2001 - Starbucks Coffee Company
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[Pages:28]ABOUT THIS REPORT The information in this Report is for fiscal year 2001 (October 2, 2000, through September 30, 2001) and covers Starbucks companyoperated retail and distribution operations in North America and sourcing activities in coffee-origin countries. Other than some company-wide financial information, Starbucks specialty operations and international retail markets are not included in this Report. Starbucks North American operations include Canada and the U.S., excluding Hawaii.
At Starbucks, the choices we make and actions we take are a reflection of our core values. To become what Starbucks is today--the leading retailer, roaster and brand of specialty coffee-- took the vision to create a values-driven coffee company inspired by passion, dedicated to quality and guided by exceptionally strong principles.
Starbucks aspires to be recognized as much for our commitment to social responsibility as we are for the quality of our coffee. We've focused our efforts on improving social and economic conditions for coffee farmers; minimizing our environmental impact; making a positive contribution in the communities where we do business; and providing a great work environment for our partners (employees).
Throughout our 30-year history, we have been committed to social responsibility. Today, with the strength of our brand in the marketplace, Starbucks has an opportunity to lead by example. Our responsibility starts with being accountable to Starbucks stakeholders--our partners, customers, shareholders, suppliers, community members and others--and communicating openly about our business practices and performance. We are, therefore, publishing our first annual Corporate Social Responsibility Report to communicate the way we do business.
Our goal throughout this Report is to provide information to our stakeholders about our policies and practices, and to provide, when possible, measures of our performance. By publishing this Report, Starbucks joins a small but growing number of companies that are assessing their corporate citizenship, taking measures to provide transparency on performance and being accountable to stakeholders. We realize that every day we must conduct our business in ways that earn your admiration and trust. We hope this Report helps us to do just that.
Alan Abramowitz Photography
Howard Schultz chairman and chief global strategist
Orin C. Smith president and chief executive officer
Table of Contents
RESPONSIBLE BUSINESS PRACTICES
The Business Case for Social Responsibility
Sustainability is Essential to Our Success
Sourcing in Origin Countries
Social Investments in Origin Countries
Commitment to Origins
Minimizing Our Environmental Impact
11 Working with Our Suppliers
13 Listening to Our Stakeholders
INVESTING IN OUR COMMUNITIES 17 Part of the Neighborhood 18 Community Investments 21 The Starbucks Foundation
INVESTING IN OUR PARTNERS 23 Creating a Strong Workplace Environment
Starbucks Mission Statement
To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles as we grow.
The following six guiding principles will help us measure the appropriateness of our decisions:
? Provide a great work environment and treat each other with respect and dignity.
? Embrace diversity as an essential component in the way we do business.
? Apply the highest standards of excellence to the purchasing, roasting and fresh delivery of our coffee.
? Develop enthusiastically satisfied customers all of the time.
? Contribute positively to our communities and our environment.
? Recognize that profitability is essential to our future success.
Responsible Business Practices
CSR Fiscal 2001 Report 3
THE BUSINESS CASE FOR SOCIAL RESPONSIBILITY
Starbucks defines corporate social responsibility as conducting our business in ways that produce social, environmental and economic benefits to the communities in which we operate. In the end, it means being responsible to our stakeholders.
There is growing recognition of the need for corporate accountability. Consumers are demanding more than "product" from their favorite brands. Employees are choosing to work for companies with strong values. Shareholders are more inclined to invest in businesses with outstanding corporate reputations. Quite simply, being socially responsible is not only the right thing to do; it can distinguish a company from its industry peers.
Given that there are positive returns for being a socially responsible company, Starbucks believes it makes sense to view our actions in terms of investments. By investing in sustainable business practices and the origin countries that provide our coffees, we encourage a continued high-quality supply. In the communities where we do business, we invest in local organizations to improve the quality of life. And by investing in our partners, through competitive wage and benefit structures, and opportunity for stock ownership, we have an edge in attracting and retaining qualified, productive employees--and that helps reduce our hiring, training and other turnover costs.
In the end, there is no conflict between doing good and doing well.At Starbucks, we believe the two go together.
Fiscal 2001--October 2, 2000 to September 30, 2001:
(Information below represents total company unless noted)
Total net revenues: $2.6 billion
Net earnings: $181 million
Earnings per share: $0.46
Total income taxes: $108 million
Stock price (high/low): $25/$14
Number of company-operated locations: 2,971 (North America)
Number of partners (employees): 54,000 (North America)
Location of Starbucks corporate headquarters: Seattle
SUSTAINABILITY IS ESSENTIAL TO OUR SUCCESS
Coffee is second only to water as the world's most popular drink, with more than 400 billion cups consumed every year. Coffee is a giant industry employing 20 million people globally, and ranks as the second most traded commodity on the planet after petroleum.
Traditionally, Starbucks has purchased our coffees at premiums over the world's commodity market prices (or the "New York C," which is the worldwide reference used by coffee traders for commodity-grade coffee).The premiums we pay vary by the type of coffee, as well as the overall quality of that particular coffee, relative to the quality of "NewYork C" commodity-grade.
During the past year, a worldwide surplus of coffee has dramatically reduced wholesale prices. At the end of fiscal 2001, prices paid for coffee on the "NewYork C" had dipped to $0.48/lb--a level not seen in nearly 30 years.
Opposite page (top)--Starbucks Coffee Company worldwide headquarters, known within the company as the Starbucks Support Center, located in Seattle.
Opposite page (bottom)--El Triunfo Biosphere Reserve, Chiapas, Mexico, where Starbucks Shade Grown Mexico coffee is produced.
Responsible Business Practices
Percentage of Total Coffee Purchased
MaryWilliams, Starbucks senior vice president of coffee, meets with Hector Cortez in the Atitlan region of Guatemala while on one of her many coffee buying trips.
Outright Long-term Direct prices* contracts* purchases*
80% 70% 60% 50% 40% 30% 20% 10% 0% Fiscal 2001 Fiscal 2002
* Not mutually exclusive
This price drop affects all growers, particularly those with small family farms that produce nearly three-fourths of the world's coffee supply. Starbucks purchases our coffee from many of these small, multigeneration farms, paying premium prices that enable farmers to provide for their families and maintain their family farms. As Starbucks business expands, so does our need for the coffee they grow.
While Starbucks purchases about one percent of the global coffee supply, our purchases are for only the highest quality arabica coffee beans grown in the world. Because of Starbucks exceptionally high standards for quality coffee, one of our most critical needs is to secure a long-term supply of unroasted "green" coffee from the farmers we know and trust.The sustainability of their farms is intrinsically linked to our success.
Starbucks recognizes the importance of helping to ensure that coffee farmers have a sustainable livelihood. To address this challenge, we have moved away from "New York C"-based formula pricing, focusing on several strategies including:
? Securing more contracts based on outright, negotiated prices.
? Negotiating more long-term contracts.
? Increasing the amount of coffee purchased directly from farms and cooperatives.
? Assisting coffee farmers in gaining access to affordable credit.
? Introducing new coffee sourcing guidelines that reward farmers for using sustainable growing practices.
? Offering financial support for health and educational projects that directly benefit farmers and their communities.
? Expanding our sustainable coffee category, "Commitment to Origins," including Shade Grown Mexico and Fair Trade Certified coffees.
SOURCING IN ORIGIN COUNTRIES
Starbucks helps farmers improve their standard of living while ensuring a sustainable supply of high-quality coffee by purchasing at outright prices, signing long-term contracts and buying directly from farms and cooperatives (co-ops). For the coffee Starbucks purchased in fiscal 2001 and the contracts that Starbucks has negotiated for coffee purchases in fiscal 2002, Starbucks pays an average price of $1.20 per pound, excluding freight, for green coffee purchased in these ways.
Coffee prices can be negotiated either at outright prices or in relationship to the prevailing wholesale price. Starbucks preference today is to source coffee at outright prices.This provides stability and predictability for both buyers and sellers. In fiscal 2001, 12 percent of Starbucks coffee supply was purchased at outright prices. For the orders we placed in fiscal 2001 that will be delivered in fiscal 2002, 74 percent of our green coffee will be purchased at outright prices.
Long-term contracts with suppliers benefit both producers and Starbucks. Farmers are guaranteed attractive prices over multiple crop years, and Starbucks is able to secure future coffee supplies at predictable costs. During fiscal 2001, nearly three percent of Starbucks total supply of coffee was delivered through long-term contracts. For fiscal 2002 delivery, Starbucks has been able to increase the amount of coffee purchased under long-term contracts, negotiated at outright prices, to 31 percent.
CSR Fiscal 2001 Report 5
Small to midsize farms and co-ops provide most of the coffee beans for Starbucks coffees.We have visited many of these farms and built relationships with the growers. In fiscal 2001, nine percent of our total coffee supply was purchased directly from farms and co-ops, which ensured that more of the purchase price went to the farmers. Of the orders we've placed for fiscal 2002 delivery, 59 percent will be supplied directly from farms and co-ops and negotiated at outright prices.
Access to Credit
Cash flow is a critical issue for small farms. Farmers have little access to credit at competitive rates and are often forced to sell their crops prior to harvest. In fiscal 2001, Starbucks made $150,000 available through Ecologic Enterprise Ventures and the Conservation International (CI) Foundation to help sustain Mexican coffee farmers with pre- and post-harvest loans. This was augmented with $250,000 in post-harvest capital from CI's Conservation Enterprise Fund.
In fiscal 2002, Starbucks will help make $500,000 available to farmers through Ecologic Enterprise Ventures and the CI Foundation. An additional $1 million will be directed through Calvert Community Investments to provide credit at favorable rates to coffee farmers for their use in quality improvements and capital investments.
Coffee Sourcing Guidelines
At the end of fiscal 2001, Starbucks introduced new coffee sourcing guidelines developed in partnership with The Center for Environmental Leadership in Business, a new division of Conservation International.This represents a first for the coffee industry.
The guidelines involve a flexible point system coupled with financial incentives, rewarding coffee suppliers who meet strict environmental, social, economic and quality standards. Ultimately, coffee suppliers can earn preferred status with our coffee buyers. Because significant changes in origin countries require flexibility and patience, the guidelines are being introduced as a pilot program for the 2002 and 2003 crop years.
In fiscal 2001, Starbucks helped to provide loans to 516 small family farmers in Chiapas, Mexico.This financing enabled these farmers to sell more than 350,000 pounds of coffee at favorable prices.
Responsible Business Practices
SOCIAL INVESTMENTS IN ORIGIN COUNTRIES
One of the guiding principles in Starbucks mission statement is that the company will "contribute positively to our communities and our environment." We're committed to addressing social and environmental issues that affect the people and places that produce our coffees.
Through partnerships with organizations that share our concerns, we're able to make a difference in coffee-origin countries. We make long-term investments, such as building schools, health clinics, and coffee processing facilities to improve the well-being of families in coffee farming communities.
Our alliance with CARE, a nonprofit international relief and development organization, began in 1991. CARE connects us to parts of the world where our help can directly impact communities and provide needed relief in coffee- and tea-origin countries. In fiscal 2001, Starbucks contributed $120,000 to CARE. Over the years, Starbucks has contributed or helped raise more than $1.8 million for CARE programs, and touched the lives of approximately 2.7 million people in Africa, Latin America, and Southeast Asia. Starbucks continues to be one of CARE's largest North American corporate contributors.
In fiscal 2001, Starbucks provided $43,500 toward building a health clinic and school in Guatemala and a health clinic in East Timor. Here a local Guatemalan doctor examines her patient.
Ordered and Delivered
Starbucks retail partner Mathias Eichler stands behind our promotion of Starbucks Shade Grown Mexico coffee.
AMOUNT PURCHASED OF SHADE GROWN MEXICO
2000 2001 2002
1.5 Million* (lbs)
* Estimated for 2002 delivery
In fiscal 2001, Starbucks invested $327,500 in CI's Conservation Coffee program.These funds will help CI develop five new model projects in Latin America, Asia and Africa.This commitment of funds builds on the success Starbucks and CI achieved in Chiapas, Mexico, in preserving areas of high biodiversity and providing economic opportunities for small-scale farmers. In addition, Starbucks president and CEO Orin Smith provides his leadership and expertise to CI as a member of CI's Board of Directors.
COMMITMENT TO ORIGINS
One method to help ensure the social, economic and environmental sustainability of the farms that produce coffee is to purchase organic, Shade Grown Mexico and Fair Trade Certified coffees. These special coffees, which are independently certified or verified as such, are included in Starbucks Commitment to Origins category.
Starbucks Organic Costa Rica is certified and labeled as organic by Eco-Logica, an independent organic certification organization. Organic certification ensures consumers that the coffee has been grown without the use of synthetic chemicals for the prior three years. Due to the lengthy process and the cost of certification, many farmers from whom we purchase don't pursue certification, although their coffee is grown using traditional methods and without the use of herbicides and pesticides.
Starbucks offers Shade Grown Mexico coffee through a partnership with Conservation International and offers Fair Trade Certified coffee as part of our alliance with TransFair USA.
Shade Grown Mexico Coffee
Starbucks and Conservation International (CI) formed a partnership in 1998 to encourage the production of shade-grown coffee using ecologically sound growing practices that help protect biodiversity, and provide economic opportunities for small farmers.
CI has been a tremendous resource in this effort, enabling Starbucks to purchase Shade Grown Mexico coffee through CI's Conservation Coffee Program. In 2000, Starbucks and CI renewed this partnership for another three years at a commitment of at least $200,000 annually.
Although this is the only coffee that Starbucks identifies as "shade-grown," our coffee buyers estimate that roughly one-third of all Starbucks coffee is traditionally grown under the canopy of shade trees in tropical forests.
As a result of the Starbucks/CI partnership:
? Starbucks offered Shade Grown Mexico coffee through our U.S. companyoperated stores and on for the third year in a row.
? Farmers supplying Shade Grown Mexico received a 60 percent price premium over local prices for their coffee.
? The amount of shade-grown coffee being exported in 2001 has increased by 50 percent over the previous year.
? Since 1998, coffee-growing land preserved as tropical forests has increased by 220 percent.
Future Starbucks/CI goals include:
? Developing new CI Conservation Coffee projects in places where biodiversity is under severe threat. These include locations in Guatemala and Colombia, and later other coffee-growing regions around the world.
? Expanding the supply of shade-grown coffee to meet consumer demand and ensure year-round availability.
? Engaging leaders from the coffee world to collaborate on industry-wide guidelines for environmental and social quality.
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