2011 sustainability scorecard

8/22/2019 2011 Sustainability Scorecard

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MCDONALDS2011 GLOBAL SUSTAINABILITY

SCORECARD

Nutrition & Well-Being

Sustainable Supply Chain

Environmental Responsibility

Employee Experience

Community

QR CODE

A QR code (Quick Response) is a cell phone

readable bar code. I your smart phone has a

bar code reading application, scan each code

below to be linked to more inormation.

This code will take you to the Sustainabilitysection o the AboutMcDonalds.com

website where you can read more about our

sustainability eorts.

This code will take you to a downloadable PDF

le o the 2011 Global Sustainability Scorecard.

This scorecard is printed with soybased inks on paper maderom 100% post-consumer waste fber.

It is certifed to the responsible orest management standards

o the Forest Stewardship Council.

http://aboutmcdonalds.com/mcd/sustainability.html


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2011 GLOBAL SUSTAINABILITY SCORECAR D 1

CEO LETTER

MeasuringOur Progress

During McDonalds more than 55years in business, we have becomeone o the most recognized brandsaround the world. This success isboth a privilege and a responsibility.

Being socially responsible is part o

McDonalds heritage and we have a long

record o leadership, action and partnering

to create positive change. While we cant

be all things to all people, we know we can

always do more. We will continue to use

our size, scope and infuence to make a

positive dierence or children, amilies and

communities around the world. Doing so

creates value or both our company and

our stakeholders.

McDonalds strives to make a dierence

by taking action in ve key areas: nutrition

and well-being, sustainable supply chain,

environmental responsibility, employee

experience and community. We work at the

restaurant level, rom reducing the use o

energy and other resources to supporting

the local community and at the industry

and market levels, rom evolving our menu

to address balance and choice to promoting

the use o sustainable sourcing.

In these endeavors, we continue to listen toour customers and other stakeholders and

to work with outside experts and all parts o

our System to make tangible progress. Our

actions are guided by our Values, and we

hold ourselves to high standards o honesty,

airness and integrity.

This Global Sustainability Scorecard is an

example o why I am proud to lead this great

brand. In these pages, youll nd the progress

weve made in the last year and the goals

we are trying to achieve in the uture. What

you will see is McDonalds commitment to

always striving to better serve our customers

and communities.

Jim Skinner

Vice Chairman and CEO

McDonalds Corporation

We will continue tour size, scope, antalent to make a pdifference for chifamilies and commaround the world.so creates value fboth our companyour stakeholders.

Jim Skinner, CEOMcDonalds Corpo

ABOUT THIS REPORT: LESS IS MORE

As communication channels have changed, McDonalds has evolved the

length and ormat o our corporate social responsibility reports. More and

more o our inormation and stories are nding a more broadly accessible

home on the web at aboutmcdonalds.com/mcd/sustainability.html.

This year, we have moved to a shorter, more ocused scorecard ormat that

ocuses on progress achieved in 2010-11. As in the past, we are primarily

reporting on our top nine markets: Australia, Brazil, Canada, China, France,

Germany, Japan, the United Kingdom and the United States. When talkingabout the McDonalds System, we reer to our owner/operators, suppliers

and company employees around the world.

We have catalogued the content in this scorecard online, along with the rest

o our Global Sustainability site, using the Global Reporting Initiative (GRI)

ramework on aboutmcdonalds.com.

MCDONALDs PRIORITIES: Achieving Sustainable Success

NUTRITION &WELL-BEING

ENVIRONMENTALRESPONSIBILITY

SUSTAINABLESUPPLY CHAIN

OURVALUES

EMPLOYEEEXPERIENCE

COMMUNITY


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HOW WERE MAKING A DIFFERENCE

FRUIT ADDED TO ALL HAPPY MEALS

IN U.S. AND LATIN AMERICA

McDonalds iconic Happy Mealis changing to make parentsand kids even happier. By March2012, ruit will be automaticallyincluded in every Happy Mealserved in U.S. and Latin America

restaurants. Additional changes,including a new size o FrenchFries only available in the HappyMeal, will result in the overallreduction o calories and at.

U.S. restaurants will continue to promote

options that meet the new Council o

Better Business Bureaus Food Pledge

nutritional standards. In Latin America,

all combinations o the Happy Meal

will have less than 600 calories, which

equates to one-third o the World Health

Organizations daily requirement or kids

ages 6 to 10.

More than 95% o McDonalds restaurants

around the world oer Happy Meals with

sides o ruit, vegetable or low-at dairy as

an option. By the end o 2012, every Happy

Meal purchase in Canada will eature a

yogurt, as well as a choice o a new small

ry or apples. Carrot sticks are oered in23 countries such as Australia and France,

while corn cups are oered in 13 markets.

Across Europe, 2,800 restaurants oer a

our-item Happy Meal that includes a ruit or

vegetable side. McDonalds Italy increased

the kid appeal o ruit by oering peeled

kiwi on a stick as a Happy Meal option, a

creative twist that doubled the number o

Happy Meals sold with ruit during the initial

promotional period.

By changing the HapMeal to always inclufruit, McDonalds is it fun and easy for keat foods that are gthem. We want to suparents and be partsolution helping c

generations of healhappier kids.

Greg Watson,Vice President, Men& Nutrition StrategStakeholder EngageMcDonalds USA

As a member of theDietary Guidelines ACommittee, I applaucommitments madeMcDonalds. They hacaptured the intentGuidelines and havereasoned, evidence

approach that shoua positive health imthe millions of childadults McDonalds severy day.

Roger Clemens, AdjProfessor of Pharmand PharmaceuticaSciences, UniversitSouthern California

< Apples nd a home in our Hap

KEY PERFOR MANCE INDICATORS1

OFFERING MENU CHOICE

2006 2007 2008 2009 2010

6.1 6.1 6.4 6.92 6.9

9.9 10.9 11.4 11.92 15.8

1 Except as otherwise noted, fgures are or the ollowing markets: Australia, Brazil, Canada, China, France,Germany, Japan, the UK, and the U.S.

2

Does not include Brazil or France.

Increase awareness o ruit, vegetables

and dairy options or children available

on the menu

Accelerate and expand ood and beverage

choices containing ruits and vegetables

across the menu

McDonalds continues to promote the awareness o ruit, vegetable and

low-at or at-ree dairy options or children through our advertising and

promotions. For example, in September 2010, McDonalds France and

Italy both introduced ree ruit campaigns, during which ruit bags (apple

slices and grapes) were oered ree with every Happy Meal on selected

days. In addition, McDonalds USA has pledged to promote nutrition and/or

active liestyle messages in 100% o our national communications to kids,

including merchandising, advertising, digital and packaging.

McDonalds markets around the world continue to expand the ood and

beverage choices we oer that contain ruits and vegetables. For example,

customers can now choose Fruit N Maple Oatmeal in the U.S., the

Farmer Salad in France and a side salad as a part o any Extra ValueMeal in Latin America.

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

Average number o items, permarket menu, that contain at leastone serving o ruit or vegetables

Nutrition and Well-Being

2011 GLOBAL SUSTAINABILITY SCORE CARD 2

Average number o items, permarket menu, that contain at least serving o ruit or vegetables


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Percent o packaging derivedrom certied sources6



Were proud to offeMSC labelled sh aaffordable price to of our customers acEurope. Its a recogindependent accredof McDonalds globasustainable sh sta

which has been in plfor 10 years.

Keith Kenny,Senior Director SupChain, McDonalds E

McDonalds led the in implementing a sustainability stratand continues to heindustry progress.

Jim Cannon, SustaiFisheries Partnersh

MCDONALDS SOURCES 99%

OF FISH WORLDWIDE FROM

MSC-CERTIFIED FISHERIES

Over the past 10 years,McDonalds commitment tosustainable sourcing has beenbest exemplied by our globalSustainable Fisheries program.

We have global purchasingstandards and perorm annualassessments o all suppliersby the Sustainable FisheriesPartnership (SFP). As a result,99% o our sh worldwidecomes rom Marine StewardshipCouncil (MSC)-certied sheries(100% in the U.S., Australia,Canada and Europe).

Our actions have helped us become a

catalyst or industry-wide change. For

example, McDonalds USA has phased

out the purchase o Russian Pollock

due to unsustainable practices. In Asia-

Pacic, McDonalds has supported a

more sustainable sh supply by identiying

alternative species that meet our quality

and taste standards.

Most recently, McDonalds Europe

certied our 7,000 European restaurants

to the MSC Chain o Custody traceability

standard. As a result, the almost 100

million Filet-O-Fish portions served in

Europe will now bear the MSC-certied

label. McDonalds is the rst restaurant

company to oer MSC-certied

sustainable sh throughout Europe.

The map above includes the MSC-certifed fsheries rom

which McDonalds Europe sources.

< Fresh catch put on ice at MSC


ENVIRONMENTAL IMPACTS OF CONSUMER PACKAGING2

2006 2007 2008 2009 2010

11.334 11.614 11.74 11.565 11.55

33.1%4 29.8%4 30.8% 28.7%5 29.3%

N/A N/A N/A 31% 36.9%

ANIMAL WELFARE

N/A 99% 97% 100% 100%

N/A 99% 99% 100% 100%

SUPPLIER WORKPLACE ACCOUNTABILITY7

93.5% 92% 95% 79%8 95%8

N/A N/A N/A 91%9 74%9

Set goals and make tangible progress or

priority products as identifed in McDonalds

Sustainable Land Management Commitment

Work with other stakeholders on next actions

resulting rom the Global Conerence onSustainable Bee

Reduce environmental impacts o direct

suppliers by continuing to utilize the Supplier

Environmental Scorecard as a continuous

improvement tool

McDonalds is committed to sourcing all o our ood and packaging rom

sustainable sources, with an initial ocus on bee, poultry, coee, palm

oil, sh and ber. In 2010, more than 36% o the virgin ber used in our

consumer packaging came rom certied sources. In the area o bee,

we are participating in multi-stakeholder initiatives supporting more

sustainable bee in Europe, Australia, South America and globally. Our

2011 Environmental Scorecard results indicate that many suppliers are

leveraging this tool to improve their environmental perormance.

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

Amount o packaging used, byweight, per thousand units (in lbs) 3

% o supplier meat (includingbee, pork and poultry)

processing plants audited

% o supplier meat processingplants that received a passingscore on their rst or second audit

% o ood, packaging, equipment,development and marketingsuppliers that have signed theCode o Conduct

% o supplier acilities completingtheir online assessments on schedule

% o packaging material that ismade rom recycled content

Sustainable Supply Chain


1 Except as otherwise noted,

or the ollowing markets: ABrazil, Canada, China, Fran

Germany, Japan, the UK an

2 Does not include pre-packa

such as salad dressings.

3 In 2010, we changed our w

rom pounds per transactio

current metric because the

transactions varies signifca

market to market. By usingthousand units, we are ab

more accurate and air asse

perormance across marke

4 Not including China.

5 Not including Brazil.

6 Includes additional Europe

Pacifc markets: Spain, Hon

Korea, Taiwan, Philippines,

Indonesia, Malaysia, India,

and South Arica. Does notLatin America.

7 Our Supplier Workplace Aprogram has expanded and

between 2009 and 2011.

number o suppliers participthe program has grown sig

impacting the percentages

suppliers signing our Code

and acilities completing th

assessments between 200We expect both metrics to

improve in 2011.

8 Total number o suppliers a

2009: 547; 2010: 1602.

9 2009: 1737 o 1913 acilit1989 o 2675 acilities.


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Sustainable initiativsuch as the Prograde Energia ABC+ [AEnergy Program], geactual results that cbe used to quantifybenets both for thenvironment and ou

business. Our planenatural resources abut can be responsimanaged based on dmade within our resand our production and in our daily choi

Flvia Vigio,Vice President,Corporate CommunArcos Dorados

McDonalds ongoinenergy efciency wincluding its particiin EDFs Climate Co

program, shows thecompanys understathat reducing energis as good for businit is for the environWe look forward tocontinuing to work wMcDonalds in the fu

Victoria Mills, ManaDirector, EnvironmeDefense Fund



BRAZIL RESTAURANTS LOWER

ENERGY COSTS TO PRE-2007 LEVELS

Between 2008 and today,McDonalds almost 600restaurants in Brazil (operatedby licensee Arcos Dorados)have reduced environmentalimpact and improved restaurant

protability through the Programade Energia ABC+. The programimproves energy-related practicesin restaurants, applies newtechnology and better managescommercial energy contractsand agreements.

Restaurants implemented changes

ranging rom training and the use o

LED lights and solar window lm to the

installation o energy management panels.

As a result, Brazils country-wide and

per-restaurant energy costs as o August

2011 were below 2007 levels, despite

a dramatic increase in restaurant operating

hours and menu items, as well as market

energy rate increases o 12%. Without

the program, per-restaurant costs would

have been more than 20% higher.

McDonalds is also addressing this issue

on a global scale, including measurementand best practice sharing eorts led by

Worldwide Energy Director Roy Buchert.

We recently participated in Environmental

Deense Funds Climate Corps ellowship

program in which a specially trained

MBA candidate helped create the rst

o several videos designed to educate

employees on McDonalds commitment

to sustainability, and additional ways to

reduce an average restaurants energy

consumption by up to 10%.

< Green restaurant, Sao Paulo, B


ENERGY USAGE IN THE RESTAURANT

2006 2007 2008 2009 2010

1.15 1.15 1.763 1.684 1.775

1 Except as otherwise noted, fgures are or the ollowing markets: Australia, Brazil, Canada, China, France,

Germany, Japan, the UK, and the U.S.

2 The data and methodology or calculating the energy KPI or 2008 -2010 dier rom years prior. Unlike 2006

and 2007, the 2008 2010 data include estimated energy usage beyond electricity, such as natural gas,

propane and uel oil.

3 Does not include data rom Australia, Brazil or China. Restaurants or which data are reported represent

approximately 19% o total restaurants as o December 31, 2008.

4 Does not include data rom Australia, Brazil or China. Restaurants or which data are reported represent

approximately 18% o total restaurants as o December 31, 2009.

5 Restaurants or which data are reported represent approximately 36% o total restaurants as oDecember 31, 2010.

Increase adoption o energy-efcient

equipment and technology in restaurants

Improve tracking o restaurant energy

consumption data

Increase energy awareness and education

across the System to continue to realize

savings to the bottom line and benefts to

the environment

In 2011, McDonalds developed better, more reliable energy-related

metrics, with a ocus on company-owned restaurants. All top nine

markets have made measurable progress in energy data gathering

and reporting capabilities.

We also introduced energy bundles packages o recommended

restaurant improvements that combine simple changes like energy-ecient

lighting with newer tools such as occupancy sensors. Working with

suppliers, we made available or purchase more than 90 pieces o more

energy-ecient equipment. Across all markets, our reduction eorts

are enabling our restaurant energy use to remain steady, despite increases

in restaurant hours, equipment and menu items. We also continue

to recognize and share best practices through our McDonalds Global

Best o Green website, which will be updated or the third time in 2012.

Environmental Responsibility

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

Kilowatt hours used pertransaction count (kWh/GC)2



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Whether people joinMcDonalds for two work experience or time job, the aim is tthem build their congain transferable skfulll their potentiawant to attract and

the most talented pand we recognise thpeople are looking fthan just a job. Our get the opportunityour ever-expandingladder and we offeruniquely broad and array of qualicatiowhich they can gainthe job, alongside thon-going training.

Jez Langhorn, ChiefOfcer, McDonalds

Leaders, managers

trainers at all levelsexceptionally commto the apprenticeshprogramme. It is vahighly and seen as ban important qualifor staff and in helpto improve businessperformance. Sincethe apprenticeshipstarted, productivitefciency have incrand staff condencand competencies himproved... The progis an integral part of

career developmenMcDonalds.

Ofce for Standardin Education, ChildrServices and Skills(OFSTED), Octoberinspection report

MCDONALDS UK MAKES CREW

TRAINING COUNT

McDonalds crew and restaurantmanagers in the United Kingdomcan earn nationally recognizededucational qualications thatincrease their employability. Theprogram enables employees to

work toward English and mathliteracy certicates, apprenticeshipsin hospitality and diplomas inshit management. Startingin 2011, McDonalds is alsooering restaurant managers theopportunity to gain a vocationalFoundation Degree in ManagingBusiness Operations.

To date, 8,800 crew members have

completed apprenticeships, 4,300 shit

managers have completed their diplomas

and more than 50 restaurant managers have

begun working toward their Foundation

Degree. The qualications program was

an important actor in McDonalds recent

ranking in the Sunday Times 25 Best

Companies to Work For in the UK list.

McDonalds employees in seven other

countries around the world can obtain some

orm o college credit or their training. For

example, in the U.S., the average restaurant

manager completes the equivalent o

approximately 21 credit hours one

semester o college that can be transerred

to many public and private schools and

applied toward a two- or our-year degree.



OPPORTUNITY, TRAINING AND DEVELOPMENT

2006 2007 2008 2009 2010

N/A N/A 93.3% 96.2% 96.2%

82% 84% 85%2 83%3 86.9%4

82%5 83%3 82%2 83%6 85.1%4

MANAGEMENT OPPORTUNITIES FOR WOMEN

26.4% 26.7% 27% 26.5% 28.1%

46.2% 49% 47% 49%7 50.7%8

1 Except as otherwise noted, fgures are or the ollowing markets: Australia, Brazil, Canada, China, France,Germany, Japan, the UK, and the U.S. Data or restaurant employees are or company-operated restaurants.

2 Not including Canada.

3 Not including China and France.

4 Not including Canada and Brazil.

5 Not including Canada and Japan.

6 Not including China, France, and Canada.


8 Not including Brazil and China.

Energize restaurant crew and managers and

dierentiate McDonalds as an employer o

choice through continuous and aligned ocus

on the global Employee Value Proposition

Identiy ways to bring McDonalds Valuesto lie at the restaurant level, enhancing

employee commitment and the customer

experience

McDonalds global Employee Value Proposition (EVP) continues to be the

ocus o people plans across our markets. In 2011, more than 70 countries

began using the Employee Value Index, a measure derived rom the Crew

Commitment Survey that assesses how well markets are executing around

the attributes o the EVP riends and amily, fexibility and uture. In the

area o values, our top markets will have completed plans to activate the

values in their restaurants by the end o the year.

In 2011, McDonalds was ranked #8 in Fortunes Best Global Companies

to Work For and Best Companies or Leaders lists. We were also a

proud recipient o the prestigious Catalyst Award, recognizing progressin womens career development and advancement.

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

% o company-owned restaurantswith HU-certied managers

% o crew members satised thatthey receive the training neededto do a good job

% o managers who eel theperson they report to supportstheir proessional development

% o worldwide top managementteam (VP and above) who are women

% o company-owned restaurantmanagers who are women

Employee Experience

< Serving up educational opport



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As we recovered froearthquake, all I couwas to reopen McDostores as early as pso I could bring backto the faces of custand staff, even for awhile. After facing a

death situation, my the McDonalds braneven stronger.

Hidenobu Hosoda, OOperator, Japan Miyprefecture

I was so grateful forrelief supply and mosupport that McDonprovided right afterdisaster of March 11made me thankful twas a McFamily mereceiving support aencouragement fro

McDonalds head ofthe community.

Sachiko Endo, SwinManager, MinatoKazuma Yoke Benimrestaurant, Japan

MCDONALDS JAPAN OWNER /

OPERATOR SUPPORTS COMMUNITY

AFTER EARTHQUAKE

McDonalds owner/operatorsgive back to their communitiesevery day, but their role becomesespecially important in the wake onatural disasters. In March 2011,

a magnitude 9.0 earthquakeand tsunami caused signicantdamage and loss o lie inJapans Tohoku region. HidenobuHosoda operated 27 McDonaldsrestaurants in the area at thattime. He ocused initially onconrming the saety o his sta,restaurant crew and their amilies.Working with McDonalds Japanand suppliers, he distributedood and water among his peopleand shared the surplus withlocal evacuation centers.

Hosodas team opened the rst restored

McDonalds restaurant just 12 days ater the

earthquake. More than 100 people lined up in

ront o the store, and crew members served

ood with a smile despite being aected by

the disaster. Recognizing this as a powerul

symbol o resilience in the community,Hosoda and his team worked diligently to

open his remaining stores one by one.

Hosodas team did not work alone.

McDonalds Japan supported owner/

operators across the country with supplies,

relie teams and other assistance. In

addition, McDonalds Japan donated 100

million yen and McDonalds Corporation

contributed US $2 million to the Red

Crosss earthquake relie eorts.

< Devastation in the wake o dis

KEY PERFOR MANCE INDICATORS

PHILANTHROPIC ACTIVITIES (WORLDWIDE)

2006 2007 2008 2009 2010

$13.6m $10.6m $15.2m $19m $24m

LOCAL ECONOMIC IMPACTS1

$1.7b $1.8b2 $1.8b2 $1.5b2 $1.5b2

1 Except as otherwise noted, fgures are or the ollowing markets: Australia, Brazil, Canada, China, France,

Germany, Japan, the UK, and the U.S.


Leverage local and global resources to have

greater impact on children, amilies and

communities

Increase fnancial and volunteer support to

Ronald McDonald House Charities throughcommunication outreach

Increase participation in the corporate

volunteer program

McDonalds supports Ronald McDonald House Charities (RMHC) in

multiple ways. Since 2002, countries around the world have raised more

than $170 million during McHappy Day/Give a Hand events. In 2010,

participating restaurants in the U.S. began making a contribution rom

the sale o each Happy Meal and Mighty Kids Meal. In 2011, RMHC

Donation Boxes in the U.S. are projected to reach more than $27 million

in customer contributions.

Participation rates in McDonalds ormal corporate volunteer program

continue to rise and currently stand at close to 35%. In preparation or

the 2012 Olympics, McDonalds UK is providing expertise, materialsand acilities to help the London Organizing Committee attract, select

and train the 70,000 volunteers needed to make the Games a success.

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

+ ++ +++ MET GOAL

Total capital expenditures intop 9 markets (investments innew and existing restaurants)

Community


Total corporate cash and in-kindcontributions


8/8


McDonalds aims to make concrete progress on theollowing goals between now and the end o 2012:

NUTRITION AND WELL-BEING

Increase awareness o ruit, vegetables and dairy options or

children available on the menu

Accelerate and expand ood and beverage choices containing

ruits and vegetables across the menu

SUSTAINABLE S UPPLY CHAIN

Set goals and make tangible progress or priority products

as identied in McDonalds Sustainable Land

Management Commitment

Work with other stakeholders on next actions resulting rom

the Global Conerence on Sustainable Bee

Reduce environmental impacts o direct suppliers by

continuing to utilize the Supplier Environmental Scorecard as

a continuous improvement tool

ENVIRONMENTAL RESPONSIBI LITY

Increase adoption o energy-ecient equipment and technology

in restaurants

Improve tracking o restaurant energy consumption data

Increase energy awareness and education across the System

to continue to realize savings to the bottom line and benets

to the environment

EMPLOYEE EXPE RIENCE

Energize restaurant crew and managers and dierentiate

McDonalds as an employer o choice through continuousand aligned ocus on the global Employee Value Proposition

Identiy ways to bring McDonalds Values to lie at the

restaurant level, enhancing employee commitment and the

customer experience

COMMUNITY

Leverage local and global resources to have greater impact

on children, amilies and communities

Increase nancial and volunteer support to Ronald McDonald

House Charities through communication outreach

Increase participation in the corporate volunteer program

2011-2012 GLOBAL

SUSTAINABILITY GOALS

We aspire to be our customers avorite place andway to eat to achieve this mission, our actions asindividuals and as a System, must refect our values.

WE PLACE THE CUSTOMER EXPERIENCE

AT THE CORE OF ALL WE DO

Our customers are the reason or our existence. We demonstrateour appreciation by providing them with high-quality ood and superior

service, in a clean, welcoming environment, at a great value.

Our goal is Quality, Service, Cleanliness and Value (QSC&V) or

each and every customer, each and every time.

WE ARE COMMITTED TO OUR PEOPLE

We provide opportunity, nurture talent, develop leaders and reward

achievement. We believe that a team o well-trained individuals

with diverse backgrounds and experiences, working together in an

environment that osters respect and drives high levels o engagement,

is essential to our continued success.

WE ARE COMM ITTED TO THE MCDONALDS SYSTEMMcDonalds business model, depicted by the three-legged stool

o owner/operators, suppliers, and company employees, is our

oundation, and the balance o interests among the three groups is key.

WE OPERATE OUR BUSINESS ETHICALLY

Sound ethics is good business. At McDonalds we hold ourselves

and conduct our business to high standards o airness, honesty and

integrity. We are individually accountable and collectively responsible.

WE GIVE BACK TO OUR COMMUNITIES

We take seriously the responsibilities that come with being a

leader. We help our customers build better communities, support

Ronald McDonald House Charities and leverage our size, scopeand resources to help make the world a better place.

WE GROW OUR B USINE SS PROFITABLY

McDonalds is a publicly traded company. As such, we work to

provide sustained protable growth or our shareholders. This requires

a continuing ocus on our customers and the health o our System.

WE STRIVE C ONTINUALLY TO IM PROVE

We are a learning organization that aims to anticipate and respond

to changing customer, employee and System needs through constant

evolution and innovation.

OUR VALUES


2011 sustainability scorecard

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