F I S C A L 2 0 2 3
STARBUCKS GLOBAL
report
MMXXIII
O U R
P A R T N E R
E N V I R O N M E N T A L
F A R M E R
C O M M U N I T Y
C U S T O M E R
S H A R E H O L D E R
P R O M I S E S
2023 Global Impact Report 2
©2024 Starbucks Corporation.
Starbucks has always been a different
kind of company. We’re on a journey
to unleash the limitless possibilities of
human connection.
In fact, our new mission, launched in 2023, is centered on this –
With every cup, with every conversation, with every community,
we nurture the limitless possibilities of human connection.
In pursuit of this mission, we established ambitious promises to
all our critical stakeholders. These represent the mutual success
we commit to, together.
As this report details, when Starbucks is at its best, we promise:
— To bridge to a better future for our partners.
— To uplift the everyday for our customers.
— To help ensure the future of coffee for all for our farmers.
— To contribute positively to each of our communities.
— To give more than we take from the environment.
— To generate enduring long-term returns for our shareholders.
Our mission, these promises, and
our values all underscore our
commitment to a new era of
Starbucks, which will go even
further to serve our partners and
the world around us.
For more than 20 years, we have
reviewed our performance with
the Starbucks Global Impact
Report. We approach this work
with the same commitment to
transparency, intentionality, and
accountability our partners bring
to their work every single day.
M E S S A G E F R O M L A X M A N
2023 Global Impact Report 3
©2024 Starbucks Corporation.
As we report on the company’s
environmental and social impact in
FY23, we are proud of the progress
we have made. More than ever, we
can be a force for positive action.
From investing in our partners
through world-class benefits and
programs to making it easier for
our customers to use reusable
cups and working with farmers to
support a healthy coffee future, we
see an opportunity to evolve and
modernize the core of who we are
as a brand and a business.
And an opportunity to better
meet the needs of today — and
of our future.
With gratitude and optimism,
Laxman
Laxman Narasimhan
chief executive officer
This report provides an overview of our environmental and social impact strategies
and annual progress during fiscal year 2023 (FY23). While this report is not an
exhaustive summary of our efforts, it helps demonstrate the integration between
our business and our promises to our most important stakeholders: partners
(employees), the environment, farmers, communities, customers, and shareholders.
This report also includes data tables that reflect our progress against our goals.
A comprehensive view of our progress and reports since 2001 is available here.
O U R 2 0 2 3 G L O B A L I M P A C T R E P O R T
2023 Global Impact Report 4
©2024 Starbucks Corporation.
TA B L E O F C O N T E N T S
2023 Global Impact Report 5
our partner promise
our environmental promise
our farmer promise
our community promise
our customer promise
our shareholder promise
6
12
17
21
25
28
Progress Report Data Tables					34
Environmental Footprint Data Tables				 47
Human Rights Data Tables					52
Environmental, Social and Governance Priorities		 55
About This Report							59
External Verification Assurance Letters			 61
G L O B A L
I M P A C T
R E P O R T
2023 Global Impact Report 6
©2024 Starbucks Corporation.
F I S C A L 2 0 2 3
B R I D G E T O A B E T T E R F U T U R E
promise
PARTNER
our
STARBUCKS
STARBUCKS
G L O B A L
I M P A C T
R E P O R T
2023 Global Impact Report 7
©2024 Starbucks Corporation.
F I S C A L 2 0 2 3
O U R P A R T N E R P R O M I S E
At our best, we are building a bridge to a better future for our
partners (employees) through thoughtful and intentional
investments rooted in partner feedback and experiences.
We are furthering our mission, promises and values by
creating an elevated partner experience around the world.
We are committed to being a leading retail employer and to uplift,
inspire and engage our team members by supporting their careers
and lives — from industry-leading benefits to our expansive training
and development programs to our commitment to inclusion,
diversity and equity. Investing in our partners is what drives our
success. Creating opportunities for partners to grow is important to
the foundation of the Starbucks brand and builds long-term value
for all our stakeholders. And our top priority is to ensure partners
feel supported and empowered through robust safety trainings, clear
policies and procedures and by creating safe and welcoming stores.
In FY23, Starbucks took meaningful action to expand our partner
offerings. We continued to invest in world-class benefits, programs
and initiatives that reflect partner feedback and best support their
individual well-being and goals. To build a more consistent and
high-quality work experience, we support internal growth, ensuring
our partners have flexibility and training to develop their careers,
supported by their managers. We want our partners to bring
their authentic selves to their work, so we strive for a diverse and
inclusive workplace that fosters a strong sense of belonging.
Put simply, we help partners access quality healthcare, attend
college, contribute to their communities, plan for retirement, save
for emergencies, support their families and more. Our promise is
to offer a bridge to a better future that supports each partner’s
individual journey — at Starbucks and beyond. Together, we are
creating the future of Starbucks, building on a long, rich heritage
that has endured for more than 50 years.
©2024 Starbucks Corporation.
2023 Global Impact Report 8
O U R P A R T N E R P R O M I S E
Bridge to a better future
For decades, Starbucks has offered U.S. retail hourly partners
the best benefits and perks in the industry. For eligible parttime
and full-time partners in company-operated U.S. stores,
this includes comprehensive medical, dental and vision
coverage for partners and their families, industry-leading
gender-affirming care, Family Expansion Reimbursement
Assistance, free therapy sessions through Lyra Health, 100
percent upfront tuition coverage for those seeking first-time
bachelor’s degrees, equity in the company through annual Bean
Stock Awards and reimbursement of the biennial fee required
for Deferred Action for Childhood Arrivals (DACA) recipients to
stay in the DACA program.
The comprehensive benefits package provided by Starbucks
goes well beyond the industry average* and is set apart by its
accessibility to a broad subset of its retail hourly workforce —
including anyone working an average of 20+ hours a week.
We also offer global Starbucks partners locallyrelevant
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. In 2022, it launched “14th Month Pay,” a
pioneering initiative giving retail partners an additional
month’s salary as a bonus on top of the 13th month pay they
are eligible for, to be paid out at the end of every financial
year. Last year, in Japan, we increased wages and continue
to offer unique healthcare benefits for partners. Key
initiatives in the U.K. and Europe, Middle East & Africa (EMEA)
regions include free food on shift and an extra holiday.
Across our global markets, our licensed and joint venture
partners also provide locally-relevant benefits, including in
India, which became the first food and beverage company
to establish a company-wide, five-day work week for
all partners. The company also provides meaningful
opportunities and comprehensive benefits for partners
including providing a graduation support program to all
full-time and part-time partners. The company offers many
health and wellness programs including free mental and
emotional counseling to partners and their family members,
and an optional company-subsidized parental insurance
program. In 2021, the Two-Wheeler Mobility Support
Program was inaugurated in India to help partners purchase
a two-wheeler vehicle for professional or personal use,
enhancing their independence and commuting experience.
Benefits & Compensation
We have made significant ongoing investments
of more than $1 billion since FY22 to uplift the
overall partner and store experience.
This investment includes bringing the average hourly pay at
Starbucks in FY23 to nearly $17.50/hour nationally with a range
of $15-23/hour, compared to a federal minimum wage of
$7.25/hour and industry average hourly wage of $13.53/hour.**
Factoring in the value of Starbucks benefits, that number can
rise by up to $10 for a total compensation, with benefits, of
approximately $27/hour, if our partners choose to participate
in all of our benefits. Higher wages, expansion of hours and
increased benefits have resulted in an increased hourly total
cash compensation of nearly 50 percent since FY20, and a
positive shift in hourly turnover rates, which are now below
pre-pandemic levels. By the end of FY25, Starbucks in the U.S.
expects to double hourly income as compared to FY20 through
more hours and higher wages.
*According to the results of a recent Benefit Index analysis conducted by Aon, Starbucks continues to deliver more valuable benefits for retail
hourly partners than any of the more than 50 other U.S. companies included in the study, inclusive of Fortune 200 and Fortune 500 companies.
**Fast Food and Counter Workers mean hourly wage, U.S. Bureau of Labor Statistics, May 2022.
COMPENSATION FY23
Average hourly wage for U.S. hourly partners ($/hour) 17.42
% U.S. hourly partners earned above minimum wage 100%
TURNOVER FY23 FY22
Total employee turnover (U.S. and Canada) 58% 65%
B R I D G E T O
A B E T T E R
F U T U R E
©2024 Starbucks Corporation.
2023 Global Impact Report 9
The reason we are an industry leader in benefits
and compensation is because these investments
are informed by the feedback and ideas we
receive from our partners.
In our constantly evolving economic and social landscape, we
prioritize direct engagement with our partners and routinely
create the space for open and honest two-way conversations.
We have established a cross-functional Support Partner
Experience team, made up of partners across business units.
This team focuses on key areas of opportunity that partners
have identified and deploy regular engagement surveys. The
team also hosts design brainstorms on specific topics shared
in collaboration and learning sessions. The partner surveys
leverage a census approach, with all U.S. and Canada companyoperated
partners invited to participate and paid time for retail
partners, including hourly partners, to complete the survey. The
feedback from these surveys is used to inform the overall partner
experience and create opportunities for partners to grow.
PARTNER ENGAGEMENT SURVEYS FY23
% partners completed the Partner Experience Survey
U.S. store partners 65%
Canada store partners 53%
North America non-store partners 92%
We offer several signature programs that
support our partners’ growth, development
and long-term success.
For example, through the Starbucks College Achievement Plan
(SCAP), partners can earn their bachelor’s degree online from
Arizona State University (ASU) — with 100 percent tuition
coverage. In FY23, our largest Starbucks SCAP class graduated
from ASU, and since the launch of the program, more than
10,000 partners have graduated with their bachelor’s degree
through SCAP. More than 23,400 partners participated in the
program during FY23.
The bridge to a better future includes our
partners’ financial health.
Starbucks employees are called “partners” for a reason — we
offer every eligible partner the opportunity to share in our
financial success through equity stock, company match for
retirement funds and access to financial wellness programs
to help manage student loan debt and save for short-term
needs and long-term planning. Our competitive Future Roast
401(k) retirement plan includes a generous company match,
and we offer partners discounted company stock (S.I.P.) as well
as participation in our equity reward program, Bean Stock. In
addition, we help partners save for the unexpected with help
from My Starbucks Savings, with cash incentives for eligible
partners at key savings milestones.
Benefits & Compensation
O U R P A R T N E R P R O M I S E
Bridge to a better future
©2024 Starbucks Corporation.
2023 Global Impact Report 10
Talent Attraction, Development & Training
Our training and educational resources are designed to
demonstrate Starbucks as one of the very best employers in
the global retail industry. We are proud to attract, hire, develop
and retain partners who are passionate about furthering our
mission, vision and values.
To ensure that our partners can thrive at work, we
provide extensive training programs including on
the job training hours that support partners from
the moment they join our team.
For example, the Barista First 30 program is a 41.5-hour
training program that partners complete in the first 30 days
of employment. This training covers all the foundations of
being a Starbucks partner, from mission and culture to the
skills needed to serve customers in our stores. Continuous
learning opportunities include 90- and 180-day check-ins
that empower partners to succeed.
Another big, recent investment is the return of
our Coffee Master program for retail partners
in North America.
In the last year, more than 10,000 partners have earned the
coveted Black Aprons, which signifies their deep passion and
knowledge for coffee, and their completion of the Starbucks
Coffee Academy course. Coffee Masters in North America
who meet all eligibility requirements can apply for an Origin
Experience trip in Costa Rica. Other Origin Experience
opportunities include Rwanda and Indonesia. During these
trips, partners can fully immerse in the story of coffee “at
the first ten feet” on the farms.
We focus on providing our partners with the training,
experiences, resources and autonomy that they need to
succeed, and we are proud that in FY23, 69% of U.S. retail
leadership positions were filled by partners advancing in
their careers within Starbucks.
TRAINING AND DEVELOPMENT FY23
# training hours for baristas (“Barista First 30”) (hours
per barista)
41.5
% U.S. retail leadership roles filled from internal partners 69%
O U R P A R T N E R P R O M I S E
Bridge to a better future
2 0 2 3 G L O B A L
I M P A C T R E P O R T
©2024 Starbucks Corporation.
2023 Global Impact Report 11
We pride ourselves in living our mission and values with a
clear approach: real inclusion and belonging requires intent
and is not defined only by metrics.
We’re on a journey to create environments globally where
everyone is welcome and feels a sense of belonging. Our
culture has been built on the efforts of a long line of partners
who dared to make Starbucks a different kind of company.
Through their commitment to their communities and one
another, partners have demonstrated anything is possible
when we nurture the limitless possibilities of human
connection. We continue to make improvements and
changes that are necessary to ensure Starbucks remains a
diverse, inclusive, equitable and accessible company.
In the U.S., our goal is to achieve racial and ethnic diversity of at
least 30 percent at all corporate levels and at least 40 percent
at all retail and manufacturing roles by 2025. We also aim to
achieve at least 50 percent women working across all corporate
levels, 55 percent women working across all retail roles and
30 percent women working in manufacturing roles.
We are proud of the positive strides we’ve made but know
we cannot lose momentum and must move faster to accelerate
the changes necessary for Starbucks to remain a company
where everyone belongs.
Inclusion, Diversity & Equity
REPRESENTATION IN
RETAIL ROLES (U.S.)
FY23
Role POC Women
regional vice president 38% 52%
regional director 37% 51%
district manager 36% 60%
store manager 42% 68%
shift supervisor 48% 71%
barista 54% 73%
Goal: At least 40% People of Color (POC) representation and 55% women
in all retail roles (regional vice president, regional director, district manager,
store manager, shift supervisor, barista) by 2025
REPRESENTATION IN
ENTERPRISE ROLES (U.S.)
FY23
Role POC Women
senior vice president+ 33% 47%
vice president 33% 58%
director 29% 60%
manager 32% 55%
individual contributor 41% 56%
Goal: At least 30% POC representation and 50% women for all enterprise
roles (senior vice president+, vice president, director, manager, individual
contributor) by 2025
REPRESENTATION IN
MANUFACTURING ROLES (U.S.)
FY23
Role POC Women
director 14% 14%
manager 28% 27%
individual contributor 47% 33%
Goal: At least 40% POC representation and 30% women in all manufacturing
roles (director, manager, individual contributor) by 2025
REPRESENTATION ON
BOARD OF DIRECTORS
JANUARY 2024
% board members identifying as POC 55%
% board members identifying as female 27%
O U R P A R T N E R P R O M I S E
Bridge to a better future
T W E N T Y
T W E N T Y
T H R E E
2023 Global Impact Report 12
©2024 Starbucks Corporation.
S TA R B U C K S
G I V E M O R E T H A N W E T A K E
promise
ENVIRONMENTAL
our
PROGRESSUPDATE
T W E N T Y
T W E N T Y
T H R E E
S TA R B U C K S
PROGRESSUPDATE
2023 Global Impact Report 13
©2024 Starbucks Corporation.
O U R E N V I R O N M E N TA L P R O M I S E
At Starbucks, we promise to give more than we take from
the planet. Our comprehensive approach is built on our
commitment to build a more sustainable, equitable and
resilient future for coffee, farmers, communities and our
planet. Across our company, we are testing and scaling
innovative solutions to support partners, farmers and
communities in the face of global climate change.
Our work to fulfill our promise includes driving key investments to
help farmers adapt to climate change impacts and conserving or
replenishing water. Our global footprint requires a global approach
that leverages the expertise and experiences of our partners,
farmers, customers and stakeholders. It’s why we continue
our decades-long work with industry experts, leveraging their
insights to create and propel scalable solutions across our global
operations, like in our efforts to support the long-term health of
the dairy industry. It’s why we are continuously working towards
our bold promise to our planet in collaboration with suppliers,
non-profit organizations, industry partners, government, farmers
and customers. And it’s why we take the lead of our partners who
carry forward our promise to the planet every day in our stores by
helping to make every single Starbucks store more sustainable by
addressing our climate, water and waste footprints.
To support ongoing collaboration across sectors, Starbucks is a
founding member of Transform to Net Zero, established in FY20.
The initiative works to accelerate the transition to a net zero
global economy no later than 2050 by developing and delivering
research, guidance and roadmaps to guide businesses in achieving
net zero emissions.
These efforts showcase our decades-long commitment to find
solutions to mitigate the impacts of climate change and ensure
a sustainable future of coffee for all.
©2024 Starbucks Corporation.
2023 Global Impact Report 14
O U R E N V I R O N M E N TA L P R O M I S E
Give more than we take
Our vision for the future is to become resource positive.
From storing more carbon than we emit, to reducing and
conserving more freshwater than we use and eliminating
waste, we set targets to cut our climate, water and waste
footprints in half by 2030, compared to a FY19 baseline.
Our goals:
Climate: 50% absolute reduction in scope 1, 2
and 3 greenhouse (GHG) emissions representing
all of Starbucks direct operations and value chain.
Water: 50% of water withdrawals will be
conserved or replenished across Starbucks direct
operations, stores, packaging and agricultural
supply chain, prioritizing action in high-risk
water basins while supporting watershed health,
ecosystem resilience and water equity.
Waste/Packaging: 50% reduction in waste sent
to landfill from stores and direct operations;
customer packaging to be 100% reusable,
recyclable or compostable.
As part of our work to refine and update our 2030 goals in
FY23, we added specific targets for packaging, including
updating 100% of Starbucks customer packaging to be
reusable, recyclable or compostable.
2030 Goals
We set ambitious goals because we’re committed to
creating a more sustainable and resilient future for
the planet and the communities we serve.
We are focused on identifying and testing innovative solutions
that we can scale across our global operations and engaging
with our value chain while improving our measurement systems.
During the same time period (FY19 to FY23), Starbucks total net
revenues have increased by 36%.****		
PROGRESS TOWARD 2030 CLIMATE, WATER
AND WASTE/PACKAGING GOALS
Climate Water Waste/Packaging
8% increase in
total emissions
compared with
FY19 baseline
9% decrease
in total water
withdrawal
compared with
FY19 baseline
13% increase in
waste sent to
landfill compared
with FY19
baseline
14% of customer
packaging
is reusable,
recyclable or
compostable
(20% decrease
in emissions per
$ of revenue*
compared with
FY19 baseline)
(33% decrease in
water withdrawal
per $ of revenue**
compared with
FY19 baseline)
(16% decrease
in waste sent
to landfill per $
of revenue***
compared with
FY19 baseline)
Sustainable Future of Coffee
A healthy supply of coffee requires a healthy planet, but climate
change is making it increasingly difficult for farmers to grow
high-quality coffee. To help ensure the sustainable future
of coffee, we are focusing on reducing our carbon footprint
and conserving water at “the first ten feet” – starting on
coffee farms. We do this by equipping farmers with precision
agronomy tools that help reduce carbon and greenhouse gas
emissions. We are also promoting and distributing climateresistant
coffee tree varietals, while protecting and restoring
at-risk forests in key coffee landscapes. See Our Farmer
Promise for more information about this work.
*Calculated as total emissions per $ of consolidated net revenues, expressed as the percentage change from FY19 to FY23.
**Calculated as water withdrawal per $ of consolidated net revenues, expressed as the percentage change from FY19 to FY23.
***Calculated as waste sent to landfill per $ of consolidated net revenues, expressed as the percentage change from FY19 to FY23.
****Source: Starbucks 2023 10-K, Starbucks 2019 10-K.	
G I V E
M O R E T H A N
*In FY23, we launched a new hot cup in the U.S. that includes 30 percent post-consumer
recycled fiber and will continue to roll out this hot cup across U.S. stores. ©2024 Starbucks Corporation.
2023 Global Impact Report 15
Cups & Packaging
Starbucks is on a mission to lead the charge in reducing
single-use packaging, and we’re taking bold steps, leveraging
our test-and-learn approach to redefine convenience for
our customers. Our vision is clear: we aim to empower our
customers to make environmentally conscious choices during
every Starbucks visit around the world, whether they’re
enjoying their coffee in the café, zooming through the drivethru
or using mobile order and pay.
Making it easier for customers to use reusable
cups is one of the ways Starbucks plans to reduce
single-use cup waste in our stores.
We’re working towards a future where every Starbucks
customer can order and enjoy a beverage served in a reusable
cup — either one they bring or one we provide. Starting
in 2024, customers in all Starbucks stores across the U.S.
and Canada will be able to use their personal reusable cup
wherever they order, including in café, drive-thru or mobile
order and pay.
Inspired and informed by partners around the world, Starbucks
has also conducted reusable cup tests in more than 25 markets
around the world with more planned in the year ahead. In
FY23, Starbucks tested a 100 percent reusable and returnable
cup model in 12 stores in California. This program provides
customers with a store-issued returnable cup to enjoy their
drink wherever they wish, then return the cup to a kiosk at
participating Starbucks locations. The cup will be professionally
washed and sanitized, ready to be used again.
In addition to testing and implementing models for
reusable cups, we are making progress to improve
the sustainability of our single-use cups.
In FY23, we launched a new hot cup in the U.S. that includes
30 percent post-consumer recycled fiber. Less paper is
used to make the cup, and less plastic is used to line it. From
recycling to reusables, our sustainability journey has been
driven by bold aspirations and a comprehensive approach.
We’ve set an ambitious goal for our customer facing
packaging to be 100% reusable, recyclable or compostable;
sourced from 50% recycled materials; and made using 50%
less virgin fossil fuel derived sources by 2030.
Our ambitions, business and goals for reducing waste are
global. To bring about sustainable change for our planet, we
have joined the Business Coalition for a Global Plastics Treaty.
The Coalition, led by World Wildlife Fund (WWF) and the Ellen
MacArthur Foundation, is supporting the development and
negotiations of a United Nations Global Plastics Treaty to
accelerate progress around the world.
PROGRESS TOWARD SUSTAINABLE PACKAGING FY23
% of customer packaging that is reusable, recyclable or
compostable
14%
% of customer packaging made from recycled or renewable
materials
24%
% change in virgin fossil fuel derived materials in customer
packaging from FY19 baseline
11%
% post-consumer (PCR) fiber in hot cups (U.S.)* 30%
O U R E N V I R O N M E N TA L P R O M I S E
Give more than we take
©2024 Starbucks Corporation.
2023 Global Impact Report 16
Greener Stores
A Starbucks store is certified as a “Greener Store” when it
meets robust standards, as verified by a third-party auditor,
across eight environmental impact areas: water stewardship,
partner engagement, energy efficiency, waste diversion,
renewable energy, responsible materials and sites and
communities. The standards were developed in partnership
with World Wildlife Fund (WWF) and SCS Global Services. In
FY23, we certified 6,091 Greener Stores. We are proud to
announce significant international expansion of our Greener
Store program in 2023, with the aim to have 10,000 Greener
Stores across our global business in 2025.
The inaugural global Greener Stores of the Year is awarded
across our six regions to celebrate stores exceeding in
innovation and environmental impact. The 2023 regional
winners will be announced in the Spring of 2024.
Our promise to support our planet goes beyond
our own business.
That’s why we launched the Greener Store Practitioner course
on the Starbucks Global Academy to make the Greener
Stores program accessible to retailers and the general public
around the world. The course features educational content
on sustainability that is broadly applicable and shares the
fundamental 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 continue to scale the program globally.
Renewable electricity projects at our Greener Stores
represent just one way we are working to support
the growth of green energy.
We work to spur development of new renewable electricity
and energy storage facilities through direct investment and
long-term contracts that ensure project financing. We also
purchase renewable energy certificates from new and existing
facilities. For example, in October 2023, Starbucks announced a
partnership with NineDot Energy in New York City in support of
the state’s goal to deploy 1,500 megawatts of battery storage
by 2025. The projects will deliver cleaner air to the city’s
communities by displacing generation from peaking power
plants. In FY23, Starbucks also expanded its roster of onsite
solar and hosted electric vehicle charging stations that provide
familiar, reliable, clean and safe places to recharge for our
customers and their battery-powered vehicles.
PROGRESS OF GREENER STORES PROGRAM FY23
# Greener Stores certified in North America 5,488
# Greener Stores certified in international regions 603
# total Greener Stores certified globally 6,091
Goal: Build and operate 10,000 Greener Stores globally by 2025.
PROGRESS ON RENEWABLE ELECTRICITY USE* FY23
% renewable electricity use globally
(company-operated facilities globally)
77%
*In previous years, we reported this metric as “renewable energy”. We’ve updated to “renewable electricity” to clarify its original scope.
O U R E N V I R O N M E N TA L P R O M I S E
Give more than we take
G L O B A L
I M P A C T
R E P O R T
STARBUCKS
2023 Global Impact Report 17
©2024 Starbucks Corporation.
E N S U R E T H E F U T U R E O F C O F F E E F O R A L L
promise
FARMER
our
F I S C A L 2 0 2 3
G L O B A L
I M P A C T
R E P O R T
STARBUCKS
F I S C A L 2 0 2 3
2023 Global Impact Report 18
©2024 Starbucks Corporation.
O U R FA R M E R P R O M I S E
We work with more than 450,000 farms that grow the
highest quality Arabica coffee in the world. Our promise
to farmers is that we will always work to ensure a
sustainable future of coffee for all, underscoring the
decades-long commitment that we’ve made to coffee
farmers and farming communities.
As we move to become a truly global company, we have a
unique opportunity to enhance lives by promoting ethical and
sustainable practices globally. Driven by our industry-leading
Coffee and Farmer Equity Practices (C.A.F.E. Practices) verification
program, with over 450,000 participating farms, we help
support farmers and their families and ensure that our supply
chain promotes sustainable and transparent growing practices.
Coffee farmers and farming communities are already feeling
the impacts of climate change and our warming planet. We are
proud to invest in regenerative agriculture, reforestation, forest
conservation and water replenishment to support a healthy
coffee future. With that in mind, Starbucks is focused on helping
farmers get the financing they need to support their businesses
and families in rapidly changing conditions. We also provide
coffee trees that can help farmers adapt to the impacts of
climate change and increase their productivity over the longterm.
We are also working to conserve and restore the forests
that are critically important to agriculture systems.
At our best, we promise to ensure a sustainable future of coffee
for all through a comprehensive approach that centers and
respects our farming communities and the planet we share.
©2024 Starbucks Corporation.
2023 Global Impact Report 19
O U R FA R M E R P R O M I S E
Ensure the future of coffee for all
Ethical Sourcing of Coffee Global Farmer Support
We are proud to have developed one of the coffee industry’s
first set of ethical sourcing standards in 2004 in collaboration
with Conservation International. C.A.F.E. Practices is a
verification program that measures farms against economic,
social and environmental criteria, all designed to promote
transparent, profitable and sustainable growing practices while
also protecting the well-being of coffee farmers, their families
and their communities. C.A.F.E. Practices helps Starbucks work
with farmers to create a long-term supply of high-quality
coffee while positively impacting the lives of coffee farmers
and their communities.
Starbucks future is directly linked to the livelihoods
of farmers, their families and their communities,
so we take seriously our responsibility to care for
the people who are part of the coffee journey.
Starbucks operates ten Farmer Support Centers in coffeeproducing
countries around the world. Our agronomists work
with farmers to learn and implement the latest findings and
best practices in agronomy, quality and social responsibility.
Through the Farmer Support Centers, farmers gain access
to updated water conservation methods, new varietals of
disease-resistant coffee trees and advanced soil management
techniques, including promotion of coffee shade canopy.
Working one-on-one with farmers in the field, supporting
co-ops and suppliers, Starbucks agronomists build upon
traditional growing methods to help the next generation of
farmers improve the quality, productivity and profitability of
their crops while supporting the implementation of C.A.F.E.
Practices across Starbucks coffee supply chain globally.
Since first offering financing in 2000, the Starbucks Global
Farmer Fund has supported the business financing needs of
farmers to help ensure a sustainable, long-term source of
coffee. Farmers often cannot access traditional business loans
because of excessive interest rates and stringent minimum
qualifications. The loans offered through our Global Farmer
Fund enable farmers to plant new trees, enhance 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.
FARMER SUPPORT CENTERS FY23
# Farmer Support Centers 10
# people trained with advanced agronomy techniques >56,000
# Model Farms (cumulative as of FYE) >120
ETHICAL SOURCING OF COFFEE FY23
% Starbucks coffee ethically sourced and verified through
C.A.F.E Practices
99.7%
GLOBAL FARMER FUND FY23
$ loans deployed from the Global Farmer Fund since
inception (as of FYE) ($ millions)
80.8
$ loans deployed from the Global Farmer Fund since FY18
(as of FYE) ($ millions)
65.8
2 0 2 3 G L O B A L
I M P A C T R E P O R T
©2024 Starbucks Corporation.
2023 Global Impact Report 20
Sustainable Future of Coffee
Water stewardship and soil health are important
parts of our strategy.
To achieve this, we are supporting the transition to sustainable
eco-wet mills to separate the fruit of the coffee cherry from
the coffee bean while conserving water and increasing
efficiency for farmers. We are also working alongside
farmers to gain deeper knowledge about soil nutrition
requirements by promoting soil sample analysis and tailoring
recommendations about soil nutritional needs. These efforts
have the potential to reduce on-farm carbon emissions and
increase the productivity of crops.
Climate-resistant coffee trees are a critical part of
our effort to help farmers adapt to climate change.
Since making the commitment to distribute 100 million coffee
trees by 2025, Starbucks has now distributed more than 80
million of the next generation of climate-resistant coffee
trees in El Salvador, Guatemala and Mexico. Additionally, in
Colombia, we provide coffee seedlings to farmers and have
delivered more than 53 million seedlings as of FY23.
By 2030, Starbucks is aiming to achieve carbon-neutral green
coffee and conserve water usage in green coffee processing
by 50%. Our work in FY23 focused on refining the methods we
use to calculate the carbon and water footprint of green coffee.
This foundational work is crucial for accurately tracking our
progress in the years ahead.
Protecting and restoring forests addresses a
serious threat to coffee farms and communities
around the world.
In FY23, Starbucks continued its efforts to protect and
restore forests that are impacted by land-use change and
deforestation. These agroforestry efforts will help remove
carbon and support a carbon neutral pathway while also
benefiting freshwater ecosystems and coffee communities.
Sustainable agricultural practices include preserving and
enhancing biodiversity. To further advance our transparency,
we will conduct a material biodiversity impact assessment with
respect to our coffee supply chain, to be completed by the end
of our 2025 fiscal year and performed in accordance with the
Taskforce on Nature-related Financial Disclosures framework.
SUSTAINABLE AGRICULTURE FY23
# soil samples processed (cumulative as of FYE) >30,800
Goal: Achieve Carbon-Neutral Green Coffee by 2030.
# eco-wet mills contracted (cumulative as of FYE) <1,500
Goal: Conserve water usage in green coffee processing by 50% by 2030.
O U R FA R M E R P R O M I S E
Ensure the future of coffee for all
2 0 2 3
R E P O R T
P R O G R E S S U P D AT E
2023 Global Impact Report 21
©2024 Starbucks Corporation.
C O N T R I B U T E P O S I T I V E L Y
promise
COMMUNITY
our
STARBUCKS
P R O G R E S S U P D AT E
STARBUCKS
2 0 2 3
R E P O R T
2023 Global Impact Report 22
©2024 Starbucks Corporation.
O U R C O M M U N I T Y P R O M I S E
Since the beginning, Starbucks has been about more
than coffee. We are a people company, driven by
our belief in the limitless power of human connection.
That’s why we have made a promise to contribute
positively to every community we serve, through our
38,000 stores across 86 markets around the world.
Our new mission to nurture human connection recognizes
that connecting with each other is a fundamental human
need. Study after study indicates high rates of loneliness as
a public health concern, and there’s a desperate need for
togetherness. This promise comes to life in our communities
through our partners who know their neighborhoods best,
and our customers who bring their knowledge and ideas as
community members.
We support every partner to take action as a champion
in their communities, from serving and giving to learning
and advocating - recognizing that our partners are
local community leaders who contribute positively and
meaningfully to thousands of communities around the world.
We remain committed to addressing food insecurity and
hunger. We build purpose-defined stores that reflect the
communities we serve and help uplift communities through
unique programming and in-store features. We support small
businesses by increasing access to capital and working with
diverse suppliers across our supply chain. And we invest in
The Starbucks Foundation to drive impact around the world.
©2024 Starbucks Corporation.
2023 Global Impact Report 23
O U R C O M M U N I T Y P R O M I S E
Contribute positively
Community Champions &
Giving Match
Our Stores in the Community
Our partners are Community Champions who bring our
Community Promise to life in and around our stores. Through
civic engagement, volunteerism, community events, donations
and more, Starbucks partners work in big and small ways
to make a positive impact for people and the planet. The
Starbucks Community Champion courses on the Starbucks
Global Academy help anyone interested in making a difference
in their communities develop an action plan for good.
We aim to multiply the positive contributions our
partners make in their communities.
One way we do this is through the Starbucks Giving Match
program in the U.S. and Canada, which amplifies eligible
financial donations and volunteer time partners make to
community organizations. All active Starbucks full- and parttime
partners can request up to $1,000 in matching funds
per fiscal year, using any combination of volunteer hours and
financial donations to qualified nonprofit organizations.
Community Stores sit at the heart of our mission to nurture
the limitless possibilities of human connection. These stores
are purpose-defined to better support our partners, our
customers and our communities in ways that meaningfully
drive lasting connection. To enhance the well-being of all who
connect within our stores, our goal is to reach 1,000 Starbucks
Community Stores globally by 2030.
Community Stores provide economic opportunity,
empower farmers, youth and women as well as
create relevant community programming.
For example, our Military Family Stores aim to uplift the
everyday for active military personnel, Veterans, their families
and surrounding communities. These stores are located on
or near major military bases and help provide a sense of
connection and support for military families who are often far
from their loved ones.
In Starbucks Signing Stores, we work to ensure that our efforts
to uplift the everyday and the Starbucks Experience are
inclusive for our partners and customers. These stores are
run by store partners who are proficient in sign language and
provide a space for the Deaf and hard of hearing community to
connect and celebrate Deaf culture through sign language.
In India and Saudi Arabia, female-led stores are a part of our
ongoing work to provide opportunities for women. These stores
reaffirm the company’s ongoing commitment to promoting an
inclusive and diverse workforce by empowering women leaders.
OUR STORES IN THE COMMUNITY
OPENED
IN FY23
TOTAL OPEN
AS OF FY23
# Community Stores (U.S.) 11 39
# Community Stores (international markets) 16 35
# Military Family Stores (U.S.) 17 130
# Signing Stores (globally) 4 20
Food Waste Reduction &
Hunger Relief
Starbucks is committed to reducing food waste
within its operations and supporting hunger
relief in communities.
Starbucks FoodShare food donation program was launched
in the U.S. in 2016 and Canada in 2019, in partnership with
Feeding America®, Second Harvest Canada and other hungerrelief
organizations. As part of our promises to give more than
we take and contribute positively to the communities we
serve, we divert food from waste streams and donate it to help
alleviate hunger. We also work around the world to support
innovations in food waste reduction and scalable sustainable
solutions that increase equitable access to nutritious food in
high need and underserved communities.
©2024 Starbucks Corporation.
2023 Global Impact Report 24
Economic Opportunity
We are working to advance economic opportunity in our
communities by working with a diverse range of suppliers
across our business, increasing access to capital for small
business owners and elevating public-private partnerships that
address economic disparities.
Since 1998, Starbucks has created an environment
where diverse suppliers have equal opportunity
to compete for our business.
Our sourcing teams engage with a diverse set of suppliers who
share our commitment to advancing ethical sourcing and social
and environmental standards. The Starbucks Supplier Diversity
and Inclusion program drives inclusion of qualified businesses
with a focus on suppliers of all sizes and categories, including
small businesses.
In 2021, Starbucks invested $100 million to launch the
Community Resilience Fund to advance racial equity and
environmental resilience in neighborhoods with historically
limited access to capital. As of FY23, we have contributed
over $40 million to the fund. We are working with Community
Development Financial Institutions (CDFIs) and other missiondriven
financial institutions because of their deep experience
serving underserved communities. The Fund provides access
to long-term loans intended to support small businesses
and neighborhood projects, including those addressing the
inequitable impacts of climate change.
In 2022, Starbucks continued to leverage the power of publicprivate
partnerships and joined the Economic Opportunity
Coalition to address economic disparities and accelerate
economic opportunity in historically marginalized communities
by developing and collaborating on new services, programs and
products that will support deploying resources where they are
most needed.
The Starbucks Foundation
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.
The Starbucks Foundation’s mission is to strengthen humanity
by transforming lives across the world, with a focus on
enabling community resiliency and prosperity, and uplifting
communities affected by disaster. Through this work, the
Foundation supports domestic and international nonprofit
organizations that deliver impact to coffee growing regions,
in Starbucks local hometown of Seattle and in neighborhoods
around the world where Starbucks partners live and work.
In coffee-, tea- and cocoa-growing communities,
Foundation grants address critical needs such as access to
water, sanitation and hygiene and economic opportunities.
The Neighborhood Grants and Global Community Impact
Grants programs accelerate hyper-local impact by inviting
Starbucks partners across North America and Starbucks
international business partners to nominate locally-relevant
charities for grants, while inspiring additional support through
local connections, volunteerism and co-investment. Youth
grants support underrecognized youth by investing in programs
focused on diversity, equity and inclusion; mentorship and
career readiness opportunities; and addressing the current
state of social and emotional health in young people. And when
disaster strikes, from the earthquake in Türkiye to wildfires in
Maui, The Starbucks Foundation supports immediate relief and
longer-term recovery needs while also investing in resiliency
efforts to ensure communities are prepared in advance of the
next storm. Learn more about The Starbucks Foundation’s work.
THE STARBUCKS FOUNDATION FY23
$ total grants awarded ($ millions) 24
O U R C O M M U N I T Y P R O M I S E
Contribute positively
O U R
P R O G R E S S
U P D AT E
S TA R B U C K S F I S C A L 2 0 2 3
2023 Global Impact Report 25
©2024 Starbucks Corporation.
U P L I F T T H E E V E R Y D A Y
promise
CUSTOMER
our
2023
O U R
P R O G R E S S
U P D AT E
S TA R B U C K S F I S C A L 2 0 2 3
2023
2023 Global Impact Report 26
©2024 Starbucks Corporation.
O U R C U S T O M E R P R O M I S E
From the original third place to the newest Starbucks
stores, we’re all about connecting and meeting our
customers where they are. Our promise to our customers
is to uplift the everyday, providing a superior coffee
and customer experience every time they visit us.
We celebrate our customers by offering a variety of drinks
and food choices that are as unique as every customer we
meet. Our global stores serve menus that reflect and respect
the people we serve and their beverage traditions. We
are building inclusive and accessible design elements in
our stores that help every customer enjoy their Starbucks
experience. And we are witnesses to countless moments of
kindness through the windows of more than 38,000 stores
around the world. We share these moments to uplift the
everyday, and to help build a kinder, braver world.
U P L I F T
T H E
E V E R Y D AY©2024 Starbucks Corporation.
2023 Global Impact Report 27
O U R C U S T O M E R P R O M I S E
Uplift the everyday
Uplifting the Every Day
Through Kindness​
Third Place Inclusive & Accessible Design​
We aim to not only celebrate coffee, but also to foster
positive connections in our communities. We have the
privilege to see our partners, customers and communities
connect over everyday moments of kindness in ways both big
and small. To help communities recognize kindness that is all
around them, while also reinforcing Starbucks commitment
to creating a culture of belonging where everyone is welcome,
Starbucks invited customers and partners to uplift the
everyday through stickers, cards and kind notes in store and
via an augmented reality experience.
Our mission and promises come to life in our stores,
a third place where everyone is welcome, feels a
sense of belonging and where we can uplift one
another over coffee.
Our priority is to create environments in our stores that are
safe, welcoming and kind for our partners and customers.
Through the Third Place Policy, we ask everyone in our
stores to treat others with respect and dignity, free of bias
and discrimination. As a company, we routinely review the
partner and customer experience in our stores, to ensure the
store is thriving, partners are feeling supported, and that we
are meeting customer and community needs.
Starbucks is committed to developing, testing and scaling
inclusive design standards and experiences with and for
people who have lived experience with disability. We are
working to expand this effort across our store portfolio,
starting in the U.S. and then globally, with the goal of
ensuring that physical and digital Starbucks environments
will meet an elevated standard of accessibility by 2030.
Because we are in the business of fostering human
connection, we are regularly creating more ways
for customers and partners to communicate both
visually and audibly, while also offering more tools
to help customers and partners navigate our
physical store environments.
For example, since 2021 Starbucks has offered the Aira
service free of charge to our customers who are blind or
have low vision. Customers can use the app to connect with
trained visual interpreters who provide visual information
about their surroundings. Starbucks also offers multiple
formats of the menu including large-print and Braille menus
in all stores in the U.S. and Canada.
T W E N T Y
T W E N T Y
T H R E E
GLOBALIMPACTREPORT
2023 Global Impact Report 28
©2024 Starbucks Corporation.
G E N E R A T E L O N G - T E R M R E T U R N S
promise
SHAREHOLDER
our
S T A R B U C K S
T W E N T Y
T W E N T Y
T H R E E
GLOBALIMPACTREPORT
S T A R B U C K S
2023 Global Impact Report 29
©2024 Starbucks Corporation.
O U R S H A R E H O L D E R P R O M I S E
Our six promises guide our work at every level of the
company. It is our partner promise to help bridge to a
better future; for our customers, we promise to uplift
the everyday; for our farmers, we promise to ensure the
future of coffee for all; for our community, we promise
to contribute positively; for our environment, we
promise to give more than we take.
In doing all these things, we generate long-term returns for
our shareholders. Each of the six new promises is interrelated
and interchangeable, ensuring mutual success for all.
©2024 Starbucks Corporation.
2023 Global Impact Report 30
O U R S H A R E H O L D E R P R O M I S E
Generate long-term returns
Corporate Governance Stakeholder Engagement
Our Environmental and Social Impact goals are closely tied to
our company’s overall strategy. Our Board of Directors assesses
our impact agenda as part of their broader review and
oversight of our business and strategy. In November 2023, we
announced the formation of a new Environmental, Partner
and Community Impact Board Committee (Impact Committee).
The Impact Committee will support the Board in fulfilling
its oversight responsibilities required to respond to shifting
regulations and standards, and drive accountability across
the environmental, partner, community impact, farmer and
customer promises. The Impact Committee also has oversight
of internal and external reporting tools and assessments,
including the annual publication of this report, and initiatives to
strengthen partner engagement and revitalize partner culture.
In conjunction with the Board and its other committees, the
Impact Committee will oversee certain applicable risks. More
information about Corporate Governance on environmental
and social topics is available online and in our Proxy Statement.
In FY23, we continued implementing our executive
compensation programs, which were updated in 2021 to
emphasize our focus on environmental sustainability and
building diverse teams. To align with our goal of giving back
more to the planet, the FY23 annual bonus program allocated
7.5 percent of the overall bonus payout for senior vice
presidents and above to results that indicate we are fulfilling our
promise to the planet. Another 7.5 percent was tied to creating
an inclusive environment across our company, emphasizing the
importance of diversity in our workforce for our global success.
In FY23, we engaged in a comprehensive third-party
evaluation to identify and prioritize key environmental,
social and governance topics most important to the
company and external stakeholder groups. This process
aimed to guide Starbucks in focusing our strategy to advance
our mission, promises and values. To do this, we conducted
surveys and interviews across global stakeholder groups
to assess the importance of environmental, social and
governance topics for Starbucks.
Rooted in our commitment to transparency, we are sharing
our environmental, social and governance priorities publicly
with our stakeholders.
Understanding and addressing these key issues are integral
to meeting the expectations of our stakeholders and
ensuring alignment between our business performance and
environmental, social and governance impacts. While there
is work being done across all topics, these results will help
inform our program strategies and ESG reporting priorities
going forward.
Global Human Rights
For decades, Starbucks has committed to respecting and
protecting human rights. In 2004, Starbucks joined the U.N.
Global Compact — the world’s largest corporate sustainability
initiative that commits signatories to implement sustainability
principles and support U.N. goals. We also remain committed
to the U.N. Guiding Principles on Business and Human
Rights; OECD Guidelines for Multinational Enterprises;
International Bill of Rights; ILO Core Labor Standards; Women’s
Empowerment Principles; Children’s Rights and Business
Principles; and Framework Principles on Human Rights and the
Environment. In 2020, Starbucks released our Global Human
Rights Statement, which informs the decisions we make that
impact our relationships with each other, our customers, our
business partners and our communities.
In FY23, Starbucks completed an independent, third-party
Human Rights Impact Assessment. Starbucks engaged Article
One, a specialized strategy and management consultancy
with expertise in human rights, responsible innovation,
and sustainability, to conduct the Human Rights Impact
Assessment of Starbucks policies, procedures and initiatives
related to human rights. The results of that assessment are
available here. This assessment represents the next step in
our journey to identify and assess salient human rights risks
and make key investments to support our partners, farmers,
communities and the environment. As we have in the past, we
look forward to continuing to update our stakeholders on our
human rights journey and human rights due diligence program
in the years to come.
©2024 Starbucks Corporation.
2023 Global Impact Report 31
Working Directly with our Partners
Starbucks is actively collaborating with all partners
to fulfill our Partner Promise to build a bridge to a
better future.
As a company, we respect our partners’ right to organize,
freely associate, engage in lawful union activities and bargain
collectively without fear of reprisal or retaliation. Importantly,
we are committed to engaging in good faith collective
bargaining for each store where a union has been appropriately
certified — and have shared our aim to reach ratified contracts
for union-represented stores in 2024.
As part of our commitment to our partners, all managers are
provided training to help deepen their understanding of labor
issues, National Labor Relations Act (NLRA) requirements and
the rights of our partners to engage in protected activities—and
are supported by a nationwide labor relations team established
in 2022 to reinforce best-practices and ensure our adherence
to company policies and compliance with applicable labor and
employment laws.
As of the end of FY23, 343 U.S. stores had certified union
representation. To provide timely and accurate information and
resources on labor activities, we launched the one.starbucks.com
website, which is designed to assist anyone seeking up-to-date
information and resources related to labor initiatives. In FY23,
Starbucks Board of Directors retained an independent thirdparty
expert to complete an assessment of its adherence to
the principles of Freedom of Association and the Right to
Collective Bargaining. The assessment found that Starbucks has
shown consistent progress since organizing began, and that
strategic investments in a stronger governance process, more
on-the-ground support, a dedicated labor relations team and
more bespoke management training have had a tangible impact
on the Company’s adherence to commitments made. The full
results of the assessment are available here.
O U R S H A R E H O L D E R P R O M I S E
Generate long-term returns
©2024 Starbucks Corporation.
2023 Global Impact Report 32
Ethics & Compliance
Starbucks Ethics & Compliance program aligns with our mission
and values by fostering an environment dedicated to ethical
leadership and business conducted with integrity. We created
our Ethics & Compliance program to ensure it is a trusted
resource for partners.
Our training and communications approach begins
with onboarding new partners tailored to their role
and level.
Quarterly training for all partners covers various Ethics &
Compliance topics and risk areas, such as Anti-Harassment,
Anti-Discrimination, Insider Trading and Conflicts of Interest.
In FY23, we launched more than 60,000 online courses
to our corporate partners in 20 countries, which included
ten different risk areas. All corporate partners receive
training annually on our Standards of Business Conduct
and Harassment Prevention. As part of retail onboarding,
all partners discuss and review the Standards of Business
Conduct and Speaking Up resources in a one-on-one meeting
with their manager. Upon hire, all new retail management
partners also receive Anti-Harassment training, which must
be completed in the first 30 days. Retail managers in the U.S.
and Canada receive annual online renewal training of riskrelevant
topics and in 2023 achieved a 99% completion rate
on a custom Harassment Prevention course. We also newly
launched training to partners in our Farmer Support Centers in
seven different countries.
Starbucks Global Anti-Bribery Standard and related policies
and procedures provide critical guidelines regarding doing
business with third parties, government officials, and stateowned/controlled
companies, and set forth clear expectations
regarding bribery and corruption. We reinforce this through
regular partner communications, and last year we provided
online training to partners globally.
Partners are empowered to ask for guidance and voice concerns
when they experience or see conduct that is inconsistent with
our Standards of Business Conduct, company policies or Mission
and Values. An independent third party manages our Ethics &
Compliance Helpline and Webline, both of which allow partners
and others to ask questions and voice concerns 24 hours a
day, seven days a week, with interpreters available. Reports
may be made anonymously and are treated in a confidential
manner. We are committed to providing safe, confidential and
accessible channels to all individuals connected to Starbucks,
while maintaining a strict Anti-Retaliation Policy in compliance
with our Global Human Rights Statement.
Starbucks captures concerns raised and assigns
cases to be investigated by or with the oversight of
an Ethics & Compliance investigator.
The Ethics & Compliance investigations team strives to bring
cases to closure within 45 to 60 days, based on complexity. In
FY23, Ethics & Compliance completed investigations of 4,731
inquiries and concerns received primarily through our Helpline
and Webline. Of the investigations completed, 45 percent were
substantiated as a violation of standard or policy. When an
investigation is complete, Ethics & Compliance shares findings
with the individual(s) who reported the concern. Depending
on the findings of the investigation and the severity of any
substantiated wrongdoing, there are a number of possible
outcomes to an investigation, including coaching, retraining,
written documentation or separation from employment.
Ethics & Compliance topics are regularly reinforced through
leadership messages, our online community and other crossfunctional
channels. Regular reports are made to the Audit and
Compliance Committee of the Board of Directors, including
formal sessions multiple times each year.
O U R S H A R E H O L D E R P R O M I S E
Generate long-term returns
2023 Global Impact Report 33
©2024 Starbucks Corporation.
G L O B A L
I M P A C T
R E P O R T
STARBUCKSF I S C A L 2 0 2 3
2023 Global Impact Report 34
©2024 Starbucks Corporation.
progress report
data tables
©2024 Starbucks Corporation.
2023 Global Impact Report 35
O U R P A R T N E R P R O M I S E
Bridge to a better futureprogress report data tables
Benefits
COMPENSATION FY23 FY22
Average hourly wage for U.S. hourly partners ($/hour) 17.42 17.00
% U.S. hourly partners earned above minimum wage 100% 100%
STARBUCKS COLLEGE ACHIEVEMENT PLAN
# partners graduated with college degree (during FY) <2,300 >2,100
Goal: Graduate 25,000 Starbucks partners from Arizona State University (ASU) by the end of 2025.
# partners graduated with college degree (since program inception, as of FYE) <11,400 >9,100
# partners participating (as of FYE) >23,400 >23,000
Training & Development
TALENT ATTRACTION, DEVELOPMENT & TRAINING FY23 FY22
Total number of baristas hired in the U.S. <105,600 >160,000
% of U.S. retail leadership roles filled from internal partners 69% 60%
Total employee turnover (U.S. and Canada) 58% 65%
# training hours for baristas (Barista First 30) (hours per barista) 41.5 42
# partners selected to travel to Hacienda Alsacia for Origin Experience >900 800
STARBUCKS GLOBAL ACADEMY
Coffee Masters
# enrollments <7,000 <2,500
# course completions (earned the Black Apron) (during FY) <6,800 <1,500
# course completions (earned the Black Apron) (since inception, as of FYE) <10,100 >4,500
STARBUCKS GLOBAL ACADEMY | CONTINUED FY23 FY22
Community Champion
# course enrollments <1,600 —
# course completions <400 —
Greener Apron
# course enrollments >15,300 >15,000
# course completions <9,200 <9,900
Starbucks Coffee Academy
# course enrollments <153,500 <150,000
# course completions >94,900 >96,900
Third Place Development Series
# course enrollments 2,600 <3,000
# course completions <500 >300
To Be Welcoming
Goal: 100,000 total enrollees in To Be Welcoming to cultivate inclusion, diversity and
equity awareness.
# course enrollments <36,700 >21,000
We exceeded our goal of enrolling 100,000 cumulative learners in FY22, and remain committed
to offering the course to partners, customers and community members through the Starbucks
Global Academy.
# course completions >25,600 >12,000
% enrollees who are partners 61% 81%
©2024 Starbucks Corporation.
2023 Global Impact Report 36
O U R P A R T N E R P R O M I S E
Bridge to a better futureprogress report data tables
Partner Engagement
PARTNER ENGAGEMENT SURVEYS FY23 FY22
% partners completed the Partner Experience Survey
U.S. store partners 65% 43%
Canada store partners 53% 54%
North America non-store partners 92% 86%
PARTNER NETWORKS
# Partner Networks (globally) 32 26
# Partner Networks (U.S.) 13 12
Active regional chapters (U.S.) 116 114
CIVIC ENGAGEMENT RESOURCES
# partners using civic education resources
(via Starbucks FuelOurDemocracy.com site)
<23,000 >17,000
Inclusion, Diversity & Equity
RACIAL & SOCIAL EQUITY GOALS & REPRESENTATION* FY23 FY22
Representation of women in retail roles (U.S.)
Goal: At least 55% women in all retail roles (regional vice president, regional director,
district manager, store manager, shift supervisor, barista) by 2025.
regional vice president 52% 63%
regional director 51% 50%
district manager 60% 61%
store manager 68% 68%
shift supervisor 71% 71%
barista 73% 73%
Representation of POC in retail roles (U.S.)
Goal: At least 40% People of Color (POC) representation in all retail roles (regional vice president,
regional director, district manager, store manager, shift supervisor, barista) by 2025.
regional vice president 38% 31%
regional director 37% 32%
district manager 36% 33%
store manager 42% 39%
shift supervisor 48% 47%
barista 54% 53%
Our commitments to achieving diverse representation in our retail, manufacturing and corporate roles and
equity in pay across race and gender in the U.S. and globally in company-operated markets reinforce our
promises to build bridges and create environments where all are welcome. There is still more to be done,
and we are committed to taking further actions toward tangible and lasting change.
*Use our interactive tool to view additional demographic data of Starbucks partners.
©2024 Starbucks Corporation.
2023 Global Impact Report 37
O U R P A R T N E R P R O M I S E
Bridge to a better futureprogress report data tables
RACIAL & SOCIAL EQUITY GOALS & REPRESENTATION | CONTINUED FY23 FY22
Representation of women in enterprise roles (U.S.)
Goal: At least 50% women for all enterprise roles (senior vice president+, vice president,
director, manager, individual contributor) by 2025.
senior vice president+ 47% 57%
vice president 58% 55%
director 60% 59%
manager 55% 55%
individual contributor 56% 55%
Representation of POC in enterprise roles (U.S.)
Goal: At least 30% POC representation for all enterprise roles (senior vice president+, vice
president, director, manager, individual contributor) by 2025.
senior vice president+ 33% 27%
vice president 33% 30%
director 29% 27%
manager 32% 31%
individual contributor 41% 38%
Our commitments to achieving diverse representation in our retail, manufacturing and corporate roles and
equity in pay across race and gender in the U.S. and globally in company-operated markets reinforce our
promises to build bridges and create environments where all are welcome. There is still more to be done,
and we are committed to taking further actions toward tangible and lasting change.
RACIAL & SOCIAL EQUITY GOALS & REPRESENTATION | CONTINUED FY23 FY22
Representation of women in manufacturing roles (U.S.)
Goal: At least 30% women in all manufacturing roles (director, manager, individual contributor)
by 2025.
director 14% 14%
manager 27% 29%
individual contributor 33% 33%
Representation of POC in manufacturing roles (U.S.)
Goal: At least 40% POC representation in all manufacturing roles (director, manager, individual
contributor) by 2025.
director 14% 29%
manager 28% 30%
individual contributor 47% 43%
Our commitments to achieving diverse representation in our retail, manufacturing and corporate roles and
equity in pay across race and gender in the U.S. and globally in company-operated markets reinforce our
promises to build bridges and create environments where all are welcome. There is still more to be done,
and we are committed to taking further actions toward tangible and lasting change.
Representation of age in total workforce — retail (U.S.)
under 30 82% 82%
30–50 16% 15%
above 50 2% 3%
Representation of age in total workforce — enterprise (U.S.)
under 30 9% 18%
30–50 70% 61%
above 50 22% 20%
©2024 Starbucks Corporation.
2023 Global Impact Report 38
O U R P A R T N E R P R O M I S E
Bridge to a better futureprogress report data tables
RACIAL & SOCIAL EQUITY GOALS & REPRESENTATION | CONTINUED FY23 FY22
Representation of age in total workforce — manufacturing (U.S.)
under 30 17% 17%
30–50 57% 52%
above 50 26% 32%
% board members identifying as POC 55% 38%
% board members identifying as female 27% 25%
GLOBAL EQUITY IN PAY
Goal: 100% gender and racial pay equity in the U.S.*
% gender pay equity in the U.S. (for similar work) 100% 100%
% racial pay equity in the U.S. (for similar work) 100% 100%
% gender median pay ratio in the U.S. 96% 100%
% racial median pay ratio in the U.S. 100% 100%
Goal: 100% gender equity in pay globally for company-operated markets.
% gender pay equity in global company-operated markets (for similar work) — —
In FY23, in our global company-operated markets, we have achieved gender equity in pay in Canada,
Japan, Switzerland and Austria.
SUPPORTING LGBTQIA2+ PARTNERS
Representation of U.S. workforce self-identifying as LGBTQIA2+
retail % 37% 36%
enterprise % 18% 22%
manufacturing % 12% 11%
Score on the Human Rights Campaign Corporate Equality Index 100% 100%
DISABILITY INCLUSION FY23 FY22
Score on the Disability Equality Index 100% 100%
Representation of U.S. workforce self-identifying with disability
retail % 14% 14%
enterprise % 11% 11%
manufacturing % 11% 13%
REFUGEE SUPPORT
Goal: Hire 10,000 refugees globally by 2022.
# Refugees hired in U.S., Canada and EMEA (during FY) <1,100 >1,100
# Refugees hired in U.S., Canada and EMEA (cumulative as of FYE) >5,500 >4,000
While we did not meet our goal of hiring 10,000 refugees globally, we remain committed to the
refugee community and staying transparent with partners, customers and stakeholders on our progress.
Our support goes beyond employment opportunities to include funding to support humanitarian
assistance, resources and services that help refugees find safety and rebuild their lives.
VETERANS & MILITARY FAMILIES
Goal: Hire 5,000 Veterans and military spouses annually in the U.S.
# Veterans and military spouses hired >2,800 <4,600
Our intentional hiring commitments are intended to welcome new partners across Starbucks roles
from communities that may experience barriers to employment. While we did not meet our goal of
hiring 5,000 Veterans and military spouses in FY23, we continued our support of military and Veteran
communities through our donations to nonprofit organizations that serve these communities, and our
Military Family Stores. We strive to meet our hiring commitments by fostering deep connections to the
military and Veteran communities.
*Pay metrics can fluctuate throughout the fiscal year. Our pay equity strategies go beyond compliance. Read more about how Starbucks
is addressing the gender pay gap here.
©2024 Starbucks Corporation.
2023 Global Impact Report 39
O U R E N V I R O N M E N TA L P R O M I S E
Give more than we takeprogress report data tables
2030 Goals
CLIMATE FY23 FY22
Goal: 50% absolute reduction in scope 1, 2 and 3 greenhouse (GHG) emissions representing all of
Starbucks direct operations and value chain by 2030.
% change in total emissions from FY19 baseline 8% 9%
In March 2021, Starbucks GHG reduction goal was validated as science-based by the SBTi, which
confirmed our target is aligned with a 1.5 degree Celsius pathway.
WATER
Goal: 50% of water withdrawals will be conserved or replenished across Starbucks direct operations,
stores, packaging and agricultural supply chain, prioritizing action in high-risk water basins while
supporting watershed health, ecosystem resilience and water equity by 2030.
% change in total water withdrawal from FY19 baseline -9% -9%
$ to support new and ongoing water stewardship projects ($ millions) >1.1 <2
In August 2021, we announced an expanded water target increasing the projected water conserved or
replenished and catalyzing holistic watershed health improvements in high risk basins. In 2022, Starbucks
began a water replenishment program, funding eight projects in eight global priority watersheds.
WASTE
Goal: 50% reduction in waste sent to landfill from stores and direct operations compared with FY19
baseline by 2030.
% change in waste sent to landfill from FY19 baseline 13% 5%
See page 47 for detailed environmental progress.
To meet our ambitious 2030 goals, we are focused on identifying and testing innovative solutions
that we can scale across our global operations and engaging with our value chain while improving our
measurement systems.
Cups & Packaging
REDUCING PACKAGING WASTE FY23 FY22
Goal: 20% recycled content in our hot cups by 2022.
% post-consumer (PCR) fiber in hot cups (U.S.) 30% 10%
We exceeded this goal in FY23 with the launch of a more sustainable hot cup in the U.S. that uses
30% post-consumer recycled fiber and less plastic in the liner.
Goal: Double the use of reusable cups from 2016–2022.
% beverages sold in reusable cups (global company-operated stores) 2% >1%
Goal: Starbucks customer packaging will be sourced from 50% recycled materials by 2030.
% of customer packaging made from recycled or renewable materials 24% 23%
Goal: 100% of Starbucks customer packaging will be reusable, recyclable, or compostable by 2030.
% of customer packaging that is reusable, recyclable or compostable 14% 12%
Goal: 50% reduction in virgin fossil fuel derived sources for customer packaging from FY19 baseline
by 2030.
% change in virgin fossil fuel derived materials in customer packaging from
FY19 baseline
11% 10%
©2024 Starbucks Corporation.
2023 Global Impact Report 40
O U R E N V I R O N M E N TA L P R O M I S E
Give more than we takeprogress report data tables
PLASTICS — ELLEN MACARTHUR FOUNDATION GLOBAL COMMITMENT FY23 FY22
Goal: Take action to help eliminate problematic or unnecessary plastic packaging by 2025.
Reducing plastic packaging — —
We have deployed several initiatives to reduce our waste footprint as part of the Ellen MacArthur
Foundation Global commitment. Building on Starbucks elimination of traditional plastic straws across
retail stores globally in FY21, Starbucks completed the roll-out of straws made from polyhydroxyalkanoate
(PHA), a non-fossil fuel derived plastic that is home compostable, in the U.S. in FY22. In Canada, Starbucks
rolled out wood cutlery and paper straws in FY22 and continued research and development to bring new
products to market in FY23-25.
Goal: Take action to move from single-use towards reuse models where relevant by 2025.
Moving from single-use towards reuse models — —
Goal: Take action for 100% of plastic packaging to be reusable, recyclable or compostable by 2025.
% of plastic packaging reusable, recyclable or compostable 27% 22%
Goal: Use 10% recycled content across all plastic packaging by 2025.
% post-consumer recycled content used in plastic packaging 4% 4%
Goal: 20% reduction of virgin plastic packaging by 2025 (compared to FY19).
% change in virgin plastic packaging materials from FY19 baseline 3% -1%
Greener Stores
GREENER STORES FY23 FY22
Goal: Build and operate 10,000 Greener Stores globally by 2025.
# Greener Stores certified in North America 5,488 3,508
# Greener Stores certified in international regions 603 4
# total Greener Stores certified globally 6,091 3,512
RENEWABLE ELECTRICITY USE*
Goal: 100% renewable electricity for global operations by 2020.
% renewable electricity use globally (company-operated facilities globally) 77% 71%
% U.S. company-owned facilities powered by renewable electricity 100% 100%
% Canada company-owned facilities powered by renewable electricity 100% 100%
% EMEA company-owned stores powered by renewable electricity 100% 100%
% Japan company-owned facilities powered by renewable electricity 100% —
*In previous years, we reported this metric as “renewable energy”. We’ve updated to “renewable electricity” to clarify its original scope.
©2024 Starbucks Corporation.
2023 Global Impact Report 41
O U R FA R M E R P R O M I S E
Ensure the future of coffee for allprogress report data tables
Coffee
FARMER SUPPORT CENTERS FY23 FY22
# Farmer Support Centers 10 10
# people trained with advanced agronomy techniques >56,000 >31,000
# Model Farms (cumulative as of FYE) >120 >70
CLIMATE-RESISTANT COFFEE TREES
Goal: Provide 100 million trees to farmers by 2025.
# climate-resistant coffee trees distributed globally (millions) <11.1 <10
# seedlings provided for farmers (millions) (cumulative as of FYE) >53 <33.6*
CHILDCARE CENTERS FOR FARMING FAMILIES
# new childcare centers opened (during FY) 5** 5
GLOBAL FARMER FUND
Goal: Supply $100 million in farmer loans by the end of 2025.
$ loans deployed from the Global Farmer Fund (cumulative as of FYE)
($ millions)
80.8 80.8
$ loans deployed from the Global Farmer Fund (since FY18) (as of FYE)
($ millions)
65.8 65.8
SUPPLIER LISTS
List of coffee suppliers
List of tea suppliers
List of cocoa suppliers
To advance our transparency, for the first time, Starbucks has published its coffee, tea and cocoa supplier
lists. The lists represent suppliers that supplied to Starbucks during FY23.
DIGITAL TRACEABILITY FY23 FY22
# bags of coffee traced using online traceability tool <211,000 >43,000
# unique visitors accessing online traceability tool <102,000 >122,000
ETHICAL SOURCING OF COFFEE
Goal: Committed to source and verify 100% of Starbucks coffee ethically through C.A.F.E. Practices.
% Starbucks coffee ethically sourced and verified through C.A.F.E. Practices 99.7% 98.2%
Average # farms participating in C.A.F.E. Practices >450,000 >400,000
CARBON REDUCTION IN GREEN COFFEE
Goal: Achieve carbon-neutral green coffee by 2030.
# soil samples processed (cumulative as of FYE) >30,800 <14,700
We continue to refine the methodology we use to calculate the carbon and water footprint of green
coffee. This work is critical to our goals and connects directly with industry efforts to reduce carbon
and water use in coffee processing.
WATER CONSERVATION IN GREEN COFFEE
Goal: Conserve water usage in green coffee processing by 50% by 2030.
# eco-wet mills contracted (cumulative as of FYE) <1,500 >1,300
We continue to refine the methodology we use to calculate the carbon and water footprint of green
coffee. This work is critical to our goals and connects directly with industry efforts to reduce carbon
and water use in coffee processing.
FOREST CONSERVATION & RESTORATION
Hectares of forests protected <1,300 1,000
Hectares of forests restored >300 >200
# native trees distributed by Global Farmer Support Centers >156,200 38,000
*FY22 value has been restated.
**FY23 value represents new centers operating during FY23.
©2024 Starbucks Corporation.
2023 Global Impact Report 42
O U R FA R M E R P R O M I S E
Ensure the future of coffee for allprogress report data tables
Other Goods & Services
RESPONSIBLE SOURCING FOR TEA FY23 FY22
Goal: Committed to 100% responsibly sourced tea.
% tea sourced by the global tea sourcing team that is Rainforest Alliance
certified
99.7% 99.7%
As our sustainability journey continues, 99.7% of Tea (Camelia Sinensis) sourced by our global tea sourcing
team was from Rainforest Alliance Certified tea gardens, while investing directly in projects in tea
communities that support gender empowerment, water, sanitation and hygiene (WASH), youth
education and environmental sustainability.
RESPONSIBLE SOURCING FOR COCOA
Goal: Committed to responsibly sourced cocoa.
Total weight of Rainforest Alliance certified and segregated cocoa beans
sourced directly from Cargill and indirectly through OFI (metric tons)
21,790 12,000*
We are proud to increase the amount of responsibly sourced cocoa in our supply chain in FY23. We remain
committed to supporting resilient livelihoods for cocoa producers and their families, and collectively
working towards eliminating the risks of child labor and cocoa-driven deforestation.
Read more about Starbucks cocoa sustainability efforts here.
RESPONSIBLE SOURCING FOR MANUFACTURED GOODS & SERVICES
# factory assessments conducted 400 >300
# factories in program <1,500 —
% transparency into factories assessed 95% 97%
# factory workers <121,300 >87,000
SUSTAINABLE DAIRY
$ invested in U.S. Dairy Net Zero Initiative (during FY) ($ millions) 2 2
$ invested in U.S. Dairy Net Zero Initiative (cumulative as of FYE) ($ millions) 6 4
Starbucks is committed to invest $10 million in the U.S. Dairy Net Zero Initiative.
ANIMAL WELFARE FY23 FY22
Goal: 100% cage-free eggs and egg products in company-operated stores globally.
% cage-free eggs (U.S. and Canada company-operated stores, inclusive
of branded products supplied to licensee business partners)
100% 100%
% cage-free eggs (EMEA and U.K. company-operated stores) 99.9% 99.9%
In Asia markets where Starbucks operates, such as China and Japan, cage-free egg production is limited
and supply is not yet widely available. Starbucks remains committed to increasing cage-free egg supply
in all company-operated stores globally, in partnership with industry stakeholders.
Goal: Serve only poultry raised without the routine use of medically important antibiotics in all
company-operated U.S. stores by 2020.
% poultry raised without routine-use of medically important antibiotics
(U.S. company-operated stores)
99.9% 100%
Goal: We anticipate meeting our stated goal of 100% group-housed pork by 2024 for Starbucksbranded
products in the U.S. and Canada, including those supplied to our licensee business partners
in the U.S. and Canada. Starbucks is phasing out the excessive use of gestation stalls for the sows
(mother pig) in our supply chain by 2030.
% pork defined as “group housed” (U.S. and Canada company-operated
stores, inclusive of branded products supplied to licensee business partners)
76% 22%
We are committed to making progress in service of our animal welfare-friendly practices and aspirations and
will continually reevaluate our sow housing commitment with key stakeholders in support of our 2030 goal.
Goal: We are committed to improving conditions for broiler chickens and are working with our
suppliers, licensees, and others in the industry to help ensure that by 2024 the chicken we buy for
our U.S. stores is produced in alignment with Global Animal Partnership (GAP) standards as assessed
by a third-party auditor.
Broiler chickens — —
We are actively reviewing our broiler chicken commitment to identify the best path forward for
implementation within our supply chain.
*Reported value for FY22 includes volumes sourced directly from Cargill.
©2024 Starbucks Corporation.
2023 Global Impact Report 43
O U R C O M M U N I T Y P R O M I S E
Contribute positivelyprogress report data tables
The Starbucks Foundation
OVERALL GRANTS FY23 FY22
$ total grants awarded ($ millions) 24 17.5
ORIGIN GRANTS
Goal: Empower 1 million women and girls in coffee, tea and cocoa growing communities by 2030.
# women and girls in origin communities positively impacted
(cumulative as of FYE)
>474,000 <340,000
$ grants awarded in support of women and girls in origin communities
($ millions)
<7 <3
# countries reached by origin grants 9 7
NEIGHBORHOOD GRANTS
Goal: Award 25,000 hyperlocal grants to support nonprofits by 2030 through the Neighborhood
Grants and Global Community Impact Grants portfolios.
# hyperlocal grants made to nonprofits nominated by Starbucks partners
(cumulative as of FYE)
>10,000 >6,000
$ hyperlocal grants awarded to nonprofits nominated by Starbucks partners
($ millions)
>5.1 4.5
# nominations by Starbucks partners >39,000 >29,000
YOUTH GRANTS
# youth impacted (cumulative as of FYE) <700,000 >375,000
$ grants awarded to U.S. organizations serving youth nationally ($ millions) 3 1.2
GLOBAL COMMUNITY IMPACT GRANTS FY23 FY22
Goal: Award 25,000 hyperlocal grants to support nonprofits by 2030 through the Neighborhood
Grants and Global Community Impact Grants portfolios.
# hyperlocal grants made to nonprofits (cumulative as of FYE) <190 <90
$ grants awarded to impact communities that we serve outside of the U.S.
and Canada ($ millions)
>3.9* >3.2
# international markets reached 46 42
DISASTER PHILANTHROPY
$ grants awarded to promote resilience and uplift communities impacted by
disaster ($ millions)
4.6 <3.8
OTHER GIVING
$ donations to support refugees ($ millions) >1.1 >1.3
These donations reflect support for refugee communities which are included in the overall grant total.
$ donations to support LGBTQIA2+ communities >700,000 >700,000
These donations reflect support for LGBTQIA2+ communities which are included in the overall grant total.
*This value includes donations from licensee business partners amounting to $900,000.
©2024 Starbucks Corporation.
2023 Global Impact Report 44
O U R C O M M U N I T Y P R O M I S E
Contribute positivelyprogress report data tables
Company Programs for Community Support
COMMUNITY STORES FY23 FY22
Goal: Open 100 U.S. Community Stores by 2025.
# Community Stores in the U.S. opened in FY 11 7
# Community Stores in the U.S. opened cumulatively as of FYE 39 28
# Community Stores in International Markets opened in FY 16 8
# Community Stores in International Markets opened cumulatively as of FYE 35 19
MILITARY FAMILY STORES
Goal: Open 250 Military Family Stores by 2025 with 100 of these new stores on military bases (U.S.).
# Military Family Stores opened in FY 17 33
# Military Family Stores opened cumulatively as of FYE 130* 111
SIGNING STORES
# Signing Stores globally opened cumulatively as of FYE 20 16
FOOD WASTE REDUCTION & HUNGER RELIEF
Goal: Reduce food waste by 50% by 2030.
% company-operated stores in the U.S. with FoodShare food donation
program available
100% 100%
% company-operated stores in Canada with FoodShare food donation
program available
100% 100%
weight of food diverted from waste streams in the U.S. (millions lbs) 9.4 <13
# meals donated in the U.S. (millions) (1.2 lbs = 1 meal) 7.8 <11
*Two additional stores opened prior to FY23, that were not previously accounted for, have now been captured in count.
FOOD WASTE REDUCTION & HUNGER RELIEF | CONTINUED FY23 FY22
weight of food diverted from waste streams in Canada (millions lbs) >1.3 >1
# meals donated in Canada (millions) (1 lb = 1 meal) >1.3 >1
Goal: Reinvest $100M into hunger relief efforts by 2030.
$ invested in hunger relief efforts in FY ($ millions) >11.6 >10
$ invested in hunger relief efforts cumulatively since FY16 (as of FYE) ($ millions) <72.6 >60.9
COMMUNITY RESILIENCE FUND
Goal: Invest $100 million in 12 cities by 2025.
$ invested in the Community Resilience Fund (cumulative as of FYE) ($ millions) 40 21
OUTREACH WORKER PROGRAM
# cities (cumulative as of FYE) 8 8
# customer engagements <15,800 >12,000
# referrals to stabilizing programs >2,600 >1,800
©2024 Starbucks Corporation.
2023 Global Impact Report 45
O U R C O M M U N I T Y P R O M I S E
Contribute positivelyprogress report data tables
COMMUNITY CHAMPIONS PROGRAM FY23 FY22
# partners engaged as Community Champions (U.S. and Canada)* <17,000 <17,000
# community events participated in (U.S. and Canada) <5,400 <4,000
# partner volunteer hours (U.S. and Canada) >153,800 >71,000
# partners engaged as Community Champions (international) >21,300 >26,000
# community events participated in (international) <600 >1,000
# partner volunteer hours (international) <253,700 >72,000
GIVING MATCH PROGRAM
$ donated by Starbucks to nonprofit organizations through the Giving Match
program ($ millions)
>1.8 <1.5
SUPPLIER DIVERSITY & INCLUSION
Goal: $1.5 billion in Tier 1 diverse supplier spend by 2030.
$ spend with Tier 1 diverse suppliers during FY ($ billions) >1 0.9
$ spend with Tier 1 diverse suppliers - cumulative since 2000, as of FYE
($ billions)
>10 <9
# jobs supported by supplier diversity program during FY >8,600 >7,200
$ labor income: total direct, indirect and induced economic impact from
supplier diversity program ($ billions)
<1.8 >1.5
Goal: Allocate 15% of paid media investment to minority-owned and targeted media companies.
% of paid media investment with minority-owned and targeted media
companies
22% 18%
*In the U.S. and Canada, engaging as a Community Champion is defined as taking action by participating in a community event,
volunteering time or making a personal financial donation to a nonprofit.
©2024 Starbucks Corporation.
2023 Global Impact Report 46
O U R S H A R E H O L D E R P R O M I S E
Generate long-term returnsprogress report data tables
COMPANY POLICIES & RESOURCES
For additional company policies and resources, please visit the ESG Reporting Hub.
ETHICS & COMPLIANCE FY23 FY22
% completion of Harrassment Prevention training by retail management
(U.S. and Canada)
99% 96%
# completed investigations of inquiries and concerns >4,700 —
% investigations substantiated as a violation of standard or policy 45% —
WORKING DIRECTLY WITH OUR PARTNERS
# union represented stores (U.S.) 343 232
G L O B A L
I M P A C T
R E P O R T
2023 Global Impact Report 47
©2024 Starbucks Corporation.
STARBUCKS
F I S C A L 2 0 2 3
environmental
footprint
data tables
©2024 Starbucks Corporation.
2023 Global Impact Report 48environmental footprint data tables
Annual update of environmental performance:1, 2, 3
The following metrics represent detailed reporting of
Starbucks environmental performance in FY19, the baseline year for our 2030 environmental targets, FY22, and
FY23. Methodological updates and data improvements reflected in the FY23 metrics were applied to the FY19 and
FY22 results, which will differ from the data previously reported.
ENERGY CONSUMPTION (MWh) FY19 FY22 FY23
Total Energy Consumption, direct operations4
2,528,246 2,590,598 2,695,583
Total purchased electricity, direct operations 1,938,962 1,993,936 2,095,815
Percent renewable 71% 71% 77%
Total fuel consumed, direct operations5
589,284 596,662 599,768
GREENHOUSE GAS EMISSIONS (MTCO2
e)6, 7
FY19 FY22 FY23
Scope 18
376,745 404,148 401,722
Scope 2
market-based 324,451 294,242 285,989
location-based 806,148 789,425 835,477
sub-total scope 1 + 2 market-based emissions 701,196 698,390 687,711
1
The scope of these data is global unless otherwise noted; Direct operations refers to an
operational control boundary, inclusive of company owned stores, corporate offices,
and manufacturing and distribution facilities; This includes global wholly-owned and
partially-owned subsidiaries over which Starbucks has management and operational
control. Direct operations excludes licensed stores.			
2
We have updated the methodologies used to develop our environmental inventories;
These updates included improved data quality and availability, changes to emissions
and water factors, and other methodological changes.			
3
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.			
4
In gigajoules, total energy consumption in FY23 equals 7,544,934 GJ, and total fuel
consumed in FY23 equals 2,159,164 GJ.
5
Fuel types consumed include natural gas, stationary diesel and gasoline, propane,
aviation fuel, and mobile vehicle fuel.
6
Starbucks calculates greenhouse gas emissions in accordance with The Greenhouse Gas
Protocol: A Corporate Accounting and Reporting Standard (The GHG Protocol) and uses
global warming potential (GWP) values from the Intergovernmental Panel on Climate
Change (IPCC) Fourth Assessment Report (AR4); Some Scope 3 GHG emission factor
sources utilize IPCC Fifth Assessment Report (AR5) GWP values. More detailed climaterelated
disclosures are available in Starbucks CDP Report.			
7
FY23 data have been third-party verified by Burns and McDonnell; Their report is
available on page 62.
8
Global refrigerant emissions exclude emissions associated with global offices and nonretail
facilities outside the United States and Canada.
©2024 Starbucks Corporation.
2023 Global Impact Report 49environmental footprint data tables
GREENHOUSE GAS EMISSIONS (MTCO2
e)6, 7
| CONTINUED FY19 FY22 FY23
Scope 39
1 – Purchased goods and services10 ,11
7,630,113 7,830,633 7,580,045
2 – Capital goods 144,036 168,238 188,855
3 – Fuel- and energy-related activities 176,953 175,861 195,153
4 – Upstream transportation and distribution 640,946 683,336 659,692
5 – Waste generated in operations 262,850 275,811 299,098
6 – Business travel12
29,343 13,292 26,566
7 – Employee commuting 615,170 707,180 579,557
8 – Upstream leased assets13
Not relevant
9 – Downstream transportation and distribution 293,096 510,801 542,480
10 – Processing of sold products 167,793 162,823 175,815
11 – Use of sold products 59,772 57,817 46,075
12 – End-of-life treatment of sold products 175,345 167,255 170,090
13 – Downstream leased assets14
Not relevant
14 – Franchises 2,355,277 2,928,468 3,084,939
15 – Investments 213,820 304,167 343,722
subtotal scope 3 emissions 12,764,514 13,985,681 13,892,085
Total emissions (scope 1 + 2 market-based + 3) 13,465,710 14,684,071 14,579,796
Percent of total GHG emissions from fluid dairy purchases15
18% 16% 18%
Percent of total GHG emissions from green coffee purchases16
15% 13% 11%
Percent change in total emissions from FY19 baseline 8%
9
Scope 3 emissions utilitize Scope 2 location-based emissions values.		
10
Category 1 emissions include land use change (LUC) emissions for purchases of coffee,
tea, cocoa, dairy, food, and other beverage ingredients. 	
11
Category 1 emissions include the emissions from the goods and services purchased
by Starbucks Corporation; Purchases made by licensees for key commodities are
included in category 14 as recommended by the GHG Protocol.	
12
Category 6 emissions increased between FY22 and FY23 as global business travel
began to rebound to pre-pandemic levels.	
13
Starbucks upstream leased assets are considered de minimis.			
14
Starbucks downstream leased assets are considered de minimis.			
15
Total GHG emissions from fluid dairy purchases are inclusive of fluid dairy categorized
in scope 3 category 1 and category 14, and include estimated LUC GHG emissions
associated with these purchases.			
16
Total GHG emissions from green coffee purchases are inclusive of estimated LUC GHG
emissions associated with these purchases included in scope 3 category 1.	
©2024 Starbucks Corporation.
2023 Global Impact Report 50environmental footprint data tables
WATER WITHDRAWALS (MEGALITERS)7
FY19 FY22 FY23
Total water withdrawal 5,634,337 5,113,174 5,132,983
Direct operations17, 18
22,853 23,818 24,021
Percent water withdrawn from high-risk basins19
Not calculated 29% 30%
Indirect: licensed stores17
17,525 22,245 24,484
Percent water withdrawn from high-risk basins19
Not calculated 45% 46%
Indirect: packaging and agricultural commodities purchased20, 21
5,593,958 5,067,111 5,084,478
Percent change in total water withdrawal from FY19 baseline -9%
OPERATIONAL WASTE (THOUSAND METRIC TONS)7, 22
FY19 FY22 FY23
Total weight of non-hazardous operational waste 1,163 1,236 1,367
Direct operations generated23
845 916 1,018
Percent organic 52% 53% 52%
Percent diverted24
28% 29% 31%
Indirect: generated in licensed stores25
318 320 349
Percent organic 56% 57% 58%
Percent diverted24
20% 21% 22%
Percent total non-hazardous operational waste, diverted24
26% 27% 28%
17
Water withdrawal from stores is calculated using both primary data and estimations;
Where primary data are not available, water withdrawal is estimated by applying
an average water withdrawal factor derived from withdrawal at U.S. and Canada
company-owned stores.			
18
Starbucks withdraws water strictly from local water utilities or similar relevant entities,
and as such, all of our water withdrawals are categorized as sourced from third-party
water. 			
19
Refers to water withdrawals from facilities located in regions of high or extremely-high
baseline water stress as defined by WRI Aqueduct tool, which was used to conduct our
global water risk assessment.			
20
Water withdrawal from packaging and agricultural commodities is estimated using
country-level or regional water scarcity data from the World Food Lifecycle Database
(WFLDB). Reporting of this category aligns with our GHG inventory, scope 3, category 1.
21
Water withdrawals for green coffee are based on direct water withdrawals and water
consumption factors from WFLDB.
22
We are not reporting on waste discarded by customers out of our stores and instead
have expanded our reporting of packaging materials.			
23
Reporting of this category aligns with the GHG inventory, scope 3, category 5.	
24
We measure waste diverted away from landfill or incineration as waste materials
recycled, remarketed, composted, donated, or sold to be processed into animal feed.
25
Licensed store non-hazardous waste generation is estimated based on companyowned
store information; This does not include construction and demolition waste
or electronic waste; Reporting of this category aligns with the GHG inventory, scope 3,
category 14.			
©2024 Starbucks Corporation.
2023 Global Impact Report 51environmental footprint data tables
PACKAGING MATERIALS (THOUSAND METRIC TONS)26
FY19 FY22 FY23
Total weight of packaging material 319 330 345
Percent of packaging made from recycled or renewable materials 25% 29% 28%
Percent of materials recyclable, compostable or reusable 48% 47% 49%
Direct: total weight of packaging materials purchased by Starbucks Corporation27
208 220 226
Indirect: total weight of packaging materials purchased by licensees for Starbucks
retail operations28 110 109 119
Total weight of plastic packaging materials29
125 130 137
Total weight of virgin plastic packaging materials 118 117 122
Percent change in virgin plastic packaging materials from FY19 baseline 3%
Percent of plastic packaging that is reusable, recyclable or compostable30
30% 22% 27%
Percent of post-consumer recycled content used in plastic packaging 3% 4% 4%
Total weight of customer packaging31
145 167 172
Total weight of customer packaging - paper 70 77 78
Total weight of customer packaging - plastic 75 89 92
Total weight of customer packaging - other32
0 1 1
Percent of customer packaging that is reuseable, recyclable, or compostable 10% 12% 14%
Percent of customer packaging made from recycled or renewable materials 19% 23% 24%
Percent change in virgin fossil fuel derived materials in customer packaging
from FY19 baseline33 11%
26
Data represent packaging materials used in our direct operations and licensed stores
and all other packaging materials purchased by Starbucks Corporation. This aligns with
our GHG Inventory and Ellen MacArthur Foundation Global Commitment reporting
boundaries. Starbucks branded products sold outside of our stores is part of a licensed
model of the Global Coffee Alliance with Nestlé, while our global ready-to-drink
businesses operate under collaborative relationships with PepsiCo and others. The
Starbucks branded packaging used by Channel Development business partners are part
of their commitments and reporting.	
27
Reporting of this category aligns with packaging materials reported in the GHG
inventory under scope 3, category 1.			
28
Reporting of this category aligns with packaging materials reported in the GHG
inventory under scope 3, category 14.			
29
FY19 and FY22 inventories have been recalculated to align with methodology changes
and data quality improvements made as part of the FY23 inventory; These results may
differ from what has been previously submitted to Ellen MacArthur Foundation Global
Commitment and WWF ReSource Plastic and we anticipate restating these metrics in
our 2023 reporting to these organizations.			
30
In assessing the recyclability of our portfolio, Starbucks has aligned with the New
Plastics Economy 2022 Recycling Rate Survey results.			
31
Customer packaging is packaging designed to accompany a customer transaction.
32
In reporting for this category, “other” material includes aluminum, steel, glass, textile,
and wood.			
33
Starbucks defines virgin plastic packaging material as any plastic material that is neither
biobased nor made with recycled content.			
G L O B A L
I M P A C T
R E P O R T
2023 Global Impact Report 52
©2024 Starbucks Corporation.
STARBUCKS
F I S C A L 2 0 2 3
human rights
data tables
©2024 Starbucks Corporation.
2023 Global Impact Report 53human rights data tables
ZERO-TOLERANCE INDICATOR FY23 FY22
# Nonconformities related to wage practices 89 89
# Nonconformities related to traceability requirements 42 68
# Nonconformities related to child labor 59 54
# Nonconformities related to labor intermediaries 4 13
# Nonconformities related to transparency requirements 2 1
# Nonconformities related to banned pesticides 56 23
# Nonconformities related to forced labor, abuse, or unethical recruitment
practices
5 13
# Nonconformities related to deforestation 12 7
Total # nonconformities 269 268
% of FY22 nonconformities that have been remediated or closed by the
end of the fiscal year
88% 30%*
*The FY22 remediation % has been restated to align with fiscal year dates.
% of FY23 noncomformities that have been remediated or closed by the
end of the fiscal year
34% —
Coffee
Starbucks ethical sourcing program for coffee, C.A.F.E. Practices, requires each supply
chain to undergo reverification regularly. Today the program represents more than
450,000 farms around the world. A nonconformity as reported in this table is a
breach of any one of Starbucks zero tolerance indicators. Multiple nonconformities
could be identified in a single location. The number of participating entities change
year to year, which may impact the number of reported nonconformities on an
annual basis. For each zero tolerance non-conformity brought to our attention
through C.A.F.E. Practices, we require swift action by our suppliers and our onthe-ground,
third-party partners to pursue corrective actions, including, where
appropriate, providing remedy for the impacted individuals. Due to the seasonal
nature of coffee production, some zero tolerance indicators may only be closed
during the harvest period when the majority of temporary workers are present and
therefore fully closing these indicators may require waiting until the next coffee
harvest. In the event a zero tolerance indicator cannot be resolved in a timely 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.
©2024 Starbucks Corporation.
2023 Global Impact Report 54human rights data tables
ZERO-TOLERANCE INDICATOR FY23 FY22
# Nonconformities related to wage practices 20 21
# Nonconformities related to transparency requirements 6 6
# Nonconformities related to access denial into facilities for audits and
inspections
2 1
# Nonconformities related to health and safety, including direct and
immediate endangerment
0 0
# Nonconformities related to environmental impact 2 0
# Nonconformities related to forced labor 1 6
# Nonconformities related to child labor 5 1
# Nonconformities related to abuse and harassment 0 0
Total # nonconformities 36 35
% of FY22 nonconformities that have been remediated or closed by the
end of the fiscal year
80% 26%*
*The FY22 remediation % has been restated to align with fiscal year dates.
% of FY23 noncomformities that have been remediated or closed by the
end of the fiscal year
42% —
Manufactured Goods & Services
Our ethical sourcing program includes our standards for manufactured goods and
services, including beverages, food, merchandise, equipment, furniture and logistics
providers. Our program includes on-site factory assessments to identify potential or
actual violations. Commitment to continuous improvement is the cornerstone of our
program and we work with our suppliers to remediate identified violations.
G L O B A L
I M P A C T
R E P O R T
2023 Global Impact Report 55
©2024 Starbucks Corporation.
STARBUCKS
F I S C A L 2 0 2 3
environmental,
social and
governance
priorities
©2024 Starbucks Corporation.
2023 Global Impact Report 56environmental, social and governance priorities
In FY23, we engaged in a comprehensive thirdparty
evaluation to identify and prioritize key
environmental, social and governance topics
most important to the company and external
stakeholder groups.
This process aimed to guide Starbucks in focusing our
strategy to advance our mission, promises and values.
To do this, we conducted surveys and interviews across
global stakeholder groups to understand the importance of
environmental, social and governance topics for Starbucks.
The assessment was conducted in addition to Starbucks
Enterprise Risk Management (ERM) program. While
stakeholders’ viewpoints on the relative importance of
environmental, social and governance issues may be
informed in part by risks for Starbucks to manage, the
purpose of this assessment is to identify priority topics on
which Starbucks should focus.
While Starbucks believes that the environmental, social
and governance issues described in this Impact Report are
important, we currently do not believe that such issues are
material to our financial results and results of operations,
except to the extent referenced in our Annual Report on
Form 10-K and subsequent 10‑Q filings. This Impact Report
also contains human capital measures or objectives that
may be different from or are in addition to the human
capital measures or objectives that Starbucks is required to
disclose in its Annual Report on Form 10-K. For a discussion
on human capital measures or objectives that Starbucks
focuses on in managing its business, please see the
“Human Capital Management” section in our most recent
Annual Report on Form 10-K.
Understanding and addressing these key issues
are integral to meeting the expectations of our
stakeholders and ensuring alignment between
our business performance and environmental,
social and governance impacts.
While there is work being done across all topics, these
results will help inform our program strategies and
reporting priorities going forward.
Our Priorities
Climate strategy and resilience
Environmentally-responsible sourcing practices
Greenhouse gas emissions and energy efficiency
Packaging
Waste
Water stewardship
Community support and engagement
Diversity, equity and inclusion
Human rights within Starbucks operations
Human rights within Starbucks supply chain
Nutrition and transparency
Partner attraction, development and culture
Partners (OHS), community and customer safety
Partner relations
Product quality and safety
Corporate governance
Cybersecurity and data privacy
Ethics and compliance
Research, development and innovation
Transparency and stakeholder communication
©2024 Starbucks Corporation.
2023 Global Impact Report 57environmental, social and governance priorities
Environmental Topics
TERM DEFINITION
Climate strategy and resilience
Forecasting and adapting to physical transition risks and opportunities
posed by climate change (such as disruptions to supply chain, physical
risk, price of carbon and natural resource availability) and to help
ensure a sustainable future for coffee.
Environmentally-responsible
sourcing practices
Engaging with suppliers, including coffee farmers we source from, to
manage planetary impacts within the supply chain, including: coffee,
fairly produced materials (consider including specific topics - e.g.,
cocoa, timber), reforestation, regenerative agriculture, waste
reduction, and carbon footprint.
Greenhouse gas emissions and
energy efficiency
Managing energy efficiency throughout the value chain through
processes and operations and utilizing renewable energy; managing,
measuring and reducing greenhouse gas emissions across production,
operations, facilities and supply chains.
Packaging
Improving the sustainability of packaging by transitioning to packaging
that is reusable, recyclable, compostable, or contains recycled content.
This also includes partnering with suppliers and industry organizations
to develop innovative solutions to reduce or eliminate single-use
packaging and improve end-of-life treatment and adapt to local
packaging and circularity regulations.
Waste
Managing the waste generated as a result of our operations, and use
of products, maximizing the recycling and reuse of materials, and
reducing food waste in our operations.
Water stewardship
Water stewardship is a set of practices – to be used by businesses,
utilities, communities, and others – that promotes and fosters the
sustainable and equitable management of freshwater resources.
Water stewardship practices range from water use efficiency at an
organization’s own operations, to engagement with suppliers, to longterm
multi-stakeholder river basin projects, and beyond (UN CEO
Water Mandate).
Social Topics
TERM DEFINITION
Community support and
engagement
Fostering relationships and promoting social vitality in communities
by investing in community-based initiatives such as corporate
giving and community service. Managing relations and engaging
with communities that are impacted economically, socially and/or
environmentally by our operations in an effort to provide benefits to
local communities, including minority groups.
Diversity, equity and inclusion
Attract and retain a diverse workforce and create an inclusive
workplace culture to foster a sense of value and belonging for all
partners, including those who have been historically excluded or
underrepresented (on the basis of race/ethnicity, gender & gender
identify, LGBTQIA2+, Veteran status, disability status, socioeconomic
background, and other diverse identities and lived experiences).
Ensure fair and equitable opportunities for all partners to reach their
full potential throughout their career journey (hiring, development,
placement, pay, promotion, etc.) Leverage a range of backgrounds,
perspectives, and skills to enhance creativity, innovation, and
problem solving.
Human rights within Starbucks
operations
Supporting compliance with labor laws in our global operations,
owned operations, and licensed stores, including with respect to
human rights (e.g. anti-slavery, no child labor, anti-trafficking), fair
labor practices, traceability, fair purchase practices and diverse
sourcing.
Human rights within Starbucks
supply chain
Assessing and managing human rights issues throughout our supply
chain, including coffee farms we source from and our manufactured
goods supply chain. Work with supply chain partners to adhere to
our standards for supply chain including respect for human rights
(e.g. anti-slavery, no child labor, anti-trafficking), fair labor practices,
traceability, fair purchase practices and diverse sourcing.
Nutrition and transparency
Assessing products for health and nutrition impacts, providing customers
with information about products in an understandable format.
©2024 Starbucks Corporation.
2023 Global Impact Report 58environmental, social and governance priorities
Social Topics
TERM DEFINITION
Partner (employee) attraction,
development and culture
Attracting and retaining a wide range of talent. This includes
providing benefits, training and education opportunities, and career
opportunities to partners and enabling programs that incentivize
greater employee wellbeing
Partner (OHS), community and
customer safety
Keeping partners, customers and community members healthy and
safe and ensuring compliance with regulations as well as conformance
with company policies.
Partner relations
Managing relations between Starbucks and its workers through
fair labor practices that are in compliance with local, regional and
national laws that govern fair pay, working conditions and freedom of
association/collective bargaining by consulting and collaborating with
relevant internal and external stakeholders, and minimizing workflow
disruptions related to issues such as labor unrest or poor
job satisfaction.
Product quality and safety
Ensuring the food we serve has been handled in accordance with
food safety regulations and industry standards and meets our quality
standards. Includes continuously improving food safety management
systems in our operations, and consistently employing safe-food
practices in preparing food in stores.
Governance Topics
TERM DEFINITION
Corporate governance
Providing strong risk management structure and environmental, social
and governance oversight that enables fair and effective governance
– including over global markets, licensees, and business partnerships –
appropriate oversight, transparency, fair executive compensation, and
clear accountability.
Cybersecurity and data privacy
Safeguarding against cyber-attacks, operational disruptions, data
breaches of customer and employee data and security threats.
Managing and protecting personal and financial data by identifying
and proactively addressing vulnerabilities in information systems that
could pose a data breach risk and ensuring appropriate safeguards are
in place.
Ethics and compliance
Operating with integrity and complying with relevant regulations and
the highest standards of ethical and lawful conduct with effective
management systems. Developed, documented and implemented
policies and procedures that prohibit bribery and other forms of
corruption by employees and contractors.
Research, development and
innovation
Remaining competitive in the marketplace through innovative
products and technologies, automation, plant-based substitutes,
traceability, etc.
Transparency and stakeholder
communication
Engaging with stakeholders through sharing open information on
our business practices, work in sustainability, our progress against
our ambitious environmental, social and governance goals, and our
commitment to the communities we serve.
2023 Global Impact Report 59
©2024 Starbucks Corporation.
A B O U T T H I S R E P O R T
Scope
This report provides an overview of our environmental and
social impact strategies and annual progress during fiscal year
2023 (FY23). While this report is not an exhaustive summary of
our efforts, it helps demonstrate the integration between our
business and our promises to our most important stakeholders:
partners (employees), the environment, farmers, communities,
customers, and shareholders. This report also includes data
tables that reflect our progress against our goals.
We’ve included links to information and resources publicly
available at stories.starbucks.com and starbucks.com regarding
financial, corporate governance work, workplace and diversity
policies and performance, because these commitments are
directly tied to our business. The geographic scope of all
data points in the report are tracked against U.S. company
operations unless otherwise noted. Starbucks is committed
to United Nations Sustainable Development Goals and
uses these goals as a lens for our social impact programs
and collaborations with others. Based on our stakeholder
engagement efforts, we also believe these areas are important
to our customers, our partners, nongovernmental organizations
(NGOs) and investors.
Reporting Year
Starbucks fiscal year 2023 or “FY23” is October 3, 2022 through
October 1, 2023, unless otherwise noted.
Currency
All references to currency are in U.S. dollars, unless otherwise
noted.
Previous Reports
Starbucks has produced an annual impact report since 2001.
Previous annual reports and additional resources are available
on our website.
Information Integrity
Starbucks management is responsible for the preparation and
integrity of the information reported for FY23. Through a system
of internal controls, including a comprehensive verification
process involving internal subject matter experts, we believe
this information accurately represents our global responsibility
activities and performance results for the fiscal year. External
verification over specified metrics is provided by Moss Adams
LLP and Burns & McDonnell Engineering Inc.
Stay Up-to-Date
Visit stories.starbucks.com for the latest company information.
A B O U T T H I S R E P O R T
2023 Global Impact Report 60
©2024 Starbucks Corporation.
Forward-Looking Statements
Our reporting on global responsibility for FY23 includes
“forward-looking” statements within the meaning of applicable
securities laws and regulations. Generally, these statements
can be identified by the use of words such as “aim,” “anticipate,”
“believe,” “continue,” “could,” “estimate,” “expect,” “feel,”
“forecast,” “intend,” “may,” “outlook,” “plan,” “potential,”
“predict,” “project,” “seek,” “should,” “will,” “would,” and similar
expressions intended to identify forward-looking statements,
although not all forward-looking statements contain these
identifying words. By their nature, forward-looking statements
involve risks, uncertainties, and other factors (many beyond
our control) that could cause our actual results to differ
materially from our historical experience or from our current
expectations or projections. Our forward-looking statements,
and the risks and uncertainties related thereto, include, but are
not limited to, those described under the “Risk Factors” and
“Management’s Discussion and Analysis of Financial Condition
and Results of Operations” sections of our most recently filed
10-K and 10-Q and in other filings with the SEC, as well as:
• our ability to preserve, grow, and leverage our brands, including the risk of
negative responses by consumers (such as boycotts or negative publicity
campaigns) or governmental actors (such as retaliatory legislative treatment)
who object to certain actions taken or not taken by the Company, which
responses could adversely affect our brand value;
• the acceptance of the Company’s products and changes in consumer
preferences, consumption, or spending behavior and our ability to anticipate
or react to them; shifts in demographic or health and wellness trends; or
unfavorable consumer reaction to new products, platforms, reformulations, or
other innovations;
• our anticipated operating expenses, including our anticipated total capital
expenditures;
• the costs associated with, and the successful execution and effects of, our
existing and any future business opportunities, expansions, initiatives,
strategies, investments, and plans, including our Triple Shot Reinvention with
Two Pumps Plan (“Reinvention”);
• the impacts of partner investments and changes in the availability and cost of
labor including any union organizing efforts and our responses to such efforts;
• the ability of our business partners, suppliers, and third-party providers to
fulfill their responsibilities and commitments;
• higher costs, lower quality, or unavailability of coffee, dairy, energy, water, raw
materials, or product ingredients;
• the impact of significant increases in logistics costs;
• a worsening in the terms and conditions upon which we engage with our
manufacturers and source suppliers, whether resulting from broader local or
global conditions, or dynamics specific to our relationships with such parties;
• unfavorable global or regional economic conditions and related economic
slowdowns or recessions, low consumer confidence, high unemployment,
weak credit or capital markets, budget deficits, burdensome government
debt, austerity measures, higher interest rates, higher taxes, political
instability, higher inflation, or deflation;
• inherent risks of operating a global business including geopolitical instability;
• failure to attract or retain key executive or partner talent or successfully
transition executives;
• the potential negative effects of incidents involving food or beverage-borne
illnesses, tampering, adulteration, contamination, or mislabeling;
• negative publicity related to our Company, products, brands, marketing,
executive leadership, partners, Board of Directors, founder, operations,
business performance, or prospects;
• potential negative effects of a material breach, failure, or corruption of our
information technology systems or those of our direct and indirect business
partners, suppliers, or third-party providers, or failure to comply with
personal data protection laws;
• our environmental, social, and governance (“ESG”) efforts and any reaction
related thereto, such as the rise in opposition to ESG and inclusion and
diversity efforts;
• risks associated with acquisitions, dispositions, business partnerships, or
investments - such as acquisition integration, termination difficulties or costs,
or impairment in recorded value;
• the impact of foreign currency translation, particularly a stronger U.S. dollar;
• the impact of substantial competition from new entrants, consolidations
by competitors, and other competitive activities, such as pricing actions
(including price reductions, promotions, discounting, couponing, or free
goods), marketing, category expansion, product introductions, or entry or
expansion in our geographic markets;
• the impact of changes in U.S. tax law and related guidance and regulations
that may be implemented, including on tax rates;
• the impact of health epidemics, pandemics, or other public health events
on our business and financial results, and the risk of negative economic
impacts and related regulatory measures or voluntary actions that may be
put in place, including restrictions on business operations or social distancing
requirements, and the duration and efficacy of such restrictions;
• failure to comply with anti-corruption laws, trade sanctions, and restrictions
or similar laws or regulations; and
• the impact of significant legal disputes and proceedings, or government
investigations.
In addition, many of the foregoing risks and uncertainties are, or
could be, exacerbated by any worsening of the global business
and economic environment. A forward-looking statement
is neither a 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 update or alter
any forward-looking statements, whether as a result of new
information, future events, or otherwise.
G L O B A L
I M P A C T
2023 Global Impact Report 61
©2024 Starbucks Corporation.
STARBUCKS
F I S C A L 2 0 2 3
external
verification
assurance
letters
Memorandum
Date: January 30, 2024
To: To the Board of Directors and Stakeholders of Starbucks Coffee Company
From: Emily Robbins – Burns & McDonnell
Subject: Verification Report for FY2023 Greenhouse Gas Inventory, Water Withdrawals
Inventory, and Operational Waste Inventory
Burns & McDonnell Engineering Company, Inc. (Burns & McDonnell) was retained by
Starbucks Corporation (Starbucks) to verify and provide a third-party assessment of the 2023
Greenhouse Gas (GHG) Emissions Inventory, Water Withdrawals Inventory, and Operational
Waste Inventory for Fiscal Year (FY) 2023. The purpose of assessment was to verify that the FY
2023 GHG Emissions Inventory, Water Withdrawals Inventory, and Operational Waste
Inventory represents a reasonable and accurate account of Starbuck’s GHG emissions, water
withdrawals and operational waste.
Inventory Summary
Verified values for Starbucks’ FY 2023 GHG, Water Withdrawals, and Operational Waste
Inventories are shown below in Table 1.
Table 1: Verified Inventory Summary
Metric Total
Total GHG Emissions (Scope 1 + Scope 2 Market-based +
Scope 3)
14,579,796 metric tonnes
CO2e
Total Water Withdrawal (from direct operations, licensed
stores, and agricultural and packaging commodities purchased
by Starbucks)
5,132,983 megaliters
Total Weight of Non-Hazardous Operational Waste 1,366,813 metric tonnes
Greenhouse Gas Emissions Inventory
Burns & McDonnell reviewed Scope 1, Scope 2, and Scope 3 GHG emissions as presented in the
“FY23 SBUX Scopes 1 & 2 and Operational Water Inventory 05JAN2024.xlsx”, “FY23 SBUX
Scopes 1 & 2 and Operational Water Inventory 24JAN2024.xlsx”, “FY23 SBUX Scope 3 and
Indirect Water Inventory_05JAN24.xlsx”, and “FY23 SBUX Scope 3 and Indirect Water
Inventory_24JAN24.xlsx” excel workbooks for the fiscal period October 3, 2022 through
October 1, 2023. The GHG emissions data included in the emissions inventory that were subject
to review consisted of the following for each Scope:
Scope 1: Direct GHG Emissions
• Fuel combustion (retail and non-retail facilities, roasting)
• Process emissions from roasting
• Refrigerant losses from stationary equipment
January 30, 2024
Page 2
Memorandum (continued)
• 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 the
procedures undertaken to develop the GHG Emissions Footprint. To the best of our knowledge,
Burns & McDonnell has found with moderate assurance that Starbucks has satisfactorily
compiled a reasonable and fair account of their GHG emissions for FY 2023. The verified values
for Scope 1, 2 and 3 are shown in Table 1.
Water Withdrawals Inventory
In order to complete this moderate assurance of Starbucks’ FY 2023 Water Withdrawals
Inventory, Burns & McDonnell utilized the AA1000AS Quality Assurance Standard and
obtained, analyzed and verified data related to water withdrawals as described below. Data were
reviewed as presented in “FY23 SBUX Scopes 1 & 2 and Operational Water Inventory
05JAN2024.xlsx”, “FY23 SBUX Scopes 1 & 2 and Operational Water Inventory
January 30, 2024
Page 3
Memorandum (continued)
24JAN2024.xlsx”, “FY23 SBUX Scope 3 and Indirect Water Inventory_05JAN24.xlsx”, and
“FY23 SBUX Scope 3 and Indirect Water Inventory_24JAN24.xlsx” excel workbooks for the
fiscal period October 3, 2022 through October 1, 2023. This review included:
• A review of Starbuck’s operations and facility activities for the purposes of verifying the
water withdrawals.
• A qualitative review evaluating water withdrawals potentially omitted from the FY 2023
Water Withdrawals Inventory and the impact on the overall inventory accuracy.
• A review of the processes and procedures utilized to gather data for and develop the FY
2023 Water Withdrawals Inventory.
• An examination of Starbucks’ 2023 Water Withdrawals Inventory report and electronic
workbook spreadsheets utilized to calculate water withdrawals.
Operational Waste Inventory
In order to complete this moderate assurance of Starbucks’ FY 2023 Operational Waste
Inventory, Burns & McDonnell utilized the AA1000AS Quality Assurance Standard and
obtained, analyzed and verified data related to operational waste as described below. Data were
reviewed as presented in “FY19 - FY23 SBUX Global Operational Waste Inventory
17JAN2024.xlsx”. This review included:
1. A review of Starbuck’s operations and facility activities for the purposes of verifying the
operational waste inventory.
2. A qualitative review evaluating operational waste potentially omitted from the FY 2023
Operational Waste Inventory and the impact on the overall inventory accuracy.
3. A review of the processes and procedures utilized to gather data for and develop the FY
2023 Operational Waste Inventory.
4. An examination of Starbucks’ 2023 Operational Waste Inventory report and electronic
workbook spreadsheets utilized to calculate operational waste for FY 2023.
5. Burns & McDonnell generally assumed that raw source data provided were accurate.
Statement of Independence
This verification and third-party assessment was performed with no conflicts of interest in
relation to providing the assurance of the FY 2023 Greenhouse Gas Inventory, Water
Withdrawals Inventory, and Operational Waste Inventory for Starbucks.
Report of Independent Accountants
To the Stakeholders of Starbucks Coffee Company
We have examined the data identified below (the Data) contained within Starbucks Coffee Company’s
Impact Report (the Report) for the fiscal year ended October 1, 2023. Starbucks Coffee Company’s
management is responsible for presenting the Data for the fiscal year ended October 1, 2023 in
accordance with the criteria contained in the respective sections of the Report indicated below (the
Criteria). Our responsibility is to express an opinion on the Data based on our examination:
• 99.7% ethically sourced coffee purchases as contained in the Ethical Sourcing Performance
(C.A.F.E Practices) section on page 19 of the Report;
• 99.7% ethically sourced tea purchases as contained in the Responsible Sourcing for Tea section on
page 42 of the Report;
• 21,790 metric tons of segregated cocoa beans purchased directly from Cargill and indirectly through
OFI as contained in the Responsible Sourcing for Cocoa section on page 42 of the Report;
• Investment in farmer loans since FY18 of $65.8 million as contained in the Global Farmer Fund
section on page 19 of the Report.
Our examination was conducted in accordance with attestation standards established by the American
Institute of Certified Public Accountants. Those standards require that we plan and perform the
examination to obtain reasonable assurance about whether the Data is in accordance with the Criteria, in
all 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 is
sufficient 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 and
compile the Data that is included in the Report, and
• Confirming 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 ethical
responsibilities, in accordance with relevant ethical requirements relating to our examination engagement.
In our opinion, the Data for the fiscal year ended October 1, 2023, is presented in accordance with the
Criteria, in all material respects.
Seattle, Washington
February 13, 2024