks visit.
We also committed to ensuring that our hot cups contain 20% recycled content in FY23. We are proud tohave achieved that goal, and have achieved 30% recycled content in our new, more sustainable holiday
cups. Building on the success of the holiday cups, Starbucks North America has begun a transition to a moresustainable hot cup that is light-weight and uses less plastic in the liner and less fiber in the cup.
Water Investment Fund with WaterEquity
In support of our expanded water commitment of 50% of water withdrawal conserved or replenishedacross our direct operations, stores, packaging and agricultural supply chain by 2030, Starbucks announced
an initial anchor investment of up to $25 million into WaterEquity’s Global Access Fund IV.
This investment will support improvements in water access and quality for low-income populations incountries across South and Southeast Asia, Sub-Saharan Africa and Latin America through microfinanceloans for the purchase of WASH products and services.
$10M Waste Investment in Closed Loop Circular Services Waste HaulingIn another key step to reduce our environmental impact and bolster a more robust recycling industry,
Starbucks announced a $10 million investment in Circular Services to reduce landfill waste and drive
innovate efforts to shift towards a circular economy in the United States.
Circular Services is the largest privately held recycling company in the United States, helping major cities
meet their waste goals when other waste companies have not been moving fast enough. For Starbucks,
this investment will not only bring recycling access to Starbucks stores, but also create a partnership withleading waste industry stakeholders to collaborate on recycling solutions for packaging types with limitedaccess to recycling programs such as Starbucks hot cup.
More Electric Vehicle Charging Stations Online
The first electric vehicle charging stations in partnership with Volvo and powered by ChargePoint were
installed at Starbucks stores in Provo, Twin Falls and Unitah, Utah, Hermiston and La Grande, Oregon,
and at the Starbucks Support Center in Seattle, Washington. This pilot plan, announced in March, is partof Starbucks expansion of renewable energy and decarbonization projects in the U.S. Up to 60 DC fast
chargers will be built on the picturesque 1,350-mile route from Seattle to Denver, along I-90, I-84 and I-70.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 46

STARBUCKS
accolades© 2023 Starbucks Corporation. All rights reserved.

STA R B U C K S
ACCOLADESWe are proud of the recognition we
have received for our work to help ourpartners, communities and planet thrive.
FY22
100% on the Disability Equality Index by Disability:IN
100% on the Human Rights Campaign Equality Index
World’s Most Ethical Companies by Ethisphere
Fortune’s World’s Most Admired Companies
Grade A in Arjuna Capital’s Racial and Gender Pay Scorecard
100 Most JUST Companies by JUST Capital, ranked 1st in the
Restaurant and Leisure industry
Investor Relations Magazine’s Award for Best ESG
Engagement Program
Barron’s 100 Most Sustainable Companies“Gold” rating by Newsweek as America’s Most Trusted
Brands, #1 in coffee shop category

F Y 2 3 T O D AT E
Diversity First’s 2023 Top 50 Companies for Diversity
Newsweek’s 2023 America’s Greatest Workplaces for Diversity
Fortune’s 2023 World’s Most Admired Companies
World’s Most Ethical Companies by Ethisphere
100% on the Human Rights Campaign Equality Index
100 Most JUST Companies by JUST Capital, #1 in the
Restaurant & Leisure industry
Diversity First’s 2023 Top 50 Companies for Diversity© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 47

SECTION III

Global Environmental & Social Impact Report 48

LEADERSHIP
and

GOVERNANCE© 2023 Starbucks Corporation. All rights reserved.

LEADERSHIP AND
GOVERNANCE

Global Environmental & Social Impact Report 49

Board Oversight of ESG Issues

Executive Compensation Tied to ESG Performance

Our ESG goals remain tightly tied to our company’s overall strategic
direction. Every year, our board considers our impact agenda inconnection with our strategic plan. The Nominating and Corporate
Governance Committee is specifically responsible for overseeing theeffectiveness of our environmental and social responsibility policies, goals
and programs, including a review of our annual Global Environmental
and Social Impact Report, and making recommendations as necessary.
Other board committees are also involved in assessing and managing ourenvironmental and social priorities through their oversight responsibilities,
such as risk management and talent management. Additionally, we
regularly engage with sustainability experts and influencers as informal
advisors to further our environmental and social goals.

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

BOARD

Our board is responsible for ensuring ESG risks and opportunities areintegrated into Starbucks long-term strategy.
NOMINATING/GOVERNANCE COMMIT TEE

Oversees, reviews and assesses the effectiveness of Starbucks ESG
strategies, policies, practices, goals and programs; annually reviews
Starbucks corporate political contributions and expenditures to ensurealignment with Starbucks policies and values.
COMPENSATION COMMIT TEE

AUDIT COMMITTEE

Oversees the development,
implementation and effectivenessof Starbucks practices, policies
and strategies relating to humancapital management as they relate
to Starbucks workforce generally.

Oversees certain ESG risks, as partof overall risk management, andalso reviews ESG disclosures for
future regulatory reporting.

© 2023 Starbucks Corporation. All rights reserved.

LEADERSHIP AND
GOVERNANCE

Ethics & Compliance
Starbucks was recognized by Ethisphere as one of the World’s Most Ethical Companies for the 15th year.
Starbucks Ethics & Compliance program supports our Mission and Values and helps protect our culture by
fostering an environment that is committed to ethical leadership and conducting business with integrity. The
Ethics & Compliance program makes regular reports to the Board of Director’s Audit and Compliance Committee,
including formal sessions several times each year.
At Starbucks, our goal is to help our partners do the right thing the right way. Our strategy is to innovate, elevateand educate as we increase awareness of Ethics & Compliance as a trusted resource for partners. The approach
to training and communications starts with onboarding new partners based on their role and level, followed byquarterly training for all partners on various Ethics & Compliance topics and risk areas, including but not limited toAnti-Harassment, Anti-Discrimination, Insider Trading and Conflicts of Interest. We employ leadership messages,
our online community and other cross functional channels to regularly reinforce these topics. Throughout theyear, we analyze results and behaviors and conduct benchmarking to continue to create innovative training andcommunications that inform and inspire our partners globally.
We provide all Starbucks partners with our Standards of Business Conduct, a framework to help them make ethicaldecisions at work. The Standards of Business Conduct are supported by other robust global company policies
and training for our partners. Our internal policies cover ethics and human rights issues such as Anti-Harassment,
Anti-Discrimination, Conflicts of Interest, Gifts & Entertainment, Anti-Bribery and Equal Employment Opportunity.
In 2022, we launched 23,774 online courses to our corporate partners in 13 countries, which included ninedifferent risk areas. All our corporate partners receive training annually on our Standards of Business Conduct andHarassment Prevention to help them recommit to our company values and policies. The training is branched toinclude individual contributor and manager-specific content. This year’s Standards of Business Conduct coursefeatured artificial intelligence that leveraged a learner’s previous score in the same course and then focusedtraining content on their individual areas of opportunity. Those who demonstrated proficiency received a tailoredlearning experience and were required to review and acknowledge the associated policies and standards.
Starbucks has a large retail partner audience. As part of retail onboarding, all partners discuss and acknowledge
the Standards of Business Conduct and Speaking Up resources in a one-on-one discussion with their manager.
The retail management audience receives annual online renewal training of risk-relevant topics and in 2022
achieved a 96% completion rate of our Standards of Business Conduct course. In 2022, we provided online
courses on five different topics to more than 105,000 of our retail partners. We continue to find new avenues
to reach and train our retail hourly audience, and in 2023 we will provide annual training to 180,000 additional
partners that cover Starbucks risks and policies.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 50

Speaking Up
Partners are empowered to ask for guidance and voice concerns when
they experience or see conduct that is inconsistent with our Standardsof Business Conduct, company policies or Mission and Values. While
Starbucks receives concerns through various channels, including line
managers, direct contact with Ethics & Compliance partners, and ourPartner Resources Support Center, the vast majority of concerns arereceived via our Helpline and Webline. An independent third party
manages our Ethics & Compliance Helpline and Webline, both of whichallow partners and others to ask questions and voice concerns 24 hours
a day, seven days a week, with interpreters available. Reports may bemade anonymously and are treated in a confidential manner.
We are committed to providing safe, confidential, and accessible
channels to all individuals connected to Starbucks, while maintaining astrict Anti-Retaliation Policy in compliance with our Global Human Rights
Statement. Starbucks will not tolerate retaliation against anyone who
raises concerns or questions about a potential violation of the Standardsof Business Conduct or any Starbucks policy that they reasonably
believe to have occurred. In addition, anyone else who participates in
the investigation of such concerns (for example, as a witness) is also
protected from retaliation.

Commitment to a Respectful Workplace
At Starbucks, our Mission and Values are at the heart of everything that
we do. Partners treat each other with dignity and respect and connect
with transparency. We embrace diversity and inclusion to create a place
where each partner can be themselves. Discrimination, harassment,
bullying and retaliation have no place at Starbucks, and no partner is
expected to tolerate such prohibited conduct while at work or whenengaged in work-related activities.

LEADERSHIP AND
GOVERNANCE

Global Environmental & Social Impact Report 51

How We Conduct Investigations

Responsible Tax Policies

Starbucks captures concerns from all channels in our case management
system, and cases are categorized and assigned by Ethics & Complianceto the in-market investigations team best equipped to address theconcern. If a concern was received that presented potential material
financial or reputational risk, that matter would be assigned to speciallytrained and highly experienced Ethics & Compliance investigators.
Concerns are addressed in a prompt, thorough, and respectful manner,with investigators reaching out to the reporter to gather information,
relevant documentation, and witness names with knowledge of thealleged incident. Interviews may be held with other partners, contractors,
or individuals who are the subject of a reported concern to inform an
impartial decision.

As a socially responsible business, we strive to manage our global tax responsibilities in line with our mission
and values. Our tax approach connects our requirements and long-term interests of all our stakeholders,
including governments, shareholders, partners and the communities where we operate and source products.
In order to accomplish this, we follow several guiding principles:

When an investigation is complete, Ethics & Compliance shares findings
with the individual(s) who reported the concern. Depending on thefindings of the investigation and the severity of any substantiatedwrongdoing, there are a number of possible outcomes to an investigation,
including coaching, retraining, written documentation or separation from
employment.

• W
 e support initiatives to improve transparency on tax matters, including Organisation for Economic
Co-operation and Development (OECD) measures on country-by-country reporting and automatic
exchange of information.

• W e always consider the company’s corporate and social responsibilities, brand and reputation when
considering tax affairs.
• W
 e aim for our tax affairs to be sustainable and equitable, and we recognize the importance of tax systems
in helping governments fund policies and programs to meet the needs of their communities and residents.
• W
 e ensure that the location in which our taxable profits are reported is aligned with the location of value
creation as dictated by our business model.
• W
 e engage with all tax authorities in an open, transparent and respectful manner.

• W
 e comply with the financial and tax related disclosure and transparency requirements of the U.S.
Securities and Exchange Commission (SEC), as well as other government institutions that require financial
and tax reporting in each jurisdiction where we have operations.

Stakeholder Engagement

ESG Issue Prioritization Assessment

Our ESG goals are created and evaluated through a thorough review
process that involves examining materiality and identifying critical issues
for our business. By engaging with both internal and external stakeholders
throughout this process, we ensure that our strategy and goals are
tailored towards key areas where we can make the greatest impact andgenerate positive outcomes. This review process involves reaching out tostakeholders directly, hosting public forums and participating in industry
working groups. We intend to continue leveraging these channels on
an ongoing basis. In addition, in FY23, we significantly bolstered our
stakeholder engagement efforts through an ESG Issue Prioritization
Assessment conducted with a third party.

Starbucks presence in 84 markets globally means that our business is intrinsically linked to both global andlocal ESG issues. To meet the expectations of our partners, customers, shareholders, stakeholders and theStarbucks community, we work to align our business performance with our ESG impacts. Achieving thisrequires a comprehensive understanding of the key ESG issues that matter most to these groups.

At the local level, our operations teams — including regional, district
and store managers — are readily available and often actively respondto local stakeholder inquiries and concerns. If an issue goes beyond
their jurisdiction, they escalate it to the Starbucks Support Center (ourheadquarters). Any ESG-related concerns are directed to the Global Social
Impact and Global Public Policy team for a response or further action.

© 2023 Starbucks Corporation. All rights reserved.

In FY23, we undertook a robust, third-party evaluation process to identify and prioritize the ESG topics mostimportant to our stakeholders and which issues are essential for Starbucks to focus our strategy to advance ouraspirations for our people, our planet and communities. Through this ESG Issue Prioritization Assessment, we
conducted surveys and interviews across global stakeholder groups to understand the relative importance of
ESG topics for Starbucks.
Starbucks has an Enterprise Risk Management program (ERM) to assess risks to the organization across a broad
spectrum of strategic, operational, financial, and regulatory risks which include financial, brand and other nonfinancial impacts and is further described on page 53. These risks incorporate the various ESG issues as part ofour comprehensive management of risks and opportunities which are assessed at a business unit, functionaland enterprise level.
The purpose of this ESG assessment is to support the prioritization of the most critical ESG topics on which
Starbucks should focus. In FY24, we will use the results of this assessment to further inform the Starbucks ERM
program, our ESG program strategies, and reporting priorities going forward to advance our leadership positionon the most critical ESG topics.

LEADERSHIP AND
GOVERNANCE

Global Environmental & Social Impact Report 52

Political Expenditures

Global Human Rights

At Starbucks, we are dedicated to actively engaging with thecommunities we serve, and this commitment extends to our approach
to public policy. We recognize that it is our responsibility to advocate
for policies that promote the well-being of our business, partners
and communities. To better communicate these efforts, we have
implemented a policy to increase transparency regarding our corporate
political contributions and expenditures. This policy serves our interests
by allowing us to promote public policies that are important to ourcompany and to educate elected and public officials about our business.
It also provides important information to our partners, customers
and shareholders. We are committed to conducting our businessethically and with integrity, in accordance with the law. As part ofthis commitment, we adhere to the rules, regulations and standards
governing our interactions with the government, including our disclosureand accountability regarding political contributions and expenditures.

At Starbucks, we are committed to respecting human rights, as outlined in our Global Human Rights
Statement. In 2004, Starbucks joined the U.N. Global Compact — the world’s largest corporate sustainability
initiative — with a commitment to implement universal sustainability principles and to support U.N. goals.
Throughout FY22, we continued to work diligently to demonstrate our commitment to human rights andhuman rights due diligence, from ensuring that the coffee we serve to our customers is ethically sourced toadvancing racial and social equity, LGBTQIA2+ rights and disability inclusion throughout our operations.

Public Policy Positions & Advocacy
Starbucks is committed to being a force for global good by advancing
equity and civic engagement so our partners can share their vision forstronger communities. We provide tools and resources to our partners in
the U.S. to help them participate in local and national elections. Globally,
we work with partners, licensees and business partners to advocate for
local and national policies that support our partners, the health of ourbusiness and the communities we serve. Our work to advance equity
and civic engagement is always done through the lens of our Mission
and Values.

For instance, within our coffee supply chain, we leveraged our flagship C.A.F.E. Practices program to
identify and initiate corrective action plans for 268 non-conformances in FY22. With all actual or potential
violations that were brought to our attention through C.A.F.E. Practices, we swiftly addressed them byworking closely with our suppliers and our on-the-ground, third-party partners to pursue corrective
actions, including, where appropriate, providing remedy for the impacted individuals. See our program
scorecard for the full list of human rights topics we cover.
On the manufactured goods side, whether it’s the merchandise on our shelves or the furniture we place inour stores, we continued to implement our ethical sourcing program and standards for manufactured goods
and services, which includes on-the-ground factory assessments and assurance measures to identify andremediate potential and actual violations. While the COVID-19 pandemic limited our ability to conduct
these on-the-ground assessments, we were nevertheless able to achieve a significant milestone in FY22:
the mapping of and transparency into 97% of our Tier 1 manufactured goods supply chain. Going forward,
we now have the transparency we need to influence, measure and report the performance of nearly ourentire Tier 1 manufactured goods supply base.
Throughout FY22, we also made significant strides in embedding human rights into our day-to-day
management, starting with developing a more standardized intake system for tracking and reporting
human rights related concerns. These concerns can range from the items we proactively identify throughour due diligence efforts to inquiries and grievances we receive from stakeholders and impacted individuals.
Going forward, this intake system will enable Starbucks to share more comprehensive information, trends
and insights to key internal and external stakeholders. In FY23, Starbucks is undertaking an independent,
third-party human rights impact assessment, which will include a deeper-level review of the principles
of freedom of association and the right to collective bargaining and is intended to help inform thepartner experience. We expect to make the results of the human rights impact assessment available toshareholders, stakeholders, and other interested parties, subject to legal privilege considerations.
See data tables at the back of this report for FY22 performance results and trends.

© 2023 Starbucks Corporation. All rights reserved.

LEADERSHIP AND
GOVERNANCE

Global Environmental & Social Impact Report 53

Enterprise Risk Management

Information Security/Cybersecurity & System Availability

The Starbucks enterprise risk management (ERM) program assesses risks
to the organization across a broad spectrum of strategic, operational,
financial, and regulatory risks which include financial, brand and othernon-financial impacts. These risks are assessed at a business unit,
functional, and enterprise level and are reviewed by the managementled Risk Committee and the executive leadership team. The Board of
Directors has overall responsibility for risk oversight and the Audit andCompliance Committee is specifically charged with overseeing thecompany’s risk assessment, risk management practices and policies,
periodically reviewing major and emerging risks to the company, including
financial, operational, legal and regulatory risks. The Audit and Compliance
Committee reviews, with management, steps taken to monitor andcontrol such risk exposures, including with respect to cybersecurity,
data privacy, ethics and compliance among others. The committee also
oversees various ESG risks including environmental and sustainability as
part of its overall risk management, and reviews various disclosures in SEC
filings. The committee regularly reports on the substance of its reviews
and discussions with management to the full Starbucks Board of Directors.

Our company is dedicated to ensuring the safety and security of our information assets. We have
implemented comprehensive technologies and programs to protect against data privacy and cybersecurity
risks. Our security monitoring programs regularly oversee both internal and external threats to maintain theconfidentiality, availability and integrity of our systems. We continually evaluate our security program andinvest in our capabilities to ensure the safety of our customers, partners and information assets. Our chief
information security officer is responsible for implementing controls that align with industry guidelines,
statutes and regulations to identify threats, detect attacks and protect our information assets. Our security
monitoring capabilities alert us to suspicious activity, and our incident response program is designed torestore business operations quickly and efficiently in the event of a breach.
Additionally, our partners participate in mandatory annual trainings to increase awareness of thecybersecurity environment throughout the company. Our Audit and Compliance Committee, composed
entirely of independent directors, oversees data privacy and cybersecurity risk matters. One member of thecommittee has significant work experience related to information security issues and oversight. We reportsecurity instances to the Audit and Compliance Committee as they occur and provide multiple summaries
per year. The chief information security officer also meets with the Board of Directors or the Audit andCompliance Committee at least twice annually to brief them on technology and information security
matters. We carry insurance to protect against potential losses from cybersecurity incidents. Over the last
three years, we have incurred immaterial expenses related to information security breach incidences andno penalties or settlements.

Data Privacy
Starbucks has a global responsibility to ensure all personal data collected from customers or partners aremanaged securely. Our Privacy Policy describes how Starbucks collects, uses and shares data, and outlines
the rights and choices partners and customers have with respect to their information. We leverage
Privacy Impact Assessments to ensure all data use is assessed by a cross-divisional team and that the datacollected is used appropriately. We also deploy global training programs to ensure that partners are trainedon the appropriate use of any data collected.

© 2023 Starbucks Corporation. All rights reserved.

LEADERSHIP AND
GOVERNANCE

Global Environmental & Social Impact Report 54

Working Directly with Our Partners
Starbucks is working side-by-side with all partners to create meaningful change toward a better future
for each other, our customers and the communities we serve. For our stores that have elected union
representation, we respect that outcome and will continue to meaningfully and directly engage in the
National Labor Relations Board’s (NLRB) good faith collective bargaining process. Starbucks is proud toannounce a new nationwide labor relations team established to support our U.S. store managers and retailleaders. The investments make sure operations and human resource leaders have access to a dedicatedlabor relations team for real-time counsel and support, help reinforce best-practices and ensure ouradherence to company policies and compliance with applicable laws — including the National Labor
Relations Act (NLRA). As of FY22, 232 U.S. stores had certified union representation. The one.starbucks.com
website was created to help anyone receive up-to-date information and resources regarding labor activities.

© 2023 Starbucks Corporation. All rights reserved.

S EBCOTUI OATNT HTIIST LREE P O R T

subsection title

Scope

Information Integrity

Our Global Environmental and Social
Impact report for FY22 focuses on thegoals in our two key social impact areas:
People and Planet. We’ve also included
links to information and resources
publicly available at stories.starbucks.com
and starbucks.com regarding financial,corporate governance work, workplaceand diversity policies and performance,
because these commitments are directlytied to our business. The geographic
scope of all data points in the report are
tracked against U.S. company operations
unless otherwise noted. Starbucks iscommitted to United Nations Sustainable
Development Goals and uses thesegoals as a lens for our social impact
programs and collaborations with others.
Based on our stakeholder engagement
efforts, we also believe these areas areimportant to our customers, our partners,
nongovernmental organizations (NGOs)

Starbucks management is responsible
for the preparation and integrity of theinformation reported for fiscal 2022.
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 isprovided by Moss Adams LLP and Burns &and investors.

Reporting Year
Starbucks fiscal year 2022 or “FY22” isOctober 4, 2021 through October 2, 2022,
unless otherwise noted.

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

Previous Reports
Starbucks has produced an annual global
social impact report since 2001. Previous
annual reports
are available on our website.
We also respond to key industry
questionnaires such as the Dow Jones
Sustainability Index and the CDP
Climate Change, Water and Forests
Questionnaires.

© 2023 Starbucks Corporation. All rights reserved.

McDonnell Engineering Inc.

Forward-Looking
Statements
Our reporting on global responsibility
for fiscal 2022 includes “forwardlooking” statements within the meaningof applicable securities laws andregulations. 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,” andsimilar expressions intended to identify
forward-looking statements, although not
all forward-looking statements containthese identifying words. These statements
may include statements relating totrends in or expectations relating to theeffects of our existing and any future
initiatives, strategies, investments andplans, including our Reinvention plan,
as well as trends in or expectations
regarding our financial results andlong-term growth model and drivers;
our operations in the U.S. and China; ourenvironmental, social and governanceefforts; our partners; economic andconsumer trends, including the impact ofinflationary pressures; impact of foreign
currency translation; strategic pricing

Global Environmental & Social Impact Report 55

actions; the conversion of certain market
operations to fully licensed models; ourplans for streamlining our operations,
including store openings, closures andchanges in store formats and models; thesuccess of our licensing relationship with
Nestlé, of our consumer packaged goods
and foodservice business and its effects
on our Channel Development segment
results; tax rates; business opportunities,
expansions and new initiatives, including
Starbucks Odyssey; strategic acquisitions;
our dividends programs; commodity costs
and our mitigation strategies; our liquidity,
cash flow from operations, investments,
borrowing capacity and use of proceeds;
continuing compliance with ourcovenants under our credit facilities andcommercial paper program; repatriationof cash to the U.S.; the likelihood of theissuance of additional debt and theapplicable interest rate; the continuing
impact of the COVID-19 pandemic on
our financial results and future availabilityof governmental subsidies for COVID-19
or other public health events; our ceo
transition; our share repurchase program;
our use of cash and cash requirements;
the expected effects of new accounting
pronouncements and the estimatedimpact of changes in U.S. tax law,
including on tax rates, investments
funded by these changes and potential
outcomes; and effects of legal
proceedings. Such statements are basedon currently available operating, financial
and competitive information and are
subject to various risks and uncertainties.
Actual future results and trends may
differ materially depending on a variety
of factors, including, but not limited to:the continuing impact of COVID-19 on
our business; regulatory measures orvoluntary actions that may be put in place
to limit the spread of COVID-19, including
restrictions on business operations orsocial distancing requirements, andthe duration and efficacy of such

restrictions; the resurgence of COVID-19
infections and the circulation of novel
variants of COVID-19; fluctuations in
U.S. and international economies andcurrencies; our ability to preserve, growand leverage our brands; the ability ofour business partners and third-party
providers to fulfill their responsibilities
and commitments; potential negative
effects of incidents involving food orbeverage-borne illnesses, tampering,
adulteration, contamination or
mislabeling; potential negative effects
of material breaches of our information
technology systems to the extent weexperience a material breach; material
failures of our information technology
systems; costs associated with, and thesuccessful execution of, the Company’s
initiatives and plans; new initiatives andplans or revisions to existing initiatives orplans; our ability to obtain financing on
acceptable terms; the acceptance of theCompany’s products by our customers,
evolving consumer preferences andtastes and changes in consumer spending
behavior; partner investments, changes
in the availability and cost of labor
including any union organizing efforts
and our responses to such efforts; failure
to attract or retain key executive or
employee talent or successfully transition
executives; significant increased logistics
costs; inflationary pressures; the impact ofcompetition; inherent risks of operating
a global business including any potential
negative effects stemming from theRussian invasion of Ukraine; the prices
and availability of coffee, dairy andother raw materials; the effect of legal
proceedings; and the effects of changes
in tax laws and related guidance andregulations that may be implemented,
including the Inflation Reduction Act
of 2022 and other risks detailed in ourfilings with the Securities and Exchange
Commission, including in the “Risk
Factors” and “Management’s Discussion

and Analysis of Financial Condition and
Results of Operations” sections of thecompany’s most recently filed periodic
reports on Form 10-K and Form 10-Q andsubsequent filings.
A forward-looking statement is neithera prediction nor a guarantee of future
events or circumstances, and those future
events or circumstances may not occur.
You should not place undue reliance on
the forward-looking statements, which
speak only as of the date of this report.
We are under no obligation to updateor alter any forward-looking statements,
whether as a result of new information,
future events or otherwise.

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

Global Environmental & Social Impact Report 56

report appendix

SUPPORTING
DOCUMENTS &DATA TABLES
57 Goals Summary Scorecard

64 Our Planet: Data

74 Occupational Health and Safety Standard© 2023 Starbucks Corporation. All rights reserved.

68 SASB Reporting

72 Human Rights

77 External Auditor Assurance Letters

Global Environmental & Social Impact Report 57

goals
summaryscorecard© 2023 Starbucks Corporation. All rights reserved.

SUPPORTING DOCUMENTS& DATA TA B L E S

The following is a snapshot of our goals and progress for FY22.

MMXXIISUPPORTING DOCUMENTS& DATA TA B L E S

goals summary scorecard

Global Environmental & Social Impact Report 58

I NV E S T I N G I N O U R PAR T N E R S

Partner Experience & Engagement
G O A L 							FY22 RESULT

Starbucks College Achievement Plan​(SCAP)
Graduate 25,000 Starbucks partners from Arizona State
University (ASU) by the end of 2025.

Nearly 2,150 partners graduated from college using Starbucks College Achievement Plan (SCAP), with more than
23,000 partners participating in the program.

Diverse Representation — ​RetailAt least 40% POC representation and 55% women in all retailroles by 2025​.

POC representation across retail roles: regional vice president (31%), regional director (32%), district manager (33%),
store manager (39%), shift supervisor (47%), and barista (53%).

​ iverse Representation — ManufacturingD
At least 40% POC representation and 30% women in all
manufacturing roles (director, manager, individual contributor)
by 2025.

POC representation across manufacturing roles: director (29%), manager (30%), and individual contributor (43%).

Diverse Representation — Corporate
At least 30% POC representation and 50% women for all
corporate roles by 2025.

POC representation across corporate roles: senior vice president+ (27%), vice president (30%), director (27%),
manager (31%), and individual contributor (38%).

Global Equity in Pay​
100% gender and racial pay equity in U.S.​; 100% gender equity
in pay globally for company-operated markets.

Starbucks has achieved and maintained 100% pay equity for women and men and people of all races performing
similar work in the U.S. and maintained gender equity in pay in our company-operated business in Canada.

Refugee Support
Hire 10,000 refugees globally by 2022.

More than 1,100 refugees hired in the U.S., Canada and EMEA. Donations from Starbucks enabled The Starbucks
Foundation to donate more than $1.3 million to support nonprofits serving refugee communities.1

Veterans and Military Family Support​
Hire 5,000 Veterans and military spouses annually in the U.S.

Hired an additional 4,580 Veterans and military spouses.

To Be Welcoming
100,000 total enrollees in To Be Welcoming to cultivate
inclusion, diversity and equity awareness.

​More than 21,000 people enrolled in the course with more than 12,000 completions.

While we did not meet our 2022 goal of hiring 10,000 refugees globally, we
remain committed to the refugee community and staying transparent withpartners, customers and stakeholders on our progress.

1

© 2023 Starbucks Corporation. All rights reserved.

								Women representation across retail roles: regional vice president (63%), regional director (50%), district manager(61%), store manager (68%), shift supervisor (71%), and barista (73%).

Women representation across manufacturing roles: director (14%), manager (29%), and individual contributor (33%).

Women representation across corporate roles: senior vice president+ (57%), vice president (55%), director (59%),
manager (55%), and individual contributor (55%).

SUPPORTING DOCUMENTS& DATA TA B L E S

goals summary scorecard

Global Environmental & Social Impact Report 59

B U I L D I N G A M O R E E Q U I T A B L E , S U S T A I N A B L E A N D R E S I L I E N T F U T U R E F O R C O F F E E , O U R C O M M U N I T I E S A N D O U R P L A N E T 		

Our Communities
G O A L 							FY22 RESULT								Community Stores​
Open 100 U.S. Community Stores by 2025​; open or dedicate
1,000 Starbucks Community Stores globally by 2030.

In the U.S., 7 Community Stores opened in FY22, bringing our total U.S. Community Stores to 28. In Asia,
8 Community Stores opened in FY22, bringing our total international Community Stores to 19 stores.

Military Family Stores​
Open 132 stores by 2022.

Opened 33 Military Family Stores, bringing our total Military Family Stores to 111 stores.

FoodShare and Hunger Relief
Reinvest $100 million into hunger relief efforts in the U.S.
by 2030.

•N early 13 million pounds of food in the U.S. has been diverted from waste streams and donated to hunger-relief
organizations — which is the equivalent of nearly 11 million meals.
•M ore than 1 million pounds of food in Canada has been diverted from waste streams and donated to hungerrelief organizations.
•M ore than $10 million re-invested into hunger relief efforts in communities.
•P rograms to support hunger relief are operating in 9 international markets in addition to U.S. and Canada

Community Resilience Fund​
Invest $100 million in 12 cities by 2025.

$21 million invested in 12 cities through the Community Resilience Fund.

Our Communities: The Starbucks Foundation
G O A L 							FY22 RESULT

Origin Grants for Women and Families​
Empower 1M women and girls in coffee, tea and cocoagrowing communities by 2030.

Achieved our goal of empowering 250,000 women and girls in coffee, tea and cocoa-growing communities, three
years ahead of schedule. Announced new goal to positively impact one million women and girls in coffee, tea andcocoa-growing communities by 2030.

Neighborhood Grants
Reach 25,000 hyperlocal nonprofits by 2030.

Awarded $4.5 million in Neighborhood Grants bringing our total invested in hyper-local nonprofits to more than
$10 million, thanks to more than 45,000 nominations from partners since program launch.

Youth Equity Grants​
Commit $5M in grants to support BIPOC Youth.

251,715 youth impacted and $1.2 million provided in grants.

Global Community Impact Grants
Reach 25,000 hyperlocal nonprofits by 2030 and commitment
to invest $30 million by 2030.

Awarded over $3.2 million to nearly 90 nonprofits across 42 markets.

© 2023 Starbucks Corporation. All rights reserved.

								

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goals summary scorecard

Global Environmental & Social Impact Report 60

B U I L D I N G A M O R E E Q U I T A B L E , S U S T A I N A B L E A N D R E S I L I E N T F U T U R E F O R C O F F E E , O U R C O M M U N I T I E S A N D O U R P L A N E T 		

Our Planet
G O A L 							FY22 RESULT								Climate 2030 Goals​
50% absolute reduction in scope 1, 2 and 3 greenhouse (GHG)
emissions representing all of Starbucks direct operations andvalue chain.

6%* increase compared to FY19. An increase at this stage in our journey towards significant reductions in our GHG
emissions is expected. We are focused on identifying and testing innovative solutions that we can scale across ourglobal operations and engaging with our value chain while improving our measurement systems.

Water 2030 Goals​
50% of water withdrawals will be conserved or replenishedacross Starbucks direct operations, stores, packaging andagricultural supply chain, prioritizing action in high-risk waterbasins while supporting watershed health, ecosystem
resilience and water equity.

14.8% increase compared to FY19. Water withdrawals increased in FY22 due to increased purchasing of key
commodities, including packaging, non-dairy milk products, food, and tea.

Waste 2030 Goals​
50% reduction in waste sent to landfill from stores (including
packaging that leaves stores) and direct operations, driven bya broader shift toward a circular economy.

4.7% increase in operational waste sent to landfill compared to FY19. In FY22, 28% of operational waste wasdiverted from landfill, a 2-percentage point increase over FY19.2

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

In August 2021, we announced an expanded water target increasing the projected water conserved or replenishedand catalyzing holistic watershed health improvements in high risk basins. In FY22, Starbucks began a water
replenishment program, funding eight projects in eight global priority watersheds. The eight projects will continue
to be implemented throughout FY23. Starbucks will report on the volumetric water benefit associated with these
programs in our FY23 GESI report.

Additionally, 49% of Starbucks packaging, by weight, was reusable, recyclable, or compostable in FY22.

Strategies for Change
G O A L 							FY22 RESULT

Renewable Energy​
100% renewable energy for global operations by 2020.

In FY22, Starbucks in the U.S. and Canada maintained 100% renewable energy for company-operated retail
operations. Starbucks U.K. company-operated market has achieved the same since FY18. Renewable energy
powered 72% of company-operated facilities globally.

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

3,508 Starbucks stores were certified Greener Stores in FY22, including four internationally.

*Progress against our GHG emissions target has been restated since original
publication on April 20th, 2023 due to revised calculations regarding nitrous
oxide consumption data.
Operational waste sent to landfill excludes packaging that leaves stores and is
disposed of by customers.

2

© 2023 Starbucks Corporation. All rights reserved.

								

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goals summary scorecard

Global Environmental & Social Impact Report 61

B U I L D I N G A M O R E E Q U I T A B L E , S U S T A I N A B L E A N D R E S I L I E N T F U T U R E F O R C O F F E E , O U R C O M M U N I T I E S A N D O U R P L A N E T 		

Strategies for Change
G O A L 							FY22 RESULT								Double the use of reusable cups from 2016- 2022.

After the reintroduction of personal reusable cups in our stores in July 2021 due to the COVID-19 pandemic, 1.2% of
beverages sold were in reusable cups in FY22, either a customer’s personal cup, “for here” ware, or a “borrow a cup”
in company-operated stores globally. We remain committed to reducing single-use plastics and packaging waste
and staying transparent with partners, customers and stakeholders on our progress.

20% recycled content in our hot cups by 2022.

Completed innovation in order to roll out cups with 30% post consumer recycled fiber in FY23.3

100% compostable and recyclable hot cups developedby 2022.

Starbucks is continuing our work to develop compostable and recyclable hot cups in collaboration with Closed Loop
Partners and the NextGen Consortium. In FY22, we added the following cities to our list of cities that accept cups intheir municipal recycling program: Columbus, Cleveland, Dayton, Memphis, Houston and Buffalo.4

Ellen MacArthur Foundation Global Commitment
G O A L 							FY22 RESULT								Take action to help eliminate problematic or unnecessary
plastic packaging by 2025​​​.

Building on Starbucks elimination of traditional plastic straws across retail stores globally in FY21, Starbucks
completed the roll-out of straws made from polyhydroxyalkanoate (PHA), a non-fossil fuel derived plastic that ishome compostable, in the U.S. in FY22. In Canada, Starbucks rolled out wood cutlery and paper straws in FY22 andcontinued research and development to bring new products to market in FY23-25.

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

The company piloted reusable or returnable cup programs through 20 tests across North America, EMEA and China
Asia-Pacific. These tests focus on multiple reusable cup programs or operating models including Starbucks Borrow
A Cup program, 100% reusable operating models, financial incentives and promotions, new customer experience
upgrades and an emphasis on personal cups and for-here ware.

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

24.7% of plastic packaging was reusable, recyclable or compostable.

Use 5-10% recycled content across all plastic packaging
by 2025​​.

6.3% recycled content used across all plastic packaging.

20% reduction of virgin plastic packaging by
2025 (compared to FY19)​.

5.6% decrease in virgin plastic packaging compared to FY19

FY23: Launched a more sustainable hot cup that uses 30% post consumer recycled fiber and less plastic in the liner in Q1 of FY23.

3

Due to infrastructure challenges, Starbucks is retiring this goal. We will continue to work to advance recycling access for our cups
through our NGO partners and the NextGen Consortium.

4© 2023 Starbucks Corporation. All rights reserved.

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goals summary scorecard

Global Environmental & Social Impact Report 62

B U I L D I N G A M O R E E Q U I T A B L E , S U S T A I N A B L E A N D R E S I L I E N T F U T U R E F O R C O F F E E , O U R C O M M U N I T I E S A N D O U R P L A N E T 		

Coffee and Our Supply Chain
G O A L 							FY22 RESULT

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

98.2% of coffee ethically sourced and verified through C.A.F.E. Practices.7

Committed to 100% responsibly sourced tea.

99.7% of tea sourced by the global tea sourcing team was verified as responsibly sourced.

Committed to responsibly sourced cocoa.

The company’s global cocoa sourcing team directly purchased 12 million kilograms of Rainforest Alliance certified
and segregated cocoa beans from Côte d’Ivoire (Ivory Coast).

Conserve water usage in green coffee processing by 50%.

To date, contracted more than 1,300 eco-wet mills that separate the fruit of the coffee cherry from the coffee bean.

Sustainable Future of Coffee
Achieve Carbon-Neutral Green Coffee by 2030.

Continue working to refine the methodology we use to calculate the carbon and water footprint of green coffee.

Climate-Tolerant Coffee Trees
Provide 100 million trees to farmers by 2025.

More than 9.5 million climate-tolerant coffee trees distributed globally through Starbucks 100 million tree
commitment.

Global Farmer Fund
Supply $100 million in farmer loans by the end of 2025.

$80.8 million in loans deployed to date from Starbucks Group. FY21 results represent loans deployed from
Starbucks Coffee Trading Company only.8

Supplier Diversity and Inclusion$1.5 billion in Tier 1 diverse supplier spend by 2030.

Nearly $900 million spent with Tier 1 diverse suppliers.

Diverse Media Spend
Allocate 15% of paid media investment to minority-owned
and targeted media companies.

18% of paid media budget invested in minority-owned and targeted media companies.

In FY21: Committed to 100% ethically sourced coffee in partnership with
Conservation International.

7

Methodology Update: For FY22, reporting loans deployed from Starbucks Group(inclusive of SCTC). Expanded reporting scope from SCTC only (FY21) to reflect
the investments Starbucks has made to improve the working lives of farmers.

8

© 2023 Starbucks Corporation. All rights reserved.

								

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goals summary scorecard

Global Environmental & Social Impact Report 63

B U I L D I N G A M O R E E Q U I T A B L E , S U S T A I N A B L E A N D R E S I L I E N T F U T U R E F O R C O F F E E , O U R C O M M U N I T I E S A N D O U R P L A N E T 		

Animal Welfare
G O A L 							FY22 RESULT

Cage-Free Eggs
100% cage-free eggs and egg products incompany-operated stores globally.

In our North American company-operated stores, 100% of eggs are cage-free, inclusive of branded products
supplied to our licensee business partners in North America. In our EMEA and U.K. company-operated markets,
99.9% of eggs are cage-free.

Antibiotics
Serve only poultry raised without the routine use of medicallyimportant antibiotics in all company-operated U.S. storesby 2020.

100% of poultry raised without routine use of medically important antibiotics.

Sow Housing
We will specify 100% “group housed” pork as a requirementof our pork suppliers in the U.S. and Canada and take steps toensure a “group housed” pork supply by 2024; Phase out theexcessive use of gestation stalls for the sows in our supply
chain by 2030.

22% of pork is group-housed for U.S. and Canada.

Broiler Chickens
We are committed to improve 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 AnimalPartnership (GAP) standards as assessed by a third-party auditor.

We are actively reviewing our broiler chicken commitment to identify the best path forward for implementation
within our supply chain. Over the next year, we will be setting baseline targets for implementation, which will be
included in the FY23 GESI report.

© 2023 Starbucks Corporation. All rights reserved.

								Global Environmental & Social Impact Report 64

our planet:
data

SUPPORTING DOCUMENTS& DATA TA B L E S

Annual update of Planet Positive progress:1,2,3 The following metrics represent
detailed reporting of Starbucks environmental performance in FY19, thebaseline year for our 2030 environmental targets, FY21, and FY22. We
made significant updates to our inventory methodologies this year andrecalculated FY19 and FY21 results, which will differ from the FY19 and FY21
data previously reported. We did not update our FY20 calculations because
reduced business activity in FY20 from COVID-19 make this year difficult touse for comparisons.4 In FY22, we were not expecting significant reductions
in our environmental impacts and progress towards our 2030 targets as weare focused on identifying and testing innovative solutions that we can scale
across our global operations. We are committed to enhancing measurement
systems and coordination across Starbucks and our value chain, including
with our licensee partners.
MMXXIIThe scope of this data is global unless otherwise noted. Direct operations refers to an operational control boundary, inclusive of companyoperated stores, corporate offices and manufacturing and distribution facilities. This includes global wholly-owned and partially-owned
subsidiaries over which Starbucks has management and operational control. Direct operations excludes licensed stores.

1

We have updated the methodologies used to develop our environmental inventories. These updates including improved data quality andavailability, 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

FY20 environmental performance metrics are available in Starbucks FY20 Global Environmental and Social Impact Report Supplement.

4

© 2023 Starbucks Corporation. All rights reserved.

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our planet: data

Global Environmental & Social Impact Report 65

E N E R G Y C O N S U M P T I O N (MWh) 				F Y 1 9 		FY21

Total Energy Consumption, direct operations5

2,524,818

2,491,543

2,596,498

Total purchased electricity, direct operations

1,935,927

1,912,881

1,993,189

71%

69%

72%

588,891

578,662

603,309

G R E E N H O U S E G A S E M I S S I O N S (mtCO2e)7,8				

F Y 1 9 		

FY21

FY22

Scope 19, a

336,124

350,424

358,500

market-based

322,823331,274

293,364

location-based

805,258

778,002789,349

sub-total scope 1 + 2 market-based emissions

658,947

681,698

651,865

Percent renewable
Total fuel consumed, direct operations

6

		

FY22
In gigajoules, total energy consumption in FY22 equals
9,347,393 GJ, and total fuel consumed in FY22 equals
2,171,912 GJ.

5

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

6

Starbucks presents greenhouse gas emissions inaccordance with the GHG Protocol and uses global warming
potential values from the IPCC Fourth Assessment.

7		

Scope 2

Scope 3
1

Purchased goods and services11,12

7,327,716

7,379,337

7,683,841

2

Capital goods

144,036

123,701

168,2383

Fuel- and energy-related activities

166,071

157,102177,249

4

Upstream transportation and distribution

702,627

693,801

666,369

5

Waste generated in operations

264,872

258,269

275,867

6

Business travel

29,343

4,027

12,914

7

Employee commuting

615,170

652,928

707,180

8

Upstream leased assets

Not relevant

9

Downstream transportation and distribution14

287,981

419,905

450,777

10

Processing of sold products

159,018

147,834

160,043

13

Use of sold products

12
13

Refrigerant emissions from retail HVAC equipment
have only been estimated for China and the UK. Global
refrigerant emissions from non-retail facilities were notestimated.

9

10

11

FY22 data has been third-party verified by Burns andMcDonnell. Their report is available on p. 79.		

8

59,772

55,72556,766End-of-life treatment of sold products

160,929

168,997

186,837

Downstream leased assets

Not relevant

14Franchises16, b

3,130,274

2,907,856

3,358,811

15

Investments

213,820

268,676

304,167

13,261,628

13,238,157

14,134,864

13,920,575

13,919,496

14,786,729

Percent of total GHG emissions from fluid dairy purchases

18%

17%

16%

Percent of total GHG emissions from green coffee purchases18,19

14%

12%

13%

15

subtotal scope 3 emissions
Total emissions (scope 1 + 2 market-based + 3)
17

Percent reduction of total emissions from FY19 baseline© 2023 Starbucks Corporation. All rights reserved.

Scope 1 emissions have been revised since original
publication on April 20th, 2023 to reflect corrections tonitrous oxide consumption data.

a

Scope 3 emissions utilize location-based values.

10

Category 1 emissions includes land use change (LUC)
for purchases of coffee, tea, cocoa, and food and otherbeverage ingredients and dairy and non-dairy milks. LUC isdefined as a change from one land-use category to anotheras a result of human activity. We use the Quantis LUC
methodology, which accounts for year-to-year, countrylevel LUC over 20-year intervals, including primary andsecondary forest loss; peatland drainage and degradation;and soil erosion and degradation.		

11

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

12

Starbucks does not have significant upstream leased assets.

13

Downstream transportation emissions were calculated forthe first time for FY19, FY21 and FY22. Sources of emissions
include delivery and vehicle idling in drive-thru lines.

14

Starbucks does not act as a lessor.		

15

A methodology change was made to Category 14 to include
refrigerant, fugitive and process gas emissions for licensee
stores and to exclude transportation data (not paid for by
Starbucks) per the GHGP guidance.

16

-6%*

Scope 3, Category 14 emissions have been revised
since original publication on April 20th, 2023 to reflectcorrections to nitrous oxide consumption data.

b*Progress against our GHG emissions target has been
restated since original publication on April 20th, 2023
due to revised calculations regarding nitrous oxide
consumption data.

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our planet: data

Global Environmental & Social Impact Report 66

W A T E R W I T H D R A W A L S (megaliters)8,20				

F Y 1 9 		FY21

Total water withdrawal

4,258,690

4,009,991

4,888,900

22,85522,60523,867Not calculated

33%

29%

13,83518,65622,750Not calculated

42%

45%

4,222,001

3,968,730

4,842,283

Direct operations21,22
Percent water withdrawn from high-risk basins23
Indirect: licensed stores

21

Percent water withdrawn from high-risk basins23
Indirect: packaging and agricultural commodities purchased24		Percent reduction of total water withdrawal from FY19 baseline

FY22

-15%

Total GHG emissions from fluid dairy purchases is
inclusive of fluid dairy categorized in scope 3 category 1
and category 14, and include estimated LUC associatedwith these purchases.

17

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

18

Total FY21 GHG emissions from green coffee purchases
is estimated based on FY22 country-specific emission
factors and total purchases from relevant countries.

19

In FY22, Starbucks began a water replenishment program,funding eight projects in eight global priority watersheds.
Starbucks aims to report on the volumetric water benefit
associated with these programs in our FY23 GESI report.

20

O P E R A T I O N A L W A S T E (thousand metric tons)8,25			

F Y 1 9 		

FY21

		

FY22

Total weight of non-hazardous operational waste

1,154

1,108

1,236

824

836

903

54%

54%

54%

27

28%

30%

30%

Indirect: generated in licensed stores28

330

273

333

56%

58%

55%

21%

22%

22%

26%

28%

28%

Water withdrawal from stores includes both primaryand estimated data. Where primary data is not available,
water withdrawal is estimated by applying an averagewater withdrawal factor derived from U.S. and Canada
company-owned stores.

21

Direct operations generated26
Percent organic

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

22

Percent diverted
Percent organic
Percent diverted

27

Percent total non-hazardous operational waste, diverted27

High risk basins refers to water withdrawals fromfacilities located in regions of high or extremely-highbaseline water stress as defined by WRI Aqueduct tool,
which was used to conduct this assessment.

23

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

24

A methodology change was made in the FY19 andFY21 inventories to update operational waste values
and classifications to be consistent with internal data
tracking and estimation methodology improvements
established in FY22. We are not reporting on waste
discarded by customers out of stores and instead have
expanded our reporting of packaging materials.

25

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

26

We measure diversion as waste materials recycled,
remarketed, composted, donated, or sold to beprocessed in cattle feed. Diversion does not include
materials sent to landfill, incineration (with or without
energy recovery) or liquid waste sent down the drain(excludes water).

27

Licensed store non-hazardous waste is estimatedbased on company-owned store information. This
does not include construction & demolition waste or
e-waste. Reporting of this category aligns with the GHG
inventory, scope 3, category 14.

28

© 2023 Starbucks Corporation. All rights reserved.

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our planet: data

Global Environmental & Social Impact Report 67

P A C K A G I N G M A T E R I A L S 29 (thousand metric tons)			

F Y 1 9 		FY21

Total weight of packaging material30

389

387

400

Percent of packaging made from recycled or renewable materials

30%

29%

31%

Percent of materials recyclable, compostable or reusable

45%

46%

49%

Direct: total weight of packaging materials purchased by Starbucks
Corporation31

259

270

267

Indirect: total weight of packaging materials purchased by licensees for
Starbucks retail operations32

129

115

133

Total weight of plastic packaging materials33

152

163

153

Total weight of virgin plastic packaging materials

144

154

136

Percent reduction of virgin plastic packaging materials from FY19 baseline

		

FY22

6%

Percent of plastic packaging that is reusable, recyclable or compostable

18%

18%

25%

Percent of post-consumer recycled content used in our plastic packaging

5%

5%

7%

34

Data represents packaging materials used in our direct
operations and licensed stores and all other packaging
materials purchased by Starbucks Corporation. Thisaligns with our GHG Inventory and Ellen MacArthur
Foundation Global Commitment reporting boundaries.
Starbucks branded products sold outside of our storesis part of a licensed model of the Global Coffee Alliancewith Nestlé, while our global ready-to-drink businesses
operate under collaborative relationships with PepsiCoand others. The Starbucks branded packaging used by
Channel Development business partners are part of theircommitments and reporting.

29

Data represents paper and plastic packaging materials,
our most significant sources of packaging materials.

30

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

31

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

32

FY19 and FY21 inventories have been recalculated to alignto methodology changes and data quality improvements
made as part of the FY22 inventory. These results may
differ from what has been previously submitted to Ellen
MacArthur Foundation Global Commitment and WWF
ReSource Plastic and we anticipate restating these
metrics in our 2023 reporting to these organizations.

33

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

34

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 68

sasb
reporting© 2023 Starbucks Corporation. All rights reserved.

SUPPORTING DOCUMENTS& DATA TA B L E S

Sustainability Accounting Standards Board Reporting

MMXXIISUPPORTING DOCUMENTS& DATA TA B L E S

sasb reportingT O P I C & A C C O U N T I N G M E T R I C 							Global Environmental & Social Impact Report 69

SASB CODEF Y22 S TARBUCKS RESP ONSE

FB-RN-130a.1

See FY22 Global Environmental & Social Impact Report narrative, p. 34.

Energy Management(1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable

See Our Planet: Data, p. 64.
Additional information is available in our CDP Climate Change response.

Water Management(1) Total water withdrawn, (2) total water consumed, percentage of each in regionswith High or Extremely High Baseline Water Stress

FB-RN-140a.1

See FY22 Global Environmental & Social Impact Report narrative, p. 37.
See Our Planet: Data, p. 64.
Additional information is available in our CDP Water Stewardship response.
Total volume of water consumption is not monitored as we do not typicallyhave discharge meters in our stores and do not track how much water goes into
beverages. Therefore, we are disclosing on water withdrawn from regions withhigh or extremely high baseline water stress.

Food & Packaging Waste Management(1) Total amount of waste, (2) percentage food waste, and (3) percentage diverted

FB-RN-150a.1

See FY22 Global Environmental & Social Impact Report narrative, p. 29 and 36.

(1) Total weight of packaging, (2) percentage made from recycled and/or renewablematerials, and (3) percentage that is recyclable, reusable, and/or compostable

FB-RN-150a.2

See Our Planet: Data, p. 64.
Additional information about our packaging is available via our reporting to
WWF ReSource and the Ellen MacArthur Foundation Global commitment.

Food Safety(1) Percentage of restaurants inspected by a food safety oversight body,(2) percentage receiving critical violations

FB-RN-250a.1(1) Number of recalls issued and (2) total amount of food product recalled

FB-RN-250a.2

Number of confirmed foodborne illness outbreaks, percentage resulting in U.S.
Centers for Disease Control and Prevention (CDC) investigation

FB-RN-250a.3© 2023 Starbucks Corporation. All rights reserved.

Starbucks is always committed to the health and safety of our customers
and partners. We regularly audit and review product quality and food safety
practices. We validate our policies and procedures to ensure they are effective
and up to date. We actively communicate with our partners and customers
through starbucks.com and other communication channels on product-related
nutritional and safety information.

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sasb reportingT O P I C & A C C O U N T I N G M E T R I C 							Global Environmental & Social Impact Report 70

SASB CODEF Y22 S TARBUCKS RESP ONSE

(1) Percentage of meal options consistent with national dietary guidelines and(2) revenue from these options

FB-RN-260a.1

Starbucks provides transparent information to ingredients, calories and othernutritional information. Additional information is available on starbucks.com.

(1) Percentage of children’s meal options consistent with national dietaryguidelines for children and (2) revenue from these options

FB-RN-260a.2(1) Number of advertising impressions made on children and (2) percentage
promoting products that meet national dietary guidelines for children

FB-RN-260a.3

Starbucks reviews our marketing and advertising for compliance with allapplicable laws, including the Federal Trade Commission’s truth-in advertising
standards. We also design our digital content to be compliant with theChildren’s Online Privacy Protection Act (COPPA). Additional information isavailable in Starbucks Global Human Rights Statement.

Nutritional Content

Labor Practices(1) Voluntary and (2) involuntary turnover rate for restaurant employees

FB-RN-310a.1(1) Average hourly wage, by region and (2) percentage of restaurant employees
earning minimum wage, by region

FB-RN-310a.2

Starbucks is committed to being an employer of choice and maintaining thestrength of our workforce. In FY22, the total partner turnover in North America(U.S. and Canada) was nearly 65%, significantly lower than industry turnover rates.
Starbucks makes available online our Commitment to Partners and our workforce
data for the U.S. business. There is additional information available on Human
Capital Management in our Form 10-K Filing, p. 2.
As of FY22, 100% of U.S. partners earn above minimum wage. As of FY22, Starbucks
hourly partners earn nearly $17/hour in the U.S. Additional information about
Starbucks labor practices is available at Starbucks Commitment to Partners.

Supply Chain Management & Food Sourcing
Percentage of food purchased that (1) meets environmental and social sourcing
standards and (2) is certified to third-party environmental and/or social standards

FB-RN-430a.1

Percentage of (1) eggs that originated from a cage-free environment and (2) porkthat was produced without the use of gestation crates

FB-RN-430a.2

Discussion of strategy to manage environmental and social risks within the supply
chain, including animal welfare

FB-RN-430a.3© 2023 Starbucks Corporation. All rights reserved.

Starbucks ethical sourcing approach integrates social and environmental standards
and is an expectation for suppliers and business partners. Additional information isavailable in the Starbucks Global Human Rights Statement, Our Supply Chain.
See FY22 Global Environmental & Social Impact Report narrative, p. 43.

SUPPORTING DOCUMENTS& DATA TA B L E S

sasb reportingT O P I C & A C C O U N T I N G M E T R I C 							Global Environmental & Social Impact Report 71

SASB CODEF Y22 S TARBUCKS RESP ONSE

Number of (1) company-operated and (2) franchise locations

FB-RN-000.A

Number of employees at (1) company-operated and (2) franchise locations

FB-RN-000.B

As of October 2, 2022, Starbucks operated 18,253 Company-Operated and17,458 Licensed locations. Additional information is available in the Starbucks
Fiscal 2022 Annual Report, p. 6 and p. 8.

Activity Metrics

As of October 2, 2022, Starbucks employed approximately 402,000 people
worldwide. Additional information is available in the Starbucks Fiscal 2022
Annual Report, p. 4

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 72

humanrightsSUPPORTING DOCUMENTS& DATA TA B L E S

Coffee and Farmer Equity (C.A.F.E.) Practices is our ethical sourcing
verification program with a comprehensive list of zero tolerance indicatorsthat measures farms against economic, social and environmental criteria,
designed to promote transparent, profitable and sustainable coffee growing
practices while protecting the well-being of coffee farmers and workers,
their families and their communities.

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SUPPORTING DOCUMENTS& DATA TA B L E S

human rights

Global Environmental & Social Impact Report 73

CoffeeZ E R O T O L E R A N C E I N D I C A T O R 						# OF NONCOMFORMITIES% OF TOTAL NONCONFORMITIES

Nonconformities related to wage practices

89

34%

Nonconformities related to traceability requirements

68

26%

Nonconformities related to child labor

54

21%

Nonconformities related to labor intermediaries

13

5%

Nonconformities related to transparency requirements

10%

Nonconformities related to banned pesticides

239%Nonconformities related to forced labor, abuse, or unethicalrecruitment practices

13

5%

Nonconformities related to deforestation

7

3%

268

100%

3

% of nonconformities remediated or closed in FY22

84%

Manufactured GoodsZ E R O T O L E R A N C E I N D I C A T O R 						# OF NONCOMFORMITIES% OF TOTAL NONCONFORMITIES

Nonconformities related to wage practices

21

60%

Nonconformities related to transparency requirements

6

17%

Access denial into facilities for audits and inspections

1

3%

Health and safety, including direct and immediate endangerment

00%

Environmental impact00%Forced labor

617%Child labor

1

3%

Abuse and harassment

0

0%

35

100%

% of nonconformities remediated or closed in FY22

67%

Starbucks ethical sourcing program is dedicated tomonitoring 100% of our C.A.F.E. Practices-approved
coffee supply chains, which today represents
more than 400,000 farmers around the world.1 A
nonconformity as reported in this table is a breachof any one of Starbucks zero tolerance indicators.
Multiple nonconformities could be identified ina single location. In FY22, we verified or audited
644 coffee supply chains and identified 268 zerotolerance nonconformities in 83 supply chains.2 For
each zero tolerance non-conformity brought to ourattention through C.A.F.E. Practices, we swiftly address
them by working closely with our suppliers andour on-the-ground, third-party partners to pursue
corrective actions, including, where appropriate,
providing remedy for the impacted individuals. At thetime of producing this report, 84% of zero tolerances
identified through audits that occurred during FY22
have been remediated. Due to the seasonal natureof coffee production, some zero tolerance indicators
may only be closed during the harvest period whenthe majority of temporary workers are present andtherefore fully closing these indicators may require
waiting until the next coffee harvest. In the eventa zero tolerance indicator cannot be resolved in atimely and comprehensive manner, a supply chain
will be considered Non Compliant and not eligible for
C.A.F.E. Practices approval until resolution is possible.
For more information on our responsible sourcing
practices for Manufactured Goods and Services, seepage 43.
A “coffee supply chain” is a network of farms, mills, andwarehouses. We work with more than 1,100 coffee supply chains,which are made up of more than 400,000 individual farms.

1

All coffee supply chains are verified or audited at regularintervals by approved verification organizations and withoversight provided by SCS Global Services that includes
additional audits. While exceptions exist, as a general rule, we
audit all supply chains with large-scale farms every year andsupply chains with small and medium farms every two years.

2

Includes pesticides classified as Type 1a or 1b by the World
Health Organization.

3

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 74

occupational
healthand safety
standard© 2023 Starbucks Corporation. All rights reserved.

SUPPORTING DOCUMENTS& DATA TA B L E S

Starbucks is committed to the safety of our partners, customers andphysical assets. The Global Safety and Security Policy provides the
structure for maintaining a safe and secure working environment.
The purpose of this Standard is to provide requirements inalignment with occupational health and safety regulations.

MMXXIISUPPORTING DOCUMENTS& DATA TA B L E S

occupational health and safety

Annually, Occupational Health and Safety (OH&S) program elements(written program, training, and assessments), are reviewed, edited,and endorsed by Starbucks senior leadership. Adherence to thisStandard ensures a current and compliant program defined under
OH&S Code expectations.
Following this Standard reduces hazards, injuries, prevents physical andpsychological illnesses, and nurtures the core safety need for protection
from elements, security, order, law, stability, and freedom from fear.
This Standard applies to all employees (partners) of Starbucks
Corporation and its wholly-owned subsidiaries in North America for
the following locations:• All company-operated retail stores in the United States andCanada• All Siren retail locations, which include Princi, and commissary
kitchens (excludes roasting facilities)• Support centers• It also applies to non-partner workers engaged by Starbucks,
including vendors, suppliers, and professional service providers inthese locations© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 75

Definitions
T E R M 		DEFINITION

Occupational
Safety Assessments

Verification of the implementation of occupational safety, which may be selfadministered, or externally completed.

Code

Written and publicly available regulation associated with injury prevention(e.g., Occupational Safety and Health Administration (OSHA), Worker Rights Act,
Health and Safety Executive, etc.)

HazardA danger or risk that could lead to an injury.

Operational
Resources

Daily Records Book, Duty Roster, and Safety Committees agendas.

SafetyThe condition of being protected from, or unlikely to cause, danger, risk, or injury.

Support Teams

Administrative groups which function to support the operations for retail locations(e.g., Facilities, Food Safety, Partner Resources, etc.).

Violations/Citations

Written reports from enforcement agencies (e.g., Ministry of Labour, OSHA) that documenta case of non-compliance to the written Codes. In the U.S., severity of Violation is tiered:General, Repeated, or Willful. Each tier has associated financial penalties.

SUPPORTING DOCUMENTS& DATA TA B L E S

occupational health and safety

Requirements
The below outlines expectations of partners for the purpose of maintaining an OH&S compliant program:• Partners must complete occupational safety training comprised of new hire orientation, on-goingreiterative content, and other occupational safety training as determined by the Starbucks Global
Safety and Compliance team.
• Partners must utilize the occupational health and safety guidelines described in the Safety andSecurity Manual.
• Non-Support Center partners are responsible for completing occupational safety self-assessments
as described in Operational Resources, as applicable.
• When hazards are identified, non-Support Center partners are required to report them using a selfassessment, as referenced above.
• Non-Support Center partners have a duty to ensure that all Operational Resource documents arearchived per the Starbucks Record Retention Schedule.
• Partners must report incidents of workplace injury or illness to Starbucks third party administrator in
the U.S. and Canada, and/or harassment to the Ethics & Compliance team.
• Partners must follow the guidance of Store Evacuation/Shelter-in-Place Procedures available toretail partners and Emergency Actions Plans available on the Partner Hub to Support Center partners,
and as described in the Safety and Security Manual.
• Managers are responsible for ensuring partners are aware of and following the above requirements.
• Failure to comply with this Standard and related governance tools may result in disciplinary action,
up to and including termination of employment. Decisions regarding corrective action, or immediate
termination, rests within the sole discretion of Starbucks management.
• The OH&S program must strive for continuous improvement to ensure the safest working
environment for all partners, and program feedback should be addressed to the Global Safety &Compliance team by email.

© 2023 Starbucks Corporation. All rights reserved.

Global Environmental & Social Impact Report 76

Global Environmental & Social Impact Report 77

external
auditorassurance
letters© 2023 Starbucks Corporation. All rights reserved.

SUPPORTING DOCUMENTS& DATA TA B L E S

MMXXII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
Global Environmental and Social Impact Report (the Report) for the fiscal year ended October 2, 2022.
Starbucks Coffee Company’s management is responsible for presenting the Data for the fiscal year ended
October 2, 2022 in accordance with the criteria contained in the respective sections of the Report indicatedbelow (the Criteria). Our responsibility is to express an opinion on the Data based on our examination:••••

98.2% ethically sourced coffee purchases as contained in the Ethical Sourcing Performance(C.A.F.E Practices) section on page 39 of the Report;
99.7% ethically sourced tea purchases as contained in the Responsible Sourcing for Tea section on
page 42 of the Report;
12 million kilograms of segregated cocoa beans purchased from Cargill 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 41 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:
•
•

•
•
•
•

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 2, 2022, is presented in accordance with theCriteria, in all material respects.

Seattle, Washington
April 17, 2023

Memorandum
Date:

June 1, 2023

To:

To the Board of Directors and Stakeholders of Starbucks Coffee Company

From:

Emily Robbins – Burns & McDonnell

Subject:

Verification Report for FY2022 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 2022
Greenhouse Gas (GHG) Emissions Inventory, Water Withdrawals Inventory, and Operational
Waste Inventory for Fiscal Year (FY) 2022. The purpose of assessment was to verify that the
FY2022 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 2022 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
14,786,729 metric tonnes
CO2e4,888,900 megaliters
1,235,899 metric tonnes

Greenhouse Gas Emissions Inventory
Burns & McDonnell reviewed Scope 1, Scope 2, and Scope 3 GHG emissions as presented in the“FY22 SBUX Scopes 1 & 2 and Operational Water Inventory 10MAR2023.xlsx” and “FY22
SBUX Scope 3 and Indirect Water Inventory_15MAR202.xlsx” excel workbooks for the fiscal
period October 4, 2021 through October 2, 2022. The GHG emissions data included in theemissions 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)
June 1, 2023
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 2022. The verified values
for Scope 1, 2 and 3 are shown below in Table 1.
Water Withdrawals Inventory
In order to complete this moderate assurance of Starbucks’ FY2022 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 “FY22 SBUX Scopes 1 & 2 and Operational Water Inventory

Memorandum (continued)
June 1, 2023
Page 310MAR2023.xlsx” and “FY22 SBUX Scope 3 and Indirect Water Inventory_15MAR202.xlsx”
excel workbooks for the fiscal period October 4, 2021 through October 2, 2022. 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 FY2022
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
FY2022 Water Withdrawals Inventory.
• An examination of Starbucks’ 2022 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’ FY2022 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 - FY22 SBUX Global Operational Waste Inventory
13MAR2023.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 FY2022
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
FY2022 Operational Waste Inventory.
4. An examination of Starbucks’ 2022 Operational Waste Inventory report and electronic
workbook spreadsheets utilized to calculate operational waste for FY2022.
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 FY2022 Greenhouse Gas Inventory, Water
Withdrawals Inventory, and Operational Waste Inventory for Starbucks.

GLOBALENVIRONMENTAL& SOCIAL IMPACTSTA R B U C K S 2 0 2 2report

our

our

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PA RT N E R S

COFFEECOMMUNITIESPLANET

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