As part of our plan to get back to Starbucks, we are engaging with our customers in more meaningful ways and leaning into the fandom of the brand and the menu – from the recent launch of the Starbucks secret menu in the app to bringing back fan-favorite flavors, such as raspberry. We heard loud and clear that raspberry syrup was beloved and missed in the U.S., so we brought it back as a flavor drop for a limited time starting on July 29.
The return of raspberry is already a standout and is performing nearly three times better than when it was previously on the menu as a core item. The fandom is showing through on social as well with nearly 1 million engagements on Starbucks social channels. Our Raspberry Cream Cold Brew TikTok became our #1 most sharedTikTok of the year so far, and we highlighted a fan-favorite from over a decade ago – a vanilla bean creme Frappuccino® Blended Beverage with raspberry syrup (aka the Cotton Candy Frappuccino on the secret menu). It is now our most saved TikTok of the year so far.
And it doesn’t stop there. This past quarter, cold foam sales grew 23% year-over-year and cold foam has become one of the most popular ways our customers personalize their drinks; it is now used in oneout of every seven beverages. Customers were delighted by the Raspberry Cream Cold Brew, and we can’t wait to roll out the new Protein Cold Foam platform later this year. Summer’s success is a testament to how well we bring innovation to life in every cup.
We look forward to carrying this momentum forward as PSL season draws near—and you will see more flavor drops coming in the future.
At Starbucks, we’re proud to be at the forefront of inclusive design in the retail industry. Our Inclusive Spaces Framework—developed in collaboration with partners (employees), customers, and accessibility experts—is being recognized as the “Gold Standard” by national disability rights leaders, including former U.S. Representative Tony Coelho, a principal author of the Americans with Disabilities Act (ADA).
This recognition follows Starbucks recent announcement as a founding member of The Access Coalition, a cross-industry initiative aimed at driving inclusive innovation in both physical and digital retail spaces. The Framework led by Starbucks provides comprehensive guidance—from power-operated doors and optimized acoustics and lighting, to equipment design and point-of-sale systems—designed to create welcoming environments for all.
“Last year while in Washington, DC, I toured the Starbucks coffeehouse in the Union Market District…From the moment I walked in, to when I wrote my order while engaging with the deaf barista over the lower and easier to access counter, to seeing my order displayed on the status board next to an easier to reach handoff, the entire store is more comfortable and creates a sense of belonging,” shared Tony Coelho. “The store’s accessibility creates a better environment for everyone, not just people with disabilities.”
Since our earliest days, Starbucks has fostered a culture of warmth and belonging– a place where everyone is welcome. This includes Starbucks collection of artwork featured at coffeehouses that celebrate accessibility and inclusion, 23 Signing Coffeehouses across the globe, free access to Aira services that help blind or low vision customers navigate the cafes and Disability Advocacy Partner Network (employee resource group) which has contributed to the success of all Starbucks partners and the company since 2016.
Our Inclusive Spaces Framework builds on this legacy, offering scalable, open-sourced solutions that can be adopted across the retail industry. It also helped lay the foundation for The Access Coalition, which continues the spirit of the ADA by promoting accessibility in communities everywhere.
Learn more about how Starbucks and The Access Coalition are carrying forward the legacy of the ADA here.
Starbucks chairman and chief executive officer Brian Niccol welcomed founder Howard Schultz at the Starbucks Support Center in Seattle yesterday during a “Quarterly Connect” with partners (employees). Schultz offered his invaluable perspective and hard-earned wisdom on what it takes to transform a business. He also discussed the unmatched power of Starbucks culture, the critical importance of setting and upholding high standards, and above all, the enduring commitment to our green apron partners and the customers we serve.
“The world needs Starbucks,” Schultz said. “Bringing back the third place, bringing back the stores that are welcoming, creating an environment that’s really there for everyone. This is what we need to do as a company, and once we do, the glory of Starbucks is going to be back.”
Schultz also shared, “I’m here to tell you that I believe in the future of the company. I believe in what Brian’s doing, and all of us need to be facing the same direction, tied to the hip, embracing the coffee, embracing the strategy, and executing what we need to do to make Starbucks the place we all love and admire.”
The galvanizing event kicked off with a coffee tasting of an exclusive dark-roast coffee from Hacienda Alsacia and an invitation for partners who are certified Coffee Masters to apply for next year’s Origin Experience in Costa Rica. It also featured an update on Back to Starbucks from chief operating officer Mike Grams, with highlights from the Green Apron Service model rollout and a panel discussion with Starbucks regional vice presidents from across the United States.
“The Partner Experience survey is at a five-year high, people are feeling really good about what is going on. The energy inside the coffeehouses is the best I’ve ever seen.” Grams said.
At Starbucks, health and wellness isn’t a trend — it’s a commitment. We’ve long believed that our customers deserve choices that support their lifestyles, and we’re continuing to evolve our menu to reflect that belief. Our journey in health and wellness is accelerating – and innovation is at the heart of it.
One of the ways we’re moving fast is through the Starting 5, a new program in which a lineup of five coffeehouses test new innovations before they roll out nationally. This disciplined, customer-first approach to innovation allows us to gather real-time feedback from customers and partners as we work to build platforms with long-term potential.
Recent Starting 5 tests include:
Protein Cold Foam: A creamy, protein – packed cold foam topping with approximately 15 grams of protein – designed to add nutritional value without compromising flavor.
Coconut Water-Based Beverages: Coco Matcha and Coco Cold Brew offer hydration and tropical refreshment, showcasing how we’re reimagining cold beverages with high-quality ingredients.
These tests are part of a broader transformation. In the past year alone, we’ve:
Removed the extra charge for non-dairy milk customizations.
Eliminated sugar from our matcha powder, giving customers control over sweetness.
Added a vegan Spicy Falafel Pocket to our core menu.
Launched new ready-to-drink options like Starbucks® Iced Energy (5 calories, 0g sugar) and Starbucks® Frappuccino® Lite Coffee Drink (100 calories, no added sugar).
The response has been powerful. After removing sugar from our matcha powder, we saw a nearly 40% increase in matcha beverage sales, showing that customers are embracing health and wellness-forward choices.
Starbucks commitment to health and wellness goes back over a decade, from removing high fructose corn syrup, artificial dyes, flavors and artificial trans fats to today’s innovations that reflect evolving customer needs. Whether it’s protein cold foam or plant-based menu additions, we’re proud to lead in this space.
Starbucks is bringing more warmth, connection, and care to every cup. Starting with the first phase in mid-August, Green Apron Service is launching across Starbucks company owned and operated coffeehouses nationwide. It’s all about making every visit feel personal, whether it’s a friendly smile, remembering your name, or making your day just a little bit better. We’re giving our partners the time, tools, and support to hone their craft and connect with customers.
And it’s already making a difference. In just eight weeks of piloting Green Apron Service in 1,500 stores, we’ve seen faster service, stronger customer connections, and more engaged partners. This isn’t just a new way of working—it’s a return to what makes Starbucks special: human connection. With innovative tools like Smart Queue and a renewed focus on people, we’re reimagining the Starbucks Experience for everyone—one cup, one connection, one coffeehouse at a time.
Starbucks chairman and chief executive officer, Brian Niccol, shared the following message with Starbucks partners (employees):
Partners,
As we continue to execute our Back to Starbucks plan and work to turn around the business, I want to share important updates on behalf of our executive leadership team – specifically regarding in-office expectations and work locations for our support partners and people managers.
Working in our offices
We will shift from required three days in office to minimum of four days in office:
Common days will be Monday, Tuesday, Wednesday and Thursday; this applies to our Seattle and Toronto Support Centers as well as North America regional offices.
To give partners time to adjust, this expectation will begin with the new fiscal year. We’ll share more details before October, including our plans to ensure everyone has an assigned dedicated desk.
Remote work
We want leaders and people managers to be physically present with their teams.In February we asked all vp+ leaders working remotely to begin relocating to Seattle or Toronto. We are now extending this requirement to all Support Center people leaders who will be expected to be based in Seattle or Toronto within 12 months.
We are not asking individual contributors to relocate but as we shared earlier this year, hiring for future rolesand lateral moves will require partners to be Seattle or Toronto based.
Where roles need to be in a specific geography, we will maintain “in-market roles” based on ELT approvals.
At Starbucks, coffee and human connection are at our core. We believe in the power of connection not just in our coffeehouses, but in how we work together as support partners.
We are reestablishing our in-office culture because we do our best work when we’re together. We share ideas more effectively, creatively solve hard problems, and move much faster. Being in person also helps us build and strengthen our culture. As we work to turn the business around, all these things matter more than ever.
We know your work may take you outside the office, including visiting stores, meeting suppliers, or other business travel. You should continue to go where you need to go to be successful. We also know you sometimes need to step out or leave early to attend an event at your kid’s school, see the doctor, or handle other personal matters. That’s expected and completely okay. But the default for support partners should be working in person, in a Starbucks office, alongside your team and cross-functional partners.
We understand not everyone will agree with this approach. We’ve listened and thought carefully. But as a company built on human connection, and given the scale of the turnaround ahead, we believe this is the right path for Starbucks.
We’re driving significant change across the company while staying true to our core values. We know we’re asking a lot of every partner as we work to turn the business around. And we understand that the updated in-office culture may not work for everyone.
If you decide you want to leave Starbucks for any reason, we respect that. To support those who decide to “opt out,” we’re offering a one-time voluntary exit program with a cash payment for partners who make this choice. Sara Kelly will share more details soon.
My hope is that you are feeling the progress that we are making, that you hear from our coffeehouse partners about the momentum and energy they see, and that you are excited about the future. We have much more to do, but we are making real progress thanks to your hard work.
On behalf of the executive leadership team, thank you for everything you are doing.
Starbucks chairman and chief executive officer, Brian Niccol, shared the following message with Starbucks partners (employees):
Partners,
This week, we welcomed Dr. Dambisa Moyo and Marissa Mayer to the Starbucks Board of Directors. They bring a global perspective, fresh thinking and deep experience in areas that matter to our future—technology, transformation and innovation.
Dambisa is a globally recognized economist with more than 30 years of experience in international finance and policy. She’s worked with the World Bank, Goldman Sachs and served on the boards of several major companies. Her insights into global markets and sustainable development will help us grow responsibly and with purpose in every community we serve.
Marissa is a tech innovator and entrepreneur. She’s the founder and CEO of Sunshine AI, previously led Yahoo! and spent over a decade at Google. She brings a deep understanding of how digital tools can create a more personal connection with customers and better support our partners.
Dambisa and Marissa are joining us at an important moment in our turnaround. They believe in the power of human connection and in building for the long term. And their insights will be a big asset to our world-class Board as we accelerate our “Back to Starbucks” strategy and shape our future growth.
Please join me in welcoming Dambisa and Marissa to Starbucks.
After 17 years with Starbucks, I’ve seen a lot — store closures, transformations and everything in between. But LE25 was something special. It wasn’t just a celebration of where we’ve been; it was a launchpad for where we’re going. And I’m leaving inspired, energized and ready to lead forward.
What stood out most to me over these two days was the clarity of purpose. There’s no secret formula to success here — it’s about living our values, showing up for each other and creating a space where both partners and customers feel seen. That’s what I’m bringing back to my store in Illinois.
One of the most powerful moments for me was hearing Mellody Hobson speak. Her story — her presence — was deeply moving. As a woman and a person of color, her journey from not having a seat at the table to becoming a leader who’s always had partners at heart reminded me that anything is possible. She’s been with us through so much, and her commitment to this company is inspiring.
And then there was Howard. Seeing him on stage alongside Brian Niccol, both aligned in their message, was incredibly grounding. It reminded me that we don’t need to reinvent who we are — we just need to lead with connection and care. That alignment gave me confidence that we’re on the right path.
Being on stage as part of the Starting Five was surreal. I never imagined I’d be in that position, representing the work we’ve done and the direction we’re heading. It was an honor to stand beside other store managers and leaders like our coo Mike Grams, who truly listens and cares about what’s happening in our stores. That moment wasn’t just about recognition—it was about showing what’s possible when we stay close to the work and lead with intention.
I’ve already started doing the work with my team — owning our business, setting clear expectations and building a culture of accountability. But now, I’m thinking about how to elevate that. I plan to connect with every partner one-on-one and share what I experienced. I want them to know how important they are to our success and how much I need them with me on this journey. We all have to be all in.
Green Apron Service helped us see what’s possible when we focus on excellence at every point of connection. With the right labor and the right mindset, we created a better partner experience, which led to a better customer experience. It wasn’t about doing more — it was about doing what matters, with intention. LE25 reminded me that leadership isn’t about having all the answers. It’s about being present, staying curious and creating space for others to grow. That’s what I’m taking back to my store. I’m not just leading a team — I’m building a community where everyone feels empowered to deliver their best.
I just came out of a general session at our Leadership Experience, and I’ve got to say — it hit home in a big way.
This session brought me back to the heart of the “Back to Starbucks” movement. Hearing Howard Schultz and Brian Niccol speak reminded me why we do what we do. It’s not about selling coffee. It’s about creating connection. That’s what makes this leadership experience different from anything else I’ve experienced. We’re not just talking about strategy. We’re talking about soul.
Howard talked about exceeding expectations not only for customers, but for our partners first. That’s the kind of leadership that sticks. When we invest in our people, they turn around and create unforgettable moments for our customers. That’s how we reclaim our brand — no gimmicks, just purpose.
Brian’s vision of two chairs’ — one for the partner and one for the customer — perfectly aligns with our mission. We’re not just in the coffee business. We’re in the people business. And when those two worlds collide with intention, the impact is powerful.
When Mike Grams talked about Green Apron Service today, I took away the importance of making connections personable while being able to show up and be who you truly are; focusing on customers through every channel while making our role as leaders more simplified to make it easier to service our customers. Partners and customers are at the forefront of our mind with decision-making, which leads to consistency with customers every day in every store. Doing the right thing for the customers through doing the right thing for our partners, which finally leads to connecting with our customers in ways that will keep them coming back. Hospitality truly is green apron service.
Then came Will Guidara, who reframed everything with one simple idea: “Generosity given is generosity received.” As a store manager, that resonated with me. Every touchpoint matters. Every moment is a chance to be generous, to be intentional, to build something lasting.
As LE25 comes to a close, perhaps Howard said it best: “Hospitality is about being creative and intentional in the pursuit of continuous relationships.” That’s what this experience is about. It’s not just a conference — it’s a call to lead differently.
And that’s what makes this leadership investment industry-leading. It’s not just about what we learn — it’s about how we live it, every day, in every store, with every partner and customer.
After three days of intense competition at the Starbucks Global Barista Championship, focusing on craft, quality and connection, and in front of a crowd of more than 14,000 Starbucks partners (employees) in Las Vegas, it was an electrifying moment on stage with Nobuki Shimode, representing Japan, being crowned the first Starbucks Global Barista Champion! Nobuki delivered a winning performance, showcasing world-class skills leading coffee tastings, sharing coffee knowledge and stories of connection as well as crafting a signature beverage, the Blooming Yuzu Espresso.
To deepen the impact in the community of each contestant, The Starbucks Foundation will be awarding a $10,000 grant to a nonprofit organization in each of the 12 contestant’s regions. As the winner of the Starbucks Global Barista Championship, Nobuki will receive the opportunity to experience the six Starbucks Reserve Roasteries around the world (Chicago, Milan, New York City, Seattle, Shanghai and Tokyo). He will also have the unique opportunity to co-create a beverage for Starbucks coffeehouses to be released in the near future.
For more than a decade, Starbucks partners around the world have been competing in regional competitions. This was the first year for a global championship, celebrating what Starbucks baristas do every day—from building community and working together to creating connections with customers, to crafting high-quality coffee.
Check out highlights from the final competition here.
