Page 181 - The Starbucks Experience

PRINCIPLE 5

attitude, and work habits that will make them competent for
future employment.”
In nearby Malaysia, Starbucks leaders opened the Berjaya
Starbucks Coffee and HOPE Worldwide Penang’s Free Pedi-
atric Clinic. The clinic provides medical services at no cost to
individuals who don’t have the financial means to get pedi-
atric care. To keep administrative costs down, Starbucks part-
ners in Malaysia volunteer at the clinic and assist with the
administrative work, maintenance, and medication prepara-
tion. Partners have also conducted fund-raisers for the clinic
and organized presentations for families that visit the clinics.
If that isn’t enough, the Starbucks partners in Malaysia also
collect books and used clothes from all over the country to
donate to the children served at the Free Pediatric Clinic.
Pragmatists might question why Starbucks leadership facil-
166 itates the training of autistic adolescents or the delivery of
medical service. In both cases, the company addresses the
needs of individuals who may never be Starbucks customers.
Starbucks leadership, however, believes not only that it is
right to support these endeavors, but that, in turn, these civic
efforts forge stronger alliances between Starbucks and local
citizens, politicians, and community leaders. Starbucks gains
acceptance as a true and compassionate member of these
communities, not just a foreign interest entity that is out to
make profits for the people back home.

Community Volunteerism
By encouraging employees to be volunteers, business leaders
can have a tangible, low-cost, and immediate impact on their
neighborhoods. Starbucks executives support volunteerism
on many levels, including the “Make Your Mark” program.
Consistent with be involved, one of the Five Ways of Being