Latest news with #LE25
Yahoo
2 days ago
- Business
- Yahoo
Starbucks to deploy enhanced staffing model across North America
Global coffee house chain Starbucks chairman and CEO Brian Niccol is implementing a new staffing and service framework across the entire network of 18,000 outlets in North America. Niccol told Reuters that the company aims to deploy and complete the initiative by the close of summer 2025 - an advancement from the original strategy which targeted only a third of US locations by the end of the year. During the earnings call, Niccol stated: 'We'll launch a pilot across 700 stores looking at staffing levels to improve our Green Apron partners' ability to serve'. He went on to say that pilot tests have demonstrated a rise in sales with the new model. The Green Apron blueprint encompasses the integration of in-store technological solutions designed to sequence orders with greater efficiency, alongside the allocation of a specialised barista to exclusively manage drive-through orders. The company has gathered more than 14,000 coffeehouse leaders from across North America in Las Vegas for a three-day event on 10 June and 11 June. Leadership Experience 2025 (LE25) is led by Niccol and COO Mike Grams and is the company's largest leadership event to date. LE25 is a major step in Starbucks' turnaround strategy, which is focused on exceptional service, simplified routines and deeper customer connections. The event aims to set new customer service standards and reinforce the company's commitment to hospitality, targeting a four-minute wait time without sacrificing the warmth of the Starbucks experience. At the summit, Niccol told Reuters: 'We've learned, and now we know what we need to do, so let's scale it.' Grams stated that since the introduction of the "Back to Starbucks" strategy in September 2024, customers have noticed improvements: 'welcoming spaces, more confident baristas, faster service and the return of small but meaningful personal touches such as like ceramic mugs, and handwritten notes on cups, a more consistent dress code, and a much-loved customer favourite: the condiment bar." The strategy aims to revitalise the brand by enhancing the unique coffeehouse experience for which Starbucks is known. The company's initial efforts have concentrated on improving the store experience in the US and Canada. However, Starbucks is also evaluating the structure and size of its global support teams as part of its transformation efforts. The "Back to Starbucks" initiative has yielded positive results, with record-high shift completion rates, turnover rates below industry average and rising partner engagement scores. An internal survey has revealed that 84% of US store partners participated, with a majority recommending Starbucks as a great place to work. Grams went on: 'LE25 is our moment to recommit to a culture of hospitality and excellence. We're making progress, have real momentum with our 'Back to Starbucks' plan and are on the right track to turn the business around.' 'We're listening and testing in the coffeehouse, and then applying our learnings to scale quickly and enhance the customer and partner experience." In May 2025, private sector union United Steelworkers (USW) negotiated initial collective bargaining agreements for five newly unionised Starbucks locations in Ontario, Canada. "Starbucks to deploy enhanced staffing model across North America" was originally created and published by Retail Insight Network, a GlobalData owned brand. The information on this site has been included in good faith for general informational purposes only. It is not intended to amount to advice on which you should rely, and we give no representation, warranty or guarantee, whether express or implied as to its accuracy or completeness. You must obtain professional or specialist advice before taking, or refraining from, any action on the basis of the content on our site. Sign in to access your portfolio
Cision Canada
3 days ago
- Business
- Cision Canada
Leadership Experience 2025: Starbucks Rallies 14,000 North America Coffeehouse Leaders to Accelerate its 'Back to Starbucks' Strategy
TORONTO, June 10, 2025 /CNW/ - This week, Starbucks is hosting over 14,000 coffeehouse leaders from across North America at Leadership Experience 2025 (LE25) in Las Vegas—its largest leadership gathering ever and the first under chairman and CEO Brian Niccol and COO Mike Grams. "Getting 'Back to Starbucks' means refocusing on what has always set us apart — a welcoming coffeehouse where people gather, and where we serve the finest coffee, handcrafted by our skilled baristas," said Niccol. "We are bringing together our coffeehouse leaders from across North America to celebrate, empower and equip them to accelerate our transformation. The coffeehouse experience defines the Starbucks brand, and these leaders and their teams bring that experience to life for millions of customers every day." A New Era of Leadership and Customer Experience LE25 is an important milestone for Starbucks. Over three days, coffeehouse leaders will engage in immersive workshops, connect over new ways of working, hear directly from company leaders, and experience the first-ever Starbucks Global Barista Championship, celebrating craft, connection, excellence at its best. The event will accelerate Starbucks turnaround—centered on exceptional service, simplified routines, and deeper customer connections. Leaders will explore new innovations, clearer customer service standards, and a renewed focus on hospitality, including a goal of four-minute wait times – without compromising the warmth and connection that define the Starbucks Experience. "This isn't just a reset—it's a recommitment to who we are when we are at our best," said Grams. "LE25 is our moment to recommit to a culture of hospitality and excellence. We're making progress, have real momentum with our "Back to Starbucks" plan and are on the right track to turn the business around." Since launching its Back to Starbucks strategy nine months ago, customers are already feeling the difference, with welcoming spaces, more confident baristas, faster service, and the return of small but meaningful touches like ceramic mugs, handwritten notes on cups, a more consistent dress code, and a much-loved customer favourite: the condiment bar. "Our turnaround is rooted in listening—to partners and customers—and taking action on what we hear," added Grams. "We're listening and testing in the coffeehouse, and then applying our learnings to scale quickly and enhance the customer and partner experience." Leading with Partners, Winning with Customers Starbucks continues to be a leader in partner (employee) care, offering competitive pay and industry-leading benefits such as a recently launched paid parental leave top-up benefit for all eligible Canadian store partners, equity in the form of stock, $5,000 in mental health benefits for eligible partners and more. Additionally, as part of its focus on making Starbucks the best job in retail, the company has established a goal to hire 90% of retail leaders from within, fostering a culture of growth and opportunity. "We believe a great partner experience fuels the customer experience," said Grams. "We always have more work to do, but our partners are rallying behind Back to Starbucks and telling us they like what they see. When our partners feel supported, our customers notice the difference too." Coffee and Craft Take Center Stage LE25 kicks off today with Starbucks largest-ever coffee tasting, featuring a first taste of the new Starbucks 1971 Roast™, available in the U.S. and Canada this Winter. The company is also celebrating the impact of its investment in the Global Farmer Fund, supporting long-term sustainability across Origin communities. LE25 will also spotlight the first-ever Starbucks Global Barista Championship— a celebration of Starbucks baristas who embody the company's commitment to community, connection and craft. Over the three-day competition, 12 baristas from around the world will showcase their coffee passion and expertise through a variety of skills and knowledge-based competitions. "We're returning to what made us iconic: handcrafted coffee, human connection, and a relentless focus on excellence," said Niccol. "We're reigniting the soul of Starbucks, together." Giving Back in Las Vegas This week, Starbucks is demonstrating how major events can be designed with sustainability and community in mind. LE25 is powered by 100% renewable electricity sourced within 500 miles of Las Vegas. Starbucks will donate any surplus food to its FoodShare partner Three Square Food Bank, divert food waste and coffee grounds from the event to local farms, and plant 10 trees per attendee to support reforestation efforts in South American coffee-growing communities. The Starbucks Foundation will invite attendees to vote for five local Las Vegas organizations to receive grants, with an estimated $100,000 to be donated to causes like hunger relief, homelessness, youth empowerment and more. The Starbucks Foundation is also donating a $10,000 Neighborhood Grant to each Barista Championship contestant's chosen nonprofit.
Yahoo
3 days ago
- Business
- Yahoo
Leadership Experience 2025: Starbucks Rallies 14,000 North America Coffeehouse Leaders to Accelerate its 'Back to Starbucks' Strategy
TORONTO, June 10, 2025 /CNW/ - This week, Starbucks is hosting over 14,000 coffeehouse leaders from across North America at Leadership Experience 2025 (LE25) in Las Vegas—its largest leadership gathering ever and the first under chairman and CEO Brian Niccol and COO Mike Grams. "Getting 'Back to Starbucks' means refocusing on what has always set us apart — a welcoming coffeehouse where people gather, and where we serve the finest coffee, handcrafted by our skilled baristas," said Niccol. "We are bringing together our coffeehouse leaders from across North America to celebrate, empower and equip them to accelerate our transformation. The coffeehouse experience defines the Starbucks brand, and these leaders and their teams bring that experience to life for millions of customers every day." A New Era of Leadership and Customer ExperienceLE25 is an important milestone for Starbucks. Over three days, coffeehouse leaders will engage in immersive workshops, connect over new ways of working, hear directly from company leaders, and experience the first-ever Starbucks Global Barista Championship, celebrating craft, connection, excellence at its best. The event will accelerate Starbucks turnaround—centered on exceptional service, simplified routines, and deeper customer connections. Leaders will explore new innovations, clearer customer service standards, and a renewed focus on hospitality, including a goal of four-minute wait times – without compromising the warmth and connection that define the Starbucks Experience. "This isn't just a reset—it's a recommitment to who we are when we are at our best," said Grams. "LE25 is our moment to recommit to a culture of hospitality and excellence. We're making progress, have real momentum with our "Back to Starbucks" plan and are on the right track to turn the business around." Since launching its Back to Starbucks strategy nine months ago, customers are already feeling the difference, with welcoming spaces, more confident baristas, faster service, and the return of small but meaningful touches like ceramic mugs, handwritten notes on cups, a more consistent dress code, and a much-loved customer favourite: the condiment bar. "Our turnaround is rooted in listening—to partners and customers—and taking action on what we hear," added Grams. "We're listening and testing in the coffeehouse, and then applying our learnings to scale quickly and enhance the customer and partner experience." Leading with Partners, Winning with CustomersStarbucks continues to be a leader in partner (employee) care, offering competitive pay and industry-leading benefits such as a recently launched paid parental leave top-up benefit for all eligible Canadian store partners, equity in the form of stock, $5,000 in mental health benefits for eligible partners and more. Additionally, as part of its focus on making Starbucks the best job in retail, the company has established a goal to hire 90% of retail leaders from within, fostering a culture of growth and opportunity. "We believe a great partner experience fuels the customer experience," said Grams. "We always have more work to do, but our partners are rallying behind Back to Starbucks and telling us they like what they see. When our partners feel supported, our customers notice the difference too." Coffee and Craft Take Center Stage LE25 kicks off today with Starbucks largest-ever coffee tasting, featuring a first taste of the new Starbucks 1971 Roast™, available in the U.S. and Canada this Winter. The company is also celebrating the impact of its investment in the Global Farmer Fund, supporting long-term sustainability across Origin communities. LE25 will also spotlight the first-ever Starbucks Global Barista Championship— a celebration of Starbucks baristas who embody the company's commitment to community, connection and craft. Over the three-day competition, 12 baristas from around the world will showcase their coffee passion and expertise through a variety of skills and knowledge-based competitions. "We're returning to what made us iconic: handcrafted coffee, human connection, and a relentless focus on excellence," said Niccol. "We're reigniting the soul of Starbucks, together." Giving Back in Las VegasThis week, Starbucks is demonstrating how major events can be designed with sustainability and community in mind. LE25 is powered by 100% renewable electricity sourced within 500 miles of Las Vegas. Starbucks will donate any surplus food to its FoodShare partner Three Square Food Bank, divert food waste and coffee grounds from the event to local farms, and plant 10 trees per attendee to support reforestation efforts in South American coffee-growing communities. The Starbucks Foundation will invite attendees to vote for five local Las Vegas organizations to receive grants, with an estimated $100,000 to be donated to causes like hunger relief, homelessness, youth empowerment and more. The Starbucks Foundation is also donating a $10,000 Neighborhood Grant to each Barista Championship contestant's chosen nonprofit. To follow along and learn more about the highlights from this week's events, follow us on Leadership Experience 2025 Starbucks Global Barista Championship SOURCE Starbucks Coffee Company View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Al-Ahram Weekly
18-02-2025
- Business
- Al-Ahram Weekly
Public-private negotiations on housing - Economy - Al-Ahram Weekly
Negotiations are underway between the government and the private sector to build new social-housing units The private real-estate sector is anticipating the announcement of a new initiative by the Ministry of Housing, Utilities, and Urban Communities aimed at accelerating the development of social-housing units. The initiative will allocate land to private sector real-estate developers, with 30 per cent of the designated area reserved for the construction of social-housing units to be marketed through the Social Housing Fund, said Tarek Shoukri, head of the Real Estate Development Chamber at the Federation of Egyptian Industries and Vice Chair of the Housing Committee in the House of Representatives. Mohamed Al-Bustani, head of the New Cairo and Administrative Capital Developers Association, said that the initiative was proposed by the Real Estate Developers Association as a solution to the housing crisis. He added that the state would provide land to developers, who would undertake construction, while the government would receive a designated number of units. He noted that a similar initiative had been implemented during former president Hosni Mubarak's tenure, adding that such housing was much needed given that it serves approximately 90 per cent of the population. Marwan Faris, a member of the Real Estate Investment Division and a developer in New Cairo, said the initiative would be attractive for investors, especially with the rise in construction costs by 45 per cent, increasing bank interest rates, and escalating land prices. The initiative could ease the burden on developers by providing access to land without the constraints of upfront payments and installment costs, he pointed out. Within the framework of the initiative, the private sector would receive land from the government at around LE13,000 per square metre. At present, developers often acquire land from private owners at higher rates, reaching up to LE25,000 per square metre. Bearing in mind that the cost of land accounts for nearly 50 per cent of a developer's total expenses, Al-Bustani said that this would help to cut the final price of the finished units. Alaa Fikri, a member of the Real Estate Investment Division, said that current market fluctuations make it difficult to determine the construction cost per square metre. The changing prices of labour, energy, and raw materials add to the problem, besides regional political developments. With daily and hourly labour wage rates continuously changing, Fikri said it was nearly impossible to make accurate financial calculations over the next six months. At present, lower-income applicants can secure housing via the real-estate financing system at an annual interest rate of eight per cent, while middle-income applicants are subject to a 12 per cent annual interest rate. A minimum down payment of 20 per cent is required, with installments extending up to 20 years. The lower-income classes are classified as people with an annual income of LE144,000 (LE12,000 per month) for individuals and LE180,000 (LE15,000 per month) for families. Meanwhile, middle-income classes have an annual income of LE240,000 (LE20,000 per month), with families in this category earning up to LE300,000 annually (LE25,000 per month). According to Al-Bustani the Urban Communities Authority is responsible for extending utilities to the outskirts of newly developed areas, while the investor must bear the cost of infrastructure within the allocated land. Faris noted that for the initiative to succeed, the designated plots must be situated in proximity to urban areas rather than in remote desert locations. He argued that placing the projects in isolated areas would necessitate the involvement of larger companies capable of leveraging their established market presence to facilitate sales. He advocated allocating the land closer to existing urban developments and ensuring that the participating companies have a strong track record, having successfully delivered previous projects on schedule. Fikri referred to an earlier proposal submitted by the Real Estate Investment Division that suggested developing plots of up to 100 square metres for state-owned housing, while allowing investors to construct their own projects on the remaining land. He said that this model could benefit both the government and the private sector, as the Ministry of Housing would acquire residential units at no direct financial cost, while developers would secure land without upfront expenses in exchange for constructing state-owned housing units. The state should conduct a rigorous technical evaluation of investors before awarding them contracts to participate in the initiative, he said, with this considering the developer's track record, adherence to project deadlines, and financial management capabilities. Land currently offered to investors is available only in limited quantities and is priced in US dollars, with short installment plans, Fikri stated, adding that this imposes significant financial burdens. Such land is either auctioned off or sold in foreign currency, with allocation periods extending to seven or nine months, making it challenging for companies to secure plots. Fikri said there had been a noticeable decline in the number of social-housing units being offered by the state due to a reduction in surplus stock. In 2014, the government launched its One Million Social Housing Unit project and has been implementing it since then. During the rule of former president Mubarak, the government introduced a social-housing model in partnership with the private sector that provided units not exceeding 63 square metres. While developers were granted flexibility in interior finishing, they were required to maintain designs akin to residential compounds and incorporating green spaces. Sales were conducted through private companies, which engaged in competitive pricing strategies to attract buyers. * A version of this article appears in print in the 20 February, 2025 edition of Al-Ahram Weekly Short link:
