McDonald’s Corporate Social 
Responsibility & Sustainability Report
2012 – 2013
FOR GOOD.

2012-2013 HIGHLIGHTS
LOW
FAT
Offered fruits, 
vegetables OR  
low-fat dairy 
in Happy Meals in more than 
95% of McDonald’s restaurants. 
of the fisheries that mcDonald’s sources 
whitefish from are verified sustainable. 
Waste and Recycling
of the 34,113 restaurants surveyed in 2013, 
90% reported recycling used cooking oil and  
77% reported recycling corrugated cardboard. 
87% of restaurant managers felt 
the person they reported to supported 
their professional development in 2013.
*Data reflects numbers from Company-owned restaurants in Canada, 
Germany, the U.K., and the U.S., as well as restaurants in Brazil and Japan.
 
7 million children 
and their families each year.
100%
McDonald’s Support has helped 
RMHC TO IMPACT the LIVES of 
2

What’s inside our journey
2012-2013 HIGHLIGHTS......................................................................................2
From Our CEO..........................................................................................................5
Our CSR & Sustainability STRATEGY ...................................................6
About this Report.............................................................................................8
About McDonald’s............................................................................................10
stakeholder engagement.........................................................................12
Good Food................................................................................................................18
Good Sourcing....................................................................................................34
McDonald’s estimated carbon footprint..................................56
Good PLANET..........................................................................................................58
Good people..........................................................................................................78
Good Communities...........................................................................................92
Ethics and governance.............................................................................108
Appendix ..................................................................................................................113 
3

SHARED 
VALUE
BUSINESS 
VALUE
SOCIAL 
VALUE
FOR GOOD.
4

Every day, McDonald’s independent restaurant Franchisees, suppliers, and Company employees are working 
together to provide great-tasting food and beverages to our customers around the world. Through good people, 
we also strive to create great experiences with our Brand, and to be a good neighbor and partner in the local 
communities where we operate.  
Even though our approach may vary from country to country—and even from restaurant to restaurant—we are 
all aligned around a common ambition: being a force for good.  
This notion of “good” has always been an important part of our heritage—and it’s an equally important part 
of our future. We are committed to working toward a tomorrow where quality food and balanced choices are 
accessible and affordable to all. Where the food we serve is sustainably sourced from thriving farms. Where 
environmental protection and efficiency are universal. Where people from all walks of life are valued for their 
unique contributions to a shared global community. And, where every restaurant is more than an address on a 
map—it’s part of the local neighborhood.
This report—and the framework we are launching with it—reflect the progress we are making toward  
this vision for the future, and our plans as we continue to look forward. Our work across the broad 
spectrum of sustainability—from well-being to energy efficiency and animal health—reflects our understanding 
that sustainability in McDonald’s restaurants and in our supply chain drives growth, creates jobs, and  
fuels economies. 
Welcome to McDonald’s 2012-2013
Corporate Social Responsibility  
& Sustainability Report
We realize that our business and our responsibilities 
to society are inextricably linked. Now more than ever, 
customers care about where products come from, how they 
are sourced, and the environmental, ethical and economic 
impact of purchase decisions they make each day. At the same time, society, businesses and individuals are 
continuously faced with significant global issues like the demand for resources of a growing population. The 
benefits to solving these challenges are significant. From assuring supply and reducing the risk of long-term 
supply interruptions to encouraging sustainable economic growth for businesses and communities and reducing 
operating costs through greater efficiencies, the ways we choose to address these challenges will change the 
world for the better and ensure we maintain an enduring, sustainable and profitable business model.
As we continue along this journey, we’re striving to ensure our actions and our ambitions are both holistic and 
outcome-based. 
I’m encouraged by the progress we’re making and our accomplishments along the way—a number of which 
are detailed in the pages of this report. At the same time, we also know that we must continue to expand and 
evolve our efforts. That’s why we continuously challenge ourselves, our Franchisees and our suppliers to keep 
working together and finding even better ways to be a force for good. 
Thank you for your interest in McDonald’s and our efforts to do good in the world. And, on behalf of our global 
system of Franchisees, employees, and suppliers, I invite you to join us as we continue on this journey together.
Don Thompson 
President & CEO
McDonald’s Corporation
From  
Our CEO
We realize that our 
business and our 
responsibilities to society 
are inextricably linked.
“
“
5

In my role as McDonald’s Senior Vice President of Global CSR, Sustainability, and Philanthropy, I’ve had the pleasure of working 
closely with a broad spectrum of internal and external stakeholders as we finalized our CSR & Sustainability Framework. This Framework, 
which serves as the foundation for this Report, provides the structure and focus to help us mainstream sustainability, drive progress, and 
achieve our 2020 Vision for McDonald’s CSR & Sustainability efforts. 
We’ve worked diligently to develop this CSR & Sustainability Framework focused on five key areas—Food, Sourcing, Planet, People, and 
Community. These pillars are central to our commitment to create shared value for our business and society.
In the course of developing this blueprint for our work in the area of CSR & Sustainability we’ve methodically developed distinct, forward-
looking goals.  These goals will serve to focus us on a long-term view of the social and environmental business imperatives that will help shape 
our future. McDonald’s is working System-wide to meet or exceed these goals.
As we look to the future, it’s important to note that there will be related challenges associated with achieving these goals. With this in mind, 
implementing robust data collection, reporting and infrastructure enhancements will be critical to our success. We have begun to enact changes 
that will help us address these priority areas and foster continued focus on developing policies, programs and tactics that will help us meet  
these goals. 
We welcome your contributions to this effort as we all continue on  
“Our Journey Together. For Good.”
Our CSR &  
Sustainability 
STRATEGY
J.C. Gonzalez-Mendez
Senior Vice President
Global CSR, Sustainability & Philanthropy, McDonald’s Corporation
6

We have worked to develop and finalize a Global CSR & Sustainability Framework, with five clear priority areas, or “pillars,” to structure our efforts. We identified our aspiration in each pillar with input from key internal and external 
stakeholders who understand the complexities of our business model and the greatest opportunities to create shared value for our business and society. In 2013, we were able to develop measurable, specific goals for some of these 
efforts to align McDonald’s around common goals for advancing what we call “Our Journey Together. For Good.”
GROWING OUR BUSINESS BY 
MAKING A POSITIVE DIFFERENCE IN SOCIETY
our
framework
20% increase in Energy efficiency of 
Company-owned restaurants  
Top 9 Markets excluding Brazil and Japan. Develop Franchisee goal in 2016.
Increase energy efficiency through 
restaurant standards 
Top 9 Markets. Develop goals in 2014. 
Increase amount of in-restaurant 
recycling to 50% and minimize waste
Top 9 Markets
Develop and operate the most  
environmentally efficient  
McDonald’s restaurants 
Serve 100% more fruit, vegetables,  
low-fat dairy or whole grains
Top 9 Markets
Reduce salt/sodium, sugar, 
saturated fat OR calories across the menu 
Top 9 Markets. Develop goals by 2015. 
Provide Balanced Choices
2020 Aspirational gOALS
BeeF: Support Sustainable Production 
Lead development of global principles and criteria in 2014.  
Develop goals and begin purchase of verified sustainable beef by 2016.
100% of coffee, palm oil and fish 
Verified as supporting sustainable production. 
100% fiber-based packaging
From certified or recycled sources.
source all of our  
food and packaging sustainably
2020 Aspirational GOALS
2020 Aspirational GOALS
create opportunity
Provide lifelong skills and career opportunities for our global workforce.
Promote Diversity and inclusion
Foster a work environment that values the unique contributions of all.
Committed to our people
core value
Improve the lives of Children  
and their families
Through support of Ronald McDonald House Charities and other organizations.
  
Strengthen Communities
By addressing needs such as education and physical activity.
give back to our communities
core value
Committed for over 
50 years to 
our employees 
and communities
ou
r j
ou
rn
ey
 t
o
g
et
he
r
.
fo
r 
go
o
d.
7

Sharing our Corporate Social Responsibility (CSR) & Sustainability progress with our stakeholders is a key part 
of McDonald’s journey to growing our business sustainably and making a positive difference in society.  We’ve 
been reporting on this journey for more than a decade, publishing six full-length reports between 2002 and 
2010 and two summary reports in 2011 and 2012. 
Since then many of our stakeholders have recommended that we share more about our CSR & Sustainability 
journey. We are encouraged by the progress we’re making and know that being transparent about our goals, our 
successes and the lessons we’ve learned helps us continuously improve. 
WHAT WE MEAN 
WHEN WE SAY . . .
Given the complexity of McDonald’s business, communicating about CSR & Sustainability can be challenging.  
To facilitate understanding of what we mean we’ve defined key terms below used throughout this report.
McDonald’s Terms and Definitions
McDONALd’s
 • Our global Brand, unless specified otherwise 
We/The Company
 • McDonald’s Corporation and its majority-owned subsidiaries worldwide
The System 
 • The Company,  its Franchisees and suppliers are collectively referred to as  
the “System”
 • Also known as McDonald’s “three-legged stool”
Franchisees
 • Collective group of independent individuals and entities operating 
McDonald’s restaurants—see page 10 for more details
Restaurants
 • Includes restaurants owned by the Company and its Franchisees
Scope of the Report
The reporting organization of this report is McDonald’s Corporation, headquartered in Oak Brook, Illinois, 
USA. Performance data included in this report generally reflects operations in our top nine markets: Australia, 
Brazil, Canada, China, France, Germany, Japan, the United Kingdom and the United States. Two of these 
markets, Brazil and Japan, are entirely operated by Franchisees and we rely on the accuracy of the performance 
data provided by their management. The designation “top markets” reflects many factors such as System-wide 
sales, revenues, operating income, number of restaurants and potential for growth. Together, they represent 
about 70% of total revenues.
Except where noted, reported performance includes restaurants owned by the Company and those owned  
by Franchisees.
OUR CSR & SUSTAINABILITY REPORT COVERS 
Top 9 Markets  
Australia  
Brazil
Canada 
China
France 
Germany
Japan
United Kingdom 
United States
Period
January 1, 2012 – December 31, 2013
Baseline Year for 
aspirATIONAL goals
2012, with the exception of our energy efficiency goal (2013)
Units
Metric, unless otherwise noted
Currency 
U.S. dollar
REPORTING Framework
Global Reporting Initiative (GRI) 3.1 Sustainability  
Reporting Guidelines
About this Report
8

Things to keep in mind . . .
  • OUR Franchisees AND SUPPLIERS ARE INDEPENDENT Business 
OWNERS WHO MAKE DECISIONS FOR THEIR OWN ORGANIZATIONS, 
WHILE MAINTAINING CORE STANDARDS FOR OUR BRAND AND 
CUSTOMER SATISFACTION. We cannot prescribe CSR & Sustainability 
solutions for them. Rather, we work in collaboration to raise awareness and provide 
tools and opportunities to help them on their CSR & Sustainability journeys. We work 
with suppliers to mutually set objectives and targets on CSR & Sustainability and 
monitor their progress.
  • Company EMPLOYEES and Company-owned restaurants are 
in our direct sphere of control. Therefore, many of the measures 
start with Company restaurants, with a plan to demonstrate success and expand 
measurement, as more independent Franchisees choose to implement CSR & 
Sustainability initiatives.
  • Along with the vision for each GOAL, we may provide  
an initial, narrower scope for measurement purposes,  
if needed. This scope reflects our available baseline data and short-term 
measurement capabilities, which we will continue to improve over time.  The majority of 
our aspirational goals focus on our top 9 markets, as specified.
Aspirational Goals
The aspirational goals included in our framework provide a destination we desire to achieve by 2020.  
Each of our five pillars is at different stages of progress, governance and resource allocation. Our Framework 
currently includes goals for Food, Sourcing and Planet, while People and Community represent core 
foundational values. In addition, our business operates under various constraints that impact our journey to 
achieve these goals. As a brand we realize that it will be difficult to measure progress in all the countries where 
we operate, but will strive to motivate the entire System by providing tools and resources to drive engagement 
and performance across our System. Progress toward the aspirational goals will be aggregated and reported in 
our annual sustainability report, but market-by-market progress may vary. Plans to achieve the global goals will 
be created based on market-by-market considerations.
We cannot guarantee that we will achieve these stated goals given the above factors. The Company is committed  
to putting forth good-faith efforts to make progress towards these goals, to report on an annual basis tangible 
progress and measurements, where possible, and to explain both successes and challenges along this journey.
What’s inside
At McDonald’s, our CSR & Sustainability approach is guided by the Five Pillars of our CSR & Sustainability Framework—Food, Sourcing, Planet, People and Community.  These pillars establish a clear vision for our critical 
areas of focus and are aligned with the work we’re doing to address the issues of highest importance to our internal and external stakeholders.  In this, our ninth sustainability report, we’ve dedicated individual chapters to sharing our 
progress under each pillar.
9

With more than 35,000 locations in over 100 countries, McDonald’s serves approximately 70 million 
customers each day. More than 80% of McDonald’s restaurants worldwide are owned and operated by 
independent Franchisees. An estimated 1.8 million people work for the Company and our Franchisees, helping 
us deliver on our collective mission to be our customers’ favorite place and way to eat and drink.
A Global Family of Local Restaurants 
All restaurants are operated by either the Company or Franchisees, including conventional Franchisees, 
developmental licensees and affiliates, as explained below.
Restaurant Ownership
COMPANY-
OWNED               
Owned and operated by the Company 
 • The Company owns the land and building or secures long-term leases for both
FRANCHISED  Owned/Operated under one of the following ownership structures
Conventional 
Franchise
 • Typically small business owners 
 • Provides a portion of the capital required by investing in the restaurant equipment, 
signage, seating and décor and is responsible for the day-to-day restaurant operations
 • Leases restaurant location(s) from the Company
 • Contributes to the Company’s revenue stream through the payment of initial franchise 
fees, and rent and royalties based upon a percent of restaurant sales
Developmental 
License  (DL)
 • Typically receives a license to operate restaurants within specified territory and may  
have the right to sub-franchise McDonald’s restaurants within their territory to  
individual Franchisees
 • Will own or lease their own restaurant premises without the Company’s investment 
 • Contributes to the Company’s revenue stream through the payment of initial franchise 
fees, and royalties based upon a percent of restaurant sales
 • The largest developmental licensee, operating nearly 2,100 restaurants across 19 countries 
in Latin America, including Brazil and the Carribean, is Arcos Dorados Holdings Inc.,  
a public company
Affiliate
 • The Company makes an equity investment in other companies that operate McDonald’s 
restaurants under license as joint ventures or affiliates 
 • The affiliate will typically own or lease the real estate underlying their restaurants and may 
operate or sub-franchise restaurants within their licensed territory 
 • Contributes to the Company’s revenue through a royalty based on a percent of restaurant 
sales and the Company’s share of earnings
 • The largest affiliate is in Japan, with nearly 3,200 restaurants operated by McDonald’s 
Holding Company (Japan), Ltd (a 49.9% owned affiliate), a public company
McDonald’s geographic SegmentS
McDonald’s business is managed in distinct geographic segments. Significant reportable segments include 
the United States (U.S.); Europe; Asia/Pacific, Middle East and Africa (APMEA).  In addition, McDonald’s 
business operations in Canada and Latin America, as well as Corporate activities, are collectively referred to as 
“Other Countries and Corporate.”  
U.S. 
 • Represents 14,278 restaurants
 • Accounts for 31% of the Company’s total revenues
Europe 
 • Represents 7,602 restaurants operated across 49 countries
 • Accounts for 40% of the Company’s total revenues
 • The segment’s three largest markets—the U.K., France and Germany—collectively 
account for 50% of the revenues the Company receives from Europe 
APMEA 
 • Represents 9,918 restaurants operated across 37 countries 
 • Accounts for 23% of the Company’s total revenues
 • The segment’s three largest markets—China, Australia and Japan—collectively account 
for 54% of the revenues the Company receives from APMEA
Other Countries 
& Corporate
 • Represents 3,631 restaurants operated across 29 countries
 • Segment includes operations in Canada and Brazil 
As of 12/31/13
Growing Our Business Responsibly
Over the past decade, our worldwide operations have been aligned around a long-term strategic framework 
called the Plan to Win. Focused on the five basics of an exceptional customer experience—People, Products, 
Place, Price, and Promotion—the Plan serves as our operations roadmap to further enhance the customer 
experience and drive sustainable and profitable growth.  At the same time, we are focused on continuous 
improvement in addressing environmental, social, and economic issues where we can have a positive impact for 
our customers and our business.
About Mcdonald’s
Three-Year Revenues 2011-2013
2011
2012
2013
U.S.
8,528
8,814
8,851
Europe
10,886
10,827
11,300
APMEA
6,020
6,391
6,477
Other Countries and Corporate
1,572
1,535
1,478
TOTAL
$27,006
$27,567
$28,106
Dollars in millions.  
The Company’s revenues consist of sales by Company-owned restaurants and fees from restaurants operated by Franchisees. Revenues from restaurants operated by 
conventional franchisees include rent and royalties based on a percent of sales along with minimum rent payments, and initial fees. Revenues from restaurants operated by 
affiliates (including Japan) and developmental licensees (including Brazil) consist of royalties based on a percent of sales, and generally include initial fees.
10

Franchisees  
Our relationships with our independent Franchisees are key to 
McDonald’s success, helping to ensure the right balance between 
individual autonomy and alignment with our worldwide quality and 
service standards. Franchisees live and work in the communities they 
serve. They know the local business environment and are connected 
with the interests and concerns of their communities. Franchisees 
develop and implement their own business plans, make their own 
purchases of goods and services, and hire and manage their own 
employees.  In addition to ensuring that McDonald’s restaurants 
worldwide conform to a strict set of quality, service, cleanliness 
and safety standards, we collaborate with Franchisees to support 
responsible business practices.
The Three-Legged Stool
Former Chairman Fred Turner characterized McDonald’s operations as a three-legged stool, the legs being the Company and its employees, Franchisees, and suppliers. As with a stool, all three legs are essential, and all three legs 
have to be strong and balanced to succeed. We provide a framework of common values, policies, and business strategies, and empower our Franchisees, our suppliers, and Company staff to contribute in ways that reflect their unique 
expertise and particular circumstances. This “freedom within a framework” supports best practices and innovations in our individual markets and enables us to meet the local needs of customers and employees.
The COMPANY & ITs EMPLOYEES 
The McDonald’s customer experience starts with our people. We take seriously the responsibility 
to promote respectful, safe, healthful working conditions, effective management policies, diversity 
and inclusion. We pride ourselves on the opportunities for learning, training and development, and 
advancement within McDonald’s, starting with the Company’s employees. 
McDonald’s Suppliers  
Since McDonald’s does not actually produce ingredients used in 
our menu items, our suppliers are a critical leg of our three-legged 
stool. We fully expect our suppliers to share our values and 
commitments and have implemented numerous programs to 
encourage this. We are aware that our procurement policies can 
affect producer industries and their employees, and we work to 
exercise this influence responsibly.
100+
BUSINESS
STRATEGY
POLICIEs
values
70 Million
35,000+
Restaurants
COUNTRIES
 customers a day
McDo
nal
d’s
Franchisees
THE COMPANY &  
ITS EMPLOYEES
mcdonald’s 
Suppliers
11

Driving Broad Progress  
through Collaborations
Advancing CSR & Sustainability is a team effort. Each of us—individuals, communities, companies and 
governments—has an important role to play. Ultimately though, the world’s challenges are bigger than each of 
us alone. That’s one reason we engage directly with organizations and participate in coalitions, associations and 
initiatives made up of diverse stakeholders working together for the common good. We contribute our time, 
knowledge and financial support to various local, national and global organizations striving for collective solutions.
• Business for Social Responsibility (member)
• Sustainability Consortium (member) 
• Global Reporting Initiative (organizational stakeholder - Germany)
• Global Food Safety Initiative (board member)
• International Food & Beverage Alliance (member) 
• Alliance for a Healthier Generation (partner) 
• Clinton Global Initiative (member)
• Conservation International’s Business and Sustainability Council 
• Global Roundtable for Sustainable Beef (founding member)  
• Roundtable on Sustainable Palm Oil (member)  
• Sustainable Agriculture Initiative (member)  
• World Wildlife Fund (collaborator)  
• Catalyst (global research partner)  
• Multicultural Foodservice & Hospitality Alliance (member)  
food
PLANET
SOURCING
PEOPLE
CSR & SUSTAINABILITY
BOB LANGERT (LEFT), Vice president of CSR & Sustainability,  
(WITH FORREST ROBERTS, CEO, NATIONAL CATTLEMEN’s BEEF  
ASSOCIATION) addressing the issue of sustainable beef.
OVER THE LAST 20+ YEARS OF WORKING ON CSR & SUSTAINABILITY ISSUES FOR MCDONALD’S,
WE’VE WORKED WITH A WIDE RANGE OF SOCIAL AND ENVIRONMENTAL NGOS, SUPPLIERS, 
ASSOCIATIONS AND OTHER EXPERTS. I TRULY ENJOY IT, AND THEY ENERGIZE AND STIMULATE 
INNOVATION FOR OUR TEAM. WHAT BETTER WAY TO STAY IN TUNE WITH SOCIETAL NEEDS THAN 
TO LISTEN AND LEARN FROM THE BEST AND BRIGHTEST IN AREAS SUCH AS ANIMAL WELFARE, THE 
ENVIRONMENT, AND HUMAN RIGHTS? THEIR AMAZING PASSION AND INSIGHTS HELP US CREATE 
BETTER SUSTAINABILITY STRATEGIES AND PROGRAMS.
“
“
STAKEHOLDER ENGAGEMENT
BOB LANGERT
Vice President CSR & Sustainability
McDonald’s Corporation
1212

2011-2013 CSR & Sustainability  
Stakeholder Advisory Team
A diverse group of experts helped shape and refine our Global CSR & Sustainability 
Framework and provide feedback on our initial goal setting. 
The stakeholder team met in person and via conference call on multiple occasions 
with members of McDonald’s leadership team to provide specific recommendations 
on McDonald’s CSR & Sustainability priorities, progress, challenges and 
reporting areas.
Alliance for a Healthier Generation
Victoria Brown
Business for Social Responsibility  
Eric Olson
Calvert investments
Ellen Kennedy
CereS
Andrea Moffat
Clinton Health Matters Initiative 
Rain Henderson
Interfaith Center on Corporate Responsibility 
Laura Berry
University of Toronto 
Harvey Anderson
Walden Asset Management
Heidi Soumerai
World Business Council for  
Sustainable Development
Jessica McGlyn
World Resources Institute
Chris Perceval
World Wildlife Fund 
Jeff Malcolm
How We’re Responding to Stakeholder Feedback 
We take the feedback of stakeholders like Andrea seriously. In the ensuing pages, many of the issues that she—and other 
stakeholders with whom we work—have raised, are addressed. We are thankful for the insights and guidance we have received 
as a result of our ongoing stakeholder engagement efforts. They have played a significant role in defining our  
CSR & Sustainability Framework, associated goals and reporting efforts. Read on to learn more. 
Working with Our Stakeholders 
McDonald’s stakeholders are important to our CSR & Sustainability progress. We are all in this together  
from our employees, Franchisees and suppliers, to investors, non-governmental organizations, and academics.
Ongoing two-way dialogue is essential. It helps us prioritize issues of greatest concern to our business and 
society. It drives innovation and it builds trust.
“
We are pleased that the process of stakeholder engagement at McDonald’s has started to result in more actions 
and strategic commitments. For instance, we have talked over the years about setting public goals and targets, 
and those have now been established. We are looking forward to these being strengthened going forward. 
This framework is particularly important as McDonald’s sometimes downplays its influence but, as a prominent 
global brand, the Company has a responsibility to ensure that sustainability is a core part of its business 
strategy—when McDonald’s acts, other companies can follow suit, influencing the broader market.
That said, it’s not always clear how McDonald’s makes sure stakeholder feedback gets into their business 
process and strategies. Ceres would like to see more transparency regarding complex issues like obesity, 
climate change, and water scarcity, along with bolder actions McDonald’s might take and how they will engage 
Franchisees in this journey. We would like to know more about how sustainability fits into McDonald’s risk 
management and governance and how social and environmental issues will be addressed as part of their 
business performance through 2020 and beyond.
What more could McDonald’s do to address 
stakeholder interests?
Q:  Stakeholder Perspective
ANDREA MOFFAT
Vice President
Corporate Programs at Ceres
“
13

• Established goals for three of our CSR & sustainability pillars 
• DEveloping improved collection, consolidation, and reporting processes
GOALS: Set long-term, 
measurable, ambitious GOALS.
• Partnered with the alliance for a healthier generation in connection with the  
clinton global initiative to commit to increasing customers’ access to fruit and 
vegetables and helping families make informed food choices 
• Working to improve product nutritionals 
• Providing easy access to nutrition information and more customer choice
FOOD: Focus on food  
as the priority.
• Working through global organizations to advance collective  
improvements, such as sustainable beef production
• Collaborating with suppliers to support more  
sustainable agriculture
SOURCING: Leverage McDonald’s  
scale and market leadership to  
influence change on key issues.
• Estimated system-wide carbon footprint 
• Developed climate and Energy change position Statement
• Included water risk in environmental scorecard for suppliers
• Completed water stress mapping for all restaurants
• Developing enterprise-wide water strategy and beginning watershed-level investigations
PLANET: Incorporate climate change and  
water risk avoidance in our strategy.
• Created a CSR & sustainability communications team 
• Aligning with regional McDonald’s communications personnel
PEOPLE: Be bolder in our communications, both  
internally and externally. 
• Planning global employee volunteer program and recognition initiative
• Creating community strategy aligned with brand ambition, CSR & 
sustainability framework
COMMUNITY: Leverage employees as a key driver  
of community strategy.
What Our Stakeholder  
advisory team Told Us
HOW it is influencing 
our journey
BE BOLD. BE TRANSPARENT. BE A LEADER.
Our stakeholder engagement process has identified a number of issues that are important to society and our business, including several over-arching priorities for the future.
14

As part of the development of our Global CSR & Sustainability Framework we reviewed a range of stakeholder 
inputs, benchmarking analyses, research, reports and other sources to determine our priority issues based on 
their leadership opportunity for McDonald’s and their impact on society and the environment. 
We also place a high value on what our customers think. As a result, we work with 
independent organizations to engage with consumers and obtain their perceptions of our  
CSR & Sustainability performance. For example, GlobeScan has conducted consumer 
research on McDonald’s behalf for the last several years. The findings are based on telephone 
or face-to-face surveys with over 8,000 randomly sampled consumers across eight countries: Australia, Brazil, 
Canada, China, France, Germany, U.K. and the U.S. The results are considered to be accurate within 3.1 % in 
each country. 
It is no surprise that our food and sourcing are the key areas where consumers would like us to focus, with 51% 
of consumers in agreement. This was also echoed by our Stakeholder Advisory Team, making food and sourcing 
two of the key focus areas of our framework.
51%
WANT MCDONALD’S 
TO FOCUS ON FOOD. 
Specifically, 
NUTRITION AND 
SUPPLY CHAIN 
PRACTICES.
2012 GLOBESCAN RESEARCH 
ON CONSUMER PERCEPTIONS 
OF MCDONALD’S
Focusing on the  
Important Issues for  
Our Business and Society
15

1990 
Environmental  
Defense Fund
Task force participant to reduce, 
reuse and recycle materials. 
1991 
Global ReLeaf
Participant in “Let’s Get Growing America,” 
distributing millions of trees
1992 
National Recycling Coalition
Founding member of  
Buy Recycled Business Alliance
1993 
Student Conservation  
Association
Partnership to recognize high school  
students for environmental efforts
1993 
US Environmental  
Protection Agency
Participant in Green Lights for  
energy-saving lighting 
1996 
Dr. Temple Grandin
Collaboration to develop McDonald’s  
animal welfare auditing program
2000 
Animal Welfare Council
Establishment of McDonald’s Animal  
Welfare Council and guiding principles 
1997 
Environmental  
Defense Fund
Member of the Paper Task Force 
developing recommendations 
for purchasing environmentally 
preferable paper  
2001 
Food Animal Initiative
Sustainable agriculture partnership and  
Agricultural Assurance Programme -  
McDonald’s Europe 
2001 
Conservation International
Partnership to develop McDonald’s  
Sustainable Fisheries Program
2002 
Environmental 
Defense Fund
Collaboration to create 
McDonald’s global 
Antibiotics Policy
2002-2006  
Project Kaleidoscope
Collaboration to promote sustained  
compliance with labor standards
2004 
Refrigerants, 
Naturally!
Member of global initiative  
to combat climate change  
and ozone layer depletion
2003 
McDonald’s Global  
Advisory Council
Formation of global expert 
panel on nutrition and 
children’s well-being
1984
McDonald’s helped found  
Ronald McDonald House Charities
Founder of ongoing, global network providing comfort 
and care to children and their families through Ronald 
McDonald Houses, Ronald McDonald Family Rooms and 
Ronald McDonald Care Mobiles 
2005 
CERES
Member of Ceres, which supported 
our stakeholder engagement efforts
            
1616

over the last several decades, we’ve collaborated 
with approximately 25 organizations to develop 
programs that create lasting change for society 
and our business.  
Engagement timeline
Together making Progress
2005 
Conservation International 
Partnership to develop McDonald’s Supplier 
Environmental Scorecard
2005 
Sustainable  
Agriculture 
Initiative
Member of food industry 
initiative supporting 
sustainable agriculture
2006 
amazon soy  
moratorium
Supporter with Greenpeace  
and suppliers to stop  
illegal deforestation
2008 
Global Food  
Safety Initiative 
Member of GFSI’s Board
2009 
Coalition for Sustainable 
Egg Supply
Partnership to study humane and sustainable 
laying hen options­—McDonald’s USA
2010 
World Wildlife Fund
Supply Risk Analysis to inform the Company’s 
Sustainable Land Management Commitment; 
Conveners of Global Conference on  
Sustainable Beef
2012  
KaBOOM!
Partnership to build
12 playgrounds­—McDonald’s Foundation  
2013  
Alliance for a 
healthier generation 
Partnership with Alliance  
on Clinton Global Initiative 
commitment to promote balanced 
food and beverage choices
2011 
Global Sustainability  
Framework 
Stakeholder Team
Establishment to inform 
McDonald’s global targets
2012 
EPA Green Power  
Partnership
Commitment to match 30% of energy 
use in Company-owned restaurants 
with renewable energy certificates­  
for 2012 – 2013­—McDonald’s USA
CMYK:
CMYK:
FOR GOOD.
17

Good Food - What We’re Building On
  • Continuing to enhance the nutritional profile of existing menu offerings 
and developing new menu choices featuring fruit, vegetables, low-fat dairy, and whole grains.
  • focusing on children’s well-being by optimizing our children’s menu, promoting 
physical activity, and communicating responsibly.
  • Providing food and nutrition information in relevant ways that help 
customers make easy, informed choices.
FOR GOOD.
Looking forward to 2020 - Our 
Aspirational Goals for Good Food
across our menu:
1.	 Serve 100% more fruit, vegetables, low-fat dairy 
or whole grains.* 
Top 9 Markets.  
*We are developing guidelines to measure our progress against this goal.
2.	Reduce salt/sodium, sugar, saturated fat or 
calories across the menu. 
           Top 9 Markets. Develop goals in 2015. 
Evolving to meet the preferences of our customers 
is critical to our success at McDonald’s. We know 
that quality, choice and nutrition are increasingly 
important to customers and we’re committed to 
continuously meeting their needs.
Erik Hess 
Senior Vice President
Global Consumer Insights, Menu and  
Brand Strategy, McDonald’s Corporation
“
“
OFFERING BALANCED CHOICES AND PROVIDING MORE INFORMATION TO CUSTOMERS  
When most people think of McDonald’s, they think of food. Iconic menu items like our World Famous Fries and Big Mac are what 
we’re known for around the globe.  
Over the past decade and more, McDonald’s has been offering even more balanced choices on our menu, changing the composition  
of some of our classic favorites, and finding newer and better ways to share food and nutrition information with our customers.  
We’re committed to quality food, responsible marketing, and to providing information to enable our guests to make informed 
choices that fit their nutritional needs and lifestyle. Obesity is a complex and multi-faceted issue. We all have a role to play. We’re 
collaborating with others in the industry and with health and nutrition experts to continue to do more.  For McDonald’s, Good Food 
means great taste, modern choices and real ingredients.
18

Partners in Nutrition:  
Alliance for a healthier generation
In collaborating with the Alliance for a Healthier Generation, we developed  
our Clinton Global Initiative (CGI) commitment. We are working to find new  
ways to make nutritious choices and nutrition education a bigger part of the 
McDonald’s experience.
By 2020, in 20 major markets around the world that currently represent more 
than 85% of our global System-wide sales, we commit to:
1.	 Offer customers a choice of a side salad, fruit or vegetable as a substitute for French 
fries in value meals. (Salad, fruit or vegetable option will vary per participating market.)
2.	 Feature only water, milk and juice as the beverage in Happy Meals on menu boards 
and in-store and external advertising directed to children. For Happy Meals, remove 
all soda logos and images of cups with soda from Happy Meal section of menu 
boards (where it exists) and all in-store and external advertising directed to children.
Note: McDonald’s will phase out the listing of soda on the Happy Meal section of the 
menu board. Soda will be available as a beverage option, but it will not be listed on 
the Happy Meal section of the menu board.
3.	 Utilize Happy Meal and other packaging innovations and designs to generate 
excitement for fruit, vegetable, low/reduced-fat dairy, or water options for kids or  
offer new fruit, vegetable, low/reduced fat dairy or water options in the Happy Meal.
4.	Dedicate Happy Meal box or bag panel to communicate a fun nutrition or  
children’s well-being message. (Four times annually.)
5.	 Include a fun nutrition or well-being message in 100% of advertising directed to children. 
McDonald’s will retain an independent, reputable third-party organization to verify progress on 
these commitments in a clear and transparent manner.
• Offered fruits, vegetables, or low-fat dairy in Happy Meals 
in more than 95% of our restaurants.
• Joined the International food & beverage Alliance in support 
of the World Health organization’s Global Strategy on Diet, 
Physical Activity and Health.
our journey continues
Clinton Global Initiative 
Announcement
September 26, 2013
Don Thompson, CEO and President,  
McDonald’s Corporation
Former President Bill Clinton
Dr. Howell Wechsler, CEO,  
Alliance for a Healthier Generation
2012 - 2013 highlights
19

At McDonald’s, we have a broad array of menu options that represent a wide spectrum of choices and we are working to improve our variety of offerings—such as adding more fruits, vegetables, low-fat dairy and 
whole grains to our menu overall, and by making fruits and vegetables fun for children. 
We are working hard to develop 
new items that offer our customers 
the choice they want. Many markets 
across Europe offer new fruit 
options in the Happy Meal, making 
them fun and exciting to eat. 
Nicola Pitman
Senior Food Development 
Manager
European Food Studio  
McDonald’s Europe“
“
= improved nutrition 
and choice
Same Great Taste, Better Nutrition Profile
Before making adjustments to sodium, sugar or fat content, we carefully consider customer input to make sure 
the taste and experience of our menu offerings still meet customer expectations. 
We are also mindful of the diverse nature of the cultural environments in which we operate. Therefore, while 
we are globally aligned and committed to common goals, each McDonald’s market has the flexibility to look for 
locally appropriate ways to improve nutritional profiles.
more  
fruits and 
veggies
Low 
Fat
 
More ChoiceS, Improved Nutrition
20

Focusing on Food Groups  
McDonald’s has sold millions of salads worldwide, but our efforts to offer expanded menu choice go well beyond greens. McDonald’s markets continue to make real progress in offering menu choices that incorporate fruits and vegetables.
Some of our recent innovations to expand choices of fruits and vegetables include:
McCafe Smoothies 
made with pureed fruits  
and juices.
Happy Meal fruit, vegetable and 
low-fat dairy options such as kiwi, apples, 
tomatoes, corn, carrots and low-fat yogurt 
offered in countries around the world.
Seasonal fresh fruit including  
fresh blueberries in the Blueberry Yogurt Crunch 
and the Blueberry Banana Nut Oatmeal, sold as a 
limited-time offering in the U.S. in 2012.
Across Europe, McWraps 
offer a variety of ingredients, and many 
McWraps contain about 40-60 grams 
of vegetables.
Study Questions
 • What happens if McDonald’s lowers calories in the Happy Meal, mainly by reducing the portion size of 
French fries?
 • Would lower-calorie changes lead to choices of other, more calorically dense meal items?
Study METHODS
  • Researchers analyzed 232,424 itemized transaction records including a Happy Meal purchase. The data 
was collected at 30 representative Company-owned restaurants over the summer months (June-August) in 
2011 and 2012.
  • The 2011 Happy Meal included either a small French fry or apple slices with caramel dipping sauce. The 
new Happy Meal (introduced March 2012) included both a kid-size fry (52% smaller) and apple slices with 
no caramel sauce.
McDonald’s New Happy Meals in the U.S.  
Average 18.8% Fewer Calories than Previous  
Happy Meals  
At McDonald’s request, academic experts have worked to assess the positive outcomes for customers 
associated with our Happy Meal changes in the U.S. A 2013 study compared the previous three-item Happy 
Meal—for which apples were optional—with the new four-item Happy Meal in the U.S., which automatically 
includes apple slices and a smaller-sized portion of fries. The research was conducted by Cornell Food and 
Brand Lab researchers Brian Wansink and Andrew S. Hanks.
The research determined that, on average, kids who received the new four-item Happy Meal had an average of 
104 (or about 18%) fewer total calories in their meal.
  • Key Discoveries 
   - Customers did not appear to compensate by choosing higher calorie entrees within the meal.
   - 94% of the calorie decrease was due to the smaller size French fry.
   - More milk was purchased with Happy Meals during the time period of June-August 2012 as compared to 
that same time period in 2011.
  • Potential Implications Beyond the Restaurant 
    - Kids learn that fruit is a natural part of a meal.
    - Parents can offer smaller portions of favorite snack items instead of eliminating them altogether.
104 
FEWER CALORIES 
aN AVERAGE OF
(U.S. HAPPY MEAL)
2121

Our menu has evolved over  
the years to include more choices.
Grilled chicken, salads, fruits, whole grains, low-fat dairy options, and a variety of tastes and sizes all help our customers create meals that satisfy their nutritional and lifestyle needs. 
1950s
Our menu today in BRAZIL
1960s
1970s
1990s
Julia Braun, 
MPH, RDN, LDN
Director, Global Nutrition
Global Menu Strategy, 
McDonald’s Corporation
Our menu has evolved over the years, and 
so has our mindset around how we engage 
our guests on nutrition.  There are real 
differences across geographies when it comes 
to nutrition.   No matter where in the world 
our guests visit a McDonald’s, we want them 
to have the information they need to make the 
choice that’s right for them.
“
“
22

Reducing Saturated Fat, Sugar,  
Artificial Trans Fats and Sodium
We have been working to reduce saturated fats, sugar, artificial trans fats (which form when plant fats are 
partially hydrogenated) and sodium in a number of our menu items in various markets.  For instance, in 2012 a 
number of McDonald’s markets in Europe reduced saturated fat by approximately 30% in sundaes and shakes. 
In the U.S., switching from 1% low-fat chocolate milk to fat-free chocolate milk reduced calories by 24% and 
sugar by 12%, and resulted in a beverage with zero grams of both total fat and saturated fat per 8-fluid ounce 
labeled serving. All of the fried products that McDonald’s U.S. serves—including French fries, hash browns and 
fried chicken choices—have zero grams of trans fat per labeled serving.
McDonald’s is also working to reduce sodium in our menu items. The timing and reduction amounts vary 
by country and menu item. Because nutritional values vary around the world, McDonald’s markets have 
different baselines for measuring sodium content and different opportunities to reduce sodium. The number 
of McDonald’s markets and the menu variation among them has made it difficult to calculate an overall 
improvement that represents all of our operations worldwide. However, we are making progress, including:
  • From 2009-2012, McDonald’s 
Canada worked to reduce sodium 
in a number of menu items.  Two 
of the ingredients with the biggest 
sodium reductions are the grilled 
chicken patty, which had a 45% 
reduction in sodium, and the crispy 
chicken patty, which had a 50% 
reduction in sodium.
  • The amount of salt dispensed on 
fries has been reduced by 20% in 
markets across Europe.
  • McDonald’s Australia achieved a 20% sodium reduction in their American cheese slices.
  • During the last several years, a number of markets in Europe have been working to reduce salt in their 
Chicken McNuggets. 
Boosting Whole Grains 
McDonald’s USA uses buns made with 8 grams of whole grain for premium chicken sandwiches, offers  
Fruit & Maple Oatmeal with two servings of whole grain in the oatmeal and uses an English muffin made with 
8 grams of whole grain for breakfast sandwiches. The oatmeal offerings alone have provided more than  
500 million servings of whole grain since the oatmeal was introduced in January 2011.
STRIVING Toward  
Sustainable Beef
Enhancing nutrition and choice is important to McDonald’s, and so is 
sourcing our ingredients responsibly. We are collaborating with other 
stakeholders to help develop a common set of guiding principles and  
best practices for sustainable beef. 
	
	
See the Sourcing section for more about our progress toward 
sustainable sourcing for beef, fish and other priority ingredients.
23

McDonald’s has launched many carefully planned nutrition and well-being initiatives, such as reducing the 
calorie count in the most popular McDonald’s USA Happy Meals. This is one of the most exciting innovations 
in years! But most of McDonald’s innovations—as positive as they are—may not necessarily be enough to 
engage all consumers in significant behavior change. Realistically, McDonald’s can’t change the world but it 
can make a positive difference. It has a large customer base, is a global company and is ahead of the curve in 
terms of menu variety and nutrition. Going forward, McDonald’s should 
develop a cohesive framework around food and physical activity and 
work to provide tangible evidence of its benefits to children.
Considering global food and nutrition issues, what more  
can McDonald’s do to support children’s well-being?
Q:  
Stakeholder Perspective
Professor Paul Gately
Leeds Metropolitan University, U.K.
Global Advisory Council
Global Advisory Council— 
Guiding nutrition and children’s well-being
For assistance with guidance and counsel regarding McDonald’s commitments to children’s well-being, 
the Company formed the McDonald’s Global Advisory Council (GAC) in 2003 which includes 
experts from academia and science representing premier institutions around the world. The GAC 
provides professional guidance to help us evolve our approach and programs in the areas of nutrition 
and children’s well-being. Since 2003 it has provided McDonald’s with guidance on global nutrition 
labeling and approaches for motivating children to eat more fruits and vegetables and stay active.  
Current members of the GAC include:
Harvey Anderson, Ph.D. 
University of Toronto, Canada
Arne Astrup, M.D., Ph.D. 
Royal Veterinary and Agricultural University of Copenhagen, Denmark 
Yvonne Bronner, Sc.D., R.D.N., L.D  
Morgan State University, USA  
Roger Clemens, DrPH. 
USC School of Pharmacy Institute for Food Technology, USA  
Silvia Cozzolino, Ph.D.  
São Paulo University, Brazil 
Adam Drewnowski, Ph.D., M.A. 
University of Washington in Seattle, USA 
Penny Kris-Etherton, Ph.D., R.D.N., F.A.H.A.  
Pennsylvania State University, USA  
James O. Hill, Ph.D.  
University of Colorado School of Medicine, USA  
Paul Gately, Ph.D. 
Leeds Metropolitan University, U.K.
Judy Rodriguez, Ph.D., R.D.N., L.D.N., F.A.D.A.  
University of North Florida, USA  
Brian Wansink, Ph.D.  
Cornell University, USA 
Glen Wiggs, MNZM, LL.B, IMD  
The University of the Sunshine Coast, Queensland, New Zealand
McDonald’s commitment to children’s well-being manifests itself in several ways.  
We take a thoughtful and varied approach to contributing positively to the  
balanced lifestyles of our youngest customers. 
First, it begins with the food we serve through Happy Meal innovations in a number of  
countries. We continue to make fruits, vegetables and low-fat dairy more accessible and  
fun for children. Secondly, our commitment to responsible marketing practices has led to  
the development of voluntary pledges in several markets and creative advertising campaigns  
that encourage an active and balanced lifestyle. In addition, our recent commitment made in  
partnership with the Alliance for a Healthier Generation as part of the Clinton Global Initiative,  
is designed to ensure that 100% of advertising directed to children will include a fun nutrition or 
well-being message in 20 major markets by the year 2020.
“
 
FOCUSING ON CHILDREN’S WELL-BEING
“
24

The Happy Meal has evolved over the years to include additional options for fruit, vegetables and low-fat dairy. 
McDonald’s introduced fruit into Happy Meals in the U.K. in 2003, and in the U.S. in 2004. Since then, these 
options for Happy Meals have continued to expand to numerous markets around the world. 
Today more than 95% of our restaurants 
around the world offer fruits, vegetables 
or low-fat dairy in Happy Meals.
Building a Better Happy meal
Apples are now available in Happy Meals in  
20 countries. Carrot sticks are offered in 23 countries,  
and corn cups are offered in 13.
McDonald’s Europe All markets in Europe offer 
vegetables or fruit options such as carrots, pineapple or apple slices 
and a number of markets offer low-fat dairy options.
McDonald’s France Crunchy Wednesdays, a program by McDonald’s France that runs one 
Wednesday a month, offers easy-to-eat fruit to each child who visits McDonald’s and purchases a Happy Meal on 
that day. As a result of Crunchy Wednesdays, our restaurants in France provided more than 9 million packs of fruit 
between September 2010 and September 2013. 
McDonald’s ITALY
 made fruit fun by offering 
peeled kiwi on a stick as a Happy Meal option, helping to 
increase the number of Happy Meals sold with fruit during 
the initial promotional period.
McDonald’s Australia 
Happy Meal options include a grilled chicken 
wrap, apple slices, low-fat flavored milk, fruit 
juice and water.
McDonald’s U.S. and Latin America  
Starting in 2012 the four-item Happy Meal was introduced in the 
U.S., to automatically include fruit. Since we started automatically 
including apple slices in every Happy Meal in the U.S., we have served 
more than 130 million cups of apples to our youngest customers. 
Calories in the most popular Happy Meals served in the U.S. have 
been reduced by roughly 18%. A number of markets in Latin America 
also currently offer Happy Meals which include a side of fruit.
McDonald’s CAnada  
As of 2012, McDonald’s Canada Happy Meals include 
a strawberry yogurt in every meal and sodium-reduced 
entree options (compared to the prior sodium levels for 
those same entree options), such as the Grilled Chicken 
Snack Wrap and Chicken McNuggets.
25

“
Good Food, a Fun Toy,  
an Educational Message 
For many years our Global Children’s Marketing Guidelines have helped us create advertising and marketing 
that is appropriate for children. Everywhere we operate, McDonald’s adheres to, and often surpasses, the legal 
requirements for marketing to children. Many countries and regions also participate in industry food advertising 
and marketing pledges. The Company and/or its Franchisees have signed country or regional pledges in 
Australia, Brazil, Canada, Europe, Mexico, Singapore and the U.S., and in many countries McDonald’s was a 
founding member.
  • Encouraging Balanced Food Choices for Children 
McDonald’s Canada is a founding member of the Canadian Children’s Food and Beverage Advertising 
Initiative, which promotes healthy dietary choices and healthy lifestyles through marketing activities directed 
to children under 12 years of age outside of the Province of Quebec.  McDonald’s Canada committed to 
promoting products that represent healthy dietary choices in 100% of its national child-directed advertising. 
In addition, McDonald’s Canada committed to distributing advertising that prominently includes healthy 
lifestyle messaging designed to appeal to children.
  • Leadership in U.S. Children’s Food and Beverage Advertising  
McDonald’s USA is a founding member of the U.S. Children’s Food and Beverage Advertising Initiative, 
which established nutrition criteria for calories, saturated fat, trans fat, sodium, and sugar.  In addition, the 
commitment sets requirements for positive nutrient components such as fruits, vegetables, and low-fat dairy 
for meals promoted to children. McDonald’s USA committed to promoting nutrition and/or active lifestyle 
messages in 100% of national kids’ communications, including merchandising, advertising, digital, and 
Happy Meal packaging. 
  • Nutritional Criteria for Advertising  
McDonald’s Europe reinforced its commitment to responsible advertising to children by joining the 
EU Pledge, which limits the types of food and beverage products that can be featured in advertising 
directed to children under 12. Compliance is verified each year through third-party audit. All McDonald’s 
advertisements in Europe directed to children under 12 that feature a Happy Meal bundle show fruit or 
vegetable options and drinks with only naturally occurring or no added sugar. In 2012, McDonald’s Europe 
went even further, agreeing to industry-wide nutrition criteria for advertising to children.
“
“
We are committed to advertising responsibly and are a member of the 
EU Pledge initiative. Coupled with increased choice and variety on our 
menu, consumer-friendly nutrition information and our promotion of 
physical activity and education initiatives, such as book giveaways and 
reading programs, we believe we are supporting parents in making the 
right diet and lifestyle choices for their children.
Pierre Woreczek
Senior Vice President and  
Chief Brand and Strategy Officer
McDonald’s Europe
Get Active, Stay Active 
HAVe FUN.
McDonald’s is committed to helping kids get active, stay active, and 
have fun while they do it. For instance, we leveraged the London 2012 
Olympic Games to engage kids in physical activity. The McDonald’s 
Champions of Play program, developed for kids ages 6 to 14, 
encouraged a fun approach to activity. The program connected millions 
of kids all over the world to the Games, inspiring the power of play.
For more about our partnerships to encourage fun 
physical activity, please see the Community section.
26

McDonald’s USA Commitments to Nutrition Choice  
and Information 
	 Mcdonald’s Global Guidelines for Children’s Marketing
“
“
McDonald’s offers wholesome food and beverage choices in a variety of portion sizes to satisfy 
individual tastes.  McDonald’s USA offers fruits, vegetables, low-fat and fat-free dairy, whole 
grain and protein options.  We continue to evolve our menu with quality, great-tasting food that 
can fit into a balanced diet.”  
Cindy Goody,
PhD, RDN, LDN, Senior Director-Nutrition
Menu Innovation, McDonald’s USA  
1 	The food we promote to children under the age of 12 will fit within a child’s nutritional needs and will include 
a fruit, vegetable and/or low/reduced-fat dairy side, where available.
2 	We will feature water, milk and juice as beverages for children. We will not advertise soda to children or 
feature them on our Happy Meal menu boards.
3 	Marketing communications to children will deliver a fun nutrition or children’s well-being message.
4 	In addition to promoting the fun of the brand, we will use licensed characters, Happy Meal characters, and 
packaging to generate excitement for fruit, vegetables, low/reduced-fat dairy or water options for kids.
5 	We will not engage in communications related to our food and beverage menu items in schools with children 
under the age of 12, except where specifically requested by or agreed with the school for educational or 
charitable fundraising purposes.
6 	We will provide nutrition information about our food to help parents and families make informed food 
choices.
7 	We will engage the support of subject matter experts and informed third parties to help guide our efforts 
for children and families worldwide.
In 2011, McDonald’s USA established goals related to nutrition, choice and information, which it 
continues to evaluate relative to its progress.
1 	Automatically include produce or low-fat dairy in each Happy Meal.
2 	Develop additional vegetable, fruit or low-fat dairy choices for the Happy Meal and roll out over the next  
few years.
3 	Promote Happy Meal options that meet the new, rigorous Council of Better Business Bureaus Children’s 
Food and Beverage Advertising Initiative food pledge standards.
4 	Reduce sodium by an average of 15% overall across the national menu of food choices, excluding beverages, 
by 2015.
5 	Reduce added sugars, saturated fat and calories with varied portion sizes, reformulations and innovations  
by 2020.
6 	Promote nutrition and/or active lifestyle messages in 100% of national kids’ communications including 
merchandising, advertising, digital and Happy Meal packaging by the end of 2012.
7 	Establish a Kids’ Food and Nutrition Advisory Board of parents and experts in children’s nutrition, 
education and behavior to help develop effective nutrition and active lifestyle marketing messages and 
programming for kids.
8 	Provide funding for grassroots community nutrition awareness programs.
9 	Expand in-restaurant, website, mobile communications and marketing vehicles, making access to nutrition 
information even easier.
10	Embark on a listening tour to hear from parents and nutrition experts about how McDonald’s can play a role 
in nutrition.
11 	Launch new online parents’ forum for McDonald’s and parents to engage on nutrition topics.
12 	Enter into an agreement with a third party to attest to our performance/progress against our commitments.
27

McDonald’s serves approximately 70 million guests each day around the world. Helping them make 
smart and informed nutritional choices is a priority. This means providing customers with easier access 
to accurate nutrition information. McDonald’s uses a host of vehicles to do just this.
Information is Empowering - And We’re Getting 
it to Our Customers
Calories, Nutrients – It’s All There
Reading and understanding nutrition information is essential to making diet and lifestyle choices. In the U.S.,  
we have provided nutrition information to customers for more than three decades. Over time, as the 
information needs of consumers have changed, we have begun to disclose nutrition information in markets 
outside of the U.S. and have adjusted our approach to make sure the information remains understandable and 
convenient for customers to access. 
In 2006, we committed to providing nutrition information on select packaging in 20,000 McDonald’s 
restaurants in various countries within 18 months. We met that target, and as of the end of 2012, nutrition 
information appears on some packaging in about 24,000, or approximately 70%, of restaurants in markets 
around the globe. Each McDonald’s market determines which of its market-specific items will include nutrition 
labeling on the package. 
Nutrition Information  
Right on the Package
Quick Response (QR) Codes 
right on packaging
U.S. Grilled Chicken  
Sandwich packaging
28

How Would You Like that Information? 
Menu Board, packaging, Mobile App? 
McDonald’s markets use a variety of approaches to make nutrition information available:
  • McDonald’s websites
  • Applications for mobile devices
  • Select product packaging
  • In-restaurant nutrition brochures
  • Tray liners
  • Toll-free phone lines
In 2012 consumers accessed U.S. nutrition information on mcdonalds.com over 50 million 
times. Also:
  • Menu Board Labeling  
We’ve added calorie counts (or their local equivalents) to the menu boards in a number of major markets, 
including the U.K., Australia and the U.S. 
  • QR Codes  
Quick response (QR) codes were added to select carry-out packaging in 2012 in the U.K., making it easier 
for customers to access nutrition information on the go. In 2013, we added QR codes to carry-out bags and 
fountain beverage cups in many markets.  The QR codes link to nutrition information on local websites or 
to McDonald’s food quality stories in local languages.
  • Mobile Applications  
A new McDonald’s Australia mobile app, TrackMyMaccas, took customers behind the scenes to show 
where their food came from. The app shared information about the sources of our food in a fun and 
interactive way. 
  • RESTAURANT STAFF Awareness  
A voluntary e-Learning program has helped restaurant staff in about 1,000 restaurants in the U.S. expand 
their knowledge about the nutritional content of McDonald’s menu items. 
Collaborating through the  
International Food & Beverage Alliance
In 2013, the Company joined the International Food & Beverage Alliance, a group of food 
and beverage companies with a shared goal of supporting the World Health Organization’s 
Global Strategy on Diet, Physical Activity and Health through the following commitments:
1.  Reformulate products and develop new products that support the goals of 
improving diets.
2.  Provide easily understandable nutrition information to all consumers.
3.  Extend our initiatives on responsible advertising and marketing to children.
4.  Raise awareness on balanced diets and increased levels of physical activity.
5.  Actively support public and private partnerships that support the World Health 
Organization’s Global Strategy.
29

McDonald’s Canada “Our Food. Your Questions.”
Are your fries made from real potatoes? Do you use filler in your burgers? These and more than 22,000 other 
questions have been asked—and answered—about the food served by McDonald’s Canada. After listening carefully to 
customers McDonald’s Canada created a transparent line of communication via the interactive, online Q&A platform, 
Our Food. Your Questions. The website received nearly 260,000 unique visits in its first six weeks, while the video 
series—which shows how potatoes are grown for McDonald’s Canada’s fries, how to make a Big Mac at home and how 
the eggs are cooked for the McMuffin sandwiches—has received more than 16 million views.
What is in the  
chicken McNugget?*
In an effort to address many of the popular 
misconceptions surrounding our food, McDonald’s 
Canada undertook the challenge of reclaiming the 
truth through the “Our Food. Your Questions.” campaign. 
This allowed customers from across the country to ask 
McDonald’s Canada any questions about our food, and 
receive a personalized response. This transparent and 
authentic approach helped shift Canadians’ perceptions 
about the quality of McDonald’s food, as well as our 
practices and procedures, in a new and dynamic way
Jeffrey Fitzpatrick-StilwelL 
Manager
Sustainability and Government Relations 
McDonald’s Canada
“
“
*Excerpt from McDonald’s Canada’s “Our Food.  
Your Questions.” website. To ask your own 
questions and learn more about McDonald’s Canada’s 
food, visit: http://yourquestions.mcdonalds.ca/#/
in canada Chicken 
McNuggets are made from 
chicken breast, a few 
seasonings, along with 
a natural proportion of 
chicken skin, used for both 
flavor and as a binder. The 
McNuggets are then coated 
with a tempura-style 
batter.
30

Food Safety from 
Farm to Front Counter
Employee Training for Food Safety
Food safety is central to McDonald’s training programs for restaurant managers and crew members, is 
integrated into our operational procedures, and is a significant component of the restaurant assessment process. 
  • Restaurant employees participate in operations training on a range of critical food safety measures such as 
cooking, food handling, product internal temperatures, sanitation, hand washing, equipment settings and 
many other requirements. 
  • McDonald’s Restaurant Operations and Training Manual details the procedures for proper food delivery, 
storage, preparation and holding. 
  • All of McDonald’s global food safety procedures require  
daily verification at the restaurant level.
Diligent Dedication to Safety  
by Suppliers and Distributors
Food supplied to McDonald’s restaurants comes from approved suppliers who are required to meet 
McDonald’s food safety and quality standards. Our direct suppliers are audited annually to ensure compliance 
with our requirements. McDonald’s requirements cover more than 30 key topics from air and water quality 
to facility management and traceability. Suppliers must also work under a validated Hazard Analysis Critical 
Control Point (HACCP) system, a management system in which food safety is addressed by controlling 
biological, chemical and physical hazards in raw materials and during manufacturing and distribution.
Once products leave the supplier they are delivered to our restaurants from approved, audited distribution 
centers that meet McDonald’s food safety and quality standards, as well as local regulatory  
requirements for food safety.
Since the beginning, food quality and safety have been the cornerstones of the McDonald’s business.  
We are committed to serving good-tasting, quality food that starts with science-based food safety systems. This 
begins with our direct food suppliers and extends to the front counter of our restaurants. We are diligent in our 
focus, day in and day out, implementing food safety practices that meet our stringent standards to serve safe, 
quality products to the customers we serve every day around the world.
31

Safe Ingredients from
LOCAL And Global Suppliers
We recognize that local sourcing is increasingly important to some consumers—however 
they choose to define it. We often source our food within the country where it will be 
served. For example:
  • Beef: McDonald’s Australia serves only Australian beef and McDonald’s U.K. 
gets its beef from Irish and British farmers. 
  • Produce: The majority of McDonald’s USA’s fresh leafy greens are sourced 
from the United States, with some product coming from Mexico as well. Fresh 
tomatoes are sourced from places like Florida, the Carolinas, California  
and Mexico.
  • Potatoes: McDonald’s USA sources potatoes from Idaho, among other 
locations in the U.S. and Canada.
We will continue working with our suppliers to source quality foods for consumption in 
the country where they are produced and in other applicable markets. 
Supplier Councils Share 
Knowledge for Food  
Safety Leadership
Just as McDonald’s strives for continuous improvement in our own operations,  
we also encourage suppliers to stay current on best practices in their industries. 
Many of McDonald’s food suppliers have elected to participate in the Company’s 
Supplier Councils for their sector, with both global and regional opportunities 
to get involved. For instance, McDonald’s beef suppliers who participate on the 
Company’s Beef Council share best practices where necessary and appropriate.
Capacity Building in Emerging  
Economies Supports Food Safety
The Company’s quality systems professionals provide training to our suppliers on 
McDonald’s quality expectations, product specifications and other Company global 
and local requirements so that they are equipped to comply with our standards 
for food safety. Suppliers learn best practices and requirements for assessing and 
mitigating potential food safety risks, from planting to harvesting to transportation. 
When we enter a new market, the Company works closely with potential suppliers 
to assess their ability to meet our stringent standards for quality, safety and taste.  In 
India, for example, the Company encouraged its suppliers to help improve parts of the 
local agricultural system. In connection with potatoes and other produce, our suppliers 
helped farmers improve their farming, storage and transportation practices for higher 
yields. In China, the Company worked with producers and growers to make sure they 
have the facilities and systems in place to meet our requirements.
           	
 For more, please see the Sourcing section.
32

Harmonizing Global Food Safety Standards
The Company has been on the board of the Global Food Safety Initiative (GFSI) since 2008.  GFSI’s 
mission includes harmonizing food safety standards within the food industry globally and driving for continuous 
improvement. Over the years we have collaborated with regulatory food agencies, other governmental 
organizations and NGOs, including sharing our food safety standards with the U.S. Department of Agriculture 
and the U.S. Food and Drug Administration, to help advance food safety practices both within the System  
and beyond.
Promoting Best Practices  
for the Food Industry
The Company embraces our responsibility to serve safe food and beverages in our restaurants around the 
world. Internally, the McDonald’s Quality Leadership Board leads global food quality strategies, including food 
safety. The board includes members responsible for supply chain, food safety, and quality assurance in each of 
our major geographic locations across the globe. Our Food Safety Advisory Council includes leading experts 
from academia and McDonald’s food suppliers, who provide guidance on emerging food safety issues and share 
best practices throughout our System. 
Toy Safety to Protect Our  
Youngest Customers 
While our business is food, we also 
provide toys with our Happy Meals. When 
it comes to toy safety, we work together 
with dedicated agencies, suppliers, safety 
laboratories, industry experts and employees 
who help ensure our toys are safe. We 
impose stringent safety protocols throughout 
toy design, development and manufacture. 
Happy Meal toys are tested by independent 
laboratories that verify compliance with 
regulatory requirements and McDonald’s own 
safety protocols through on-site monitoring, 
inspections and audits.
GOOD FOOD - Where We’re Going 
In the coming months and years, we will continue advancing toward our 2020 goals. McDonald’s participating markets will develop action plans that support these 
goals in their markets, and we anticipate working both at the global and regional level to continue evolving our menu and the ways we support our customers in making 
informed choices to fit their lifestyle needs.
FOR GOOD.
Antibiotic Use and Antimicrobial Resistance
Antibiotic use in food animals is an issue subject to industry-wide discussion that requires the attention of global organizations like the Company. We recognize the importance of understanding antibiotic resistance and have maintained 
a global policy outlining guiding principles for the sustainable use of antibiotics in animals since 2004. We take seriously the ethical responsibility to help assure the health and welfare of animals in the supply chain, including the use of 
antibiotics when appropriate to treat, control or prevent disease in food producing animals.
The Company will continue to engage experts from all over the world who understand the issues associated with antibiotic use to help us review our current antibiotic use policy. Our global, cross-functional team is led by Dr. Mike Apley 
at Kansas State University and Dr. Guy Loneragan at Texas Tech University. The team includes academicians, animal health and welfare experts, representatives from our supplier community, and others from Europe, Australia, Latin 
America and the U.S. They provide the Company with both science-based and practical advice as we review our policy for relevance against emerging science and consumer expectations.
33

Good Sourcing - What We’re building On
  • Driving ethics, environment and economics in our supply chain 
through sustainable sourcing of beef, coffee, palm oil, fish, fiber, and poultry, as well as other items.
  • Promoting positive workplaces and human rights  
through McDonald’s Supplier Workplace Accountability Program and Supplier Code of Conduct.
  • Continuously improving the health and welfare of animals  
raised for food production throughout their lives.
José Armario 
Executive Vice President
Worldwide Supply Chain,  
Development, and Franchising 
McDonald’s Corporation“
“
Operating sustainably has become a ‘greens fee’ 
for a global supply chain like ours. Together 
with our vast network of suppliers, we have an 
enormous and humbling opportunity to leave 
a lasting and positive impact on the planet by 
driving innovation in food production.
FOR GOOD.
LEADERSHIP AND COLLABORATION BUILDS A MORE SUSTAINABLE SUPPLY CHAIN 
At McDonald’s, providing our customers with great-tasting, high-quality, safe, affordable and increasingly more sustainable food is a big 
responsibility. We work with suppliers who share our commitment to sourcing food ingredients and materials for packaging in an ethical 
and responsible manner, and sustainability is an integral part of how we measure their performance.
Our journey toward sustainable sourcing begins with our direct suppliers  and extends to thousands of indirect suppliers that source 
ingredients for our menu items. We recognize that the impacts of a global supply chain like ours are significant. In fact, the majority of our 
environmental impacts occur beyond our own operations, through the McDonald’s supply chain.
Looking forward to 2020 - our GLOBAL 
Aspirational Goals for Good Sourcing
1.  BeeF: Support Sustainable Production
       Lead development of global principles and criteria in 2014.
       Develop goals and begin purchase of verified sustainable beef by 2016. 
2.  100% of coffee, palm oil and fish
        Verified as supporting sustainable production
3.  100% fiber-based packaging 
       From certified or recycled sources
34

Why Sustainable Sourcing  
is Important
Society faces a number of pressing challenges, today and in the future. 
According to the United Nations, resources are becoming increasingly scarce 
due to the needs of a growing population, while the changing climate is 
contributing to extreme weather events and to greater water scarcity. 
By sourcing our ingredients and packaging sustainably, we aim to create value 
for our business and society. We are committed to doing what we can to help 
protect oceans and other valuable ecosystems, promote resource efficiency, 
and support the economic viability of farming, fishing and responsible land 
management so that resources are adequately available for generations to come.
Ethics, Environment and 
Economics IN our supply chain
McDonald’s approaches supply chain management through what we call the 
“three Es”—Ethics, Environment and Economics. We are responsible for 
influencing and reinforcing these three Es at each level of our supply chain: raw 
material production, processing, and distribution. Among other things, this means 
working with suppliers to innovate and implement best practices for sustainable 
ingredients, requiring that our suppliers protect human rights in the workplace, and 
safeguarding food quality and safety through best practices in animal health  
and welfare.
Touring the Glenafooka Flagship farm  
in County Waterford, ireland
Adrian Crean, Managing Director of McDonald’s Ireland  
Don Thompson, President & CEO, McDonald’s Corporation  
John Power, Farm Owner 
Simon Coveney, Irish Minister for Agriculture, Food and the Marine 
2012 - 2013 highlights
our journey continues
• 100% of the fisheries that the mcdonald’s system sources whitefish 
from are verified sustainable.
• 99% of supplier facilities signed the Company’s supplier code  
of conduct.
35

“
“
I am so excited about our strategy because I believe we have a real opportunity to mainstream 
sustainable beef globally.  Our goal is to be a leader in this area and to be the first in our 
industry to purchase externally verified sustainable beef around the world, but we cannot 
do this alone. Our partnership with the Global Roundtable for Sustainable Beef—as well 
as our work with beef suppliers and farmers—will ensure that what we develop can be 
practically realized at the farm level.
Francesca DeBiase  
Vice President
Strategic Sourcing, World Wide Supply Chain Management 
McDonald’s Corporation
Supporting Farms, Forests, and Oceans
The Company asked World Wildlife Fund (WWF) to study our supply chain and help us prioritize global 
sustainable sourcing initiatives based on impacts and influence of key ingredients. In 2010, WWF was given 
access to a full scope of information, including volumes and geographic sources, regarding four types of 
ingredients the System purchases for our products—beef, chicken, coffee, and oils, such as palm and canola. 
In addition, WWF interviewed experts within our supply chain to help us analyze, from a sustainability 
perspective, which ingredients the Company should prioritize.
Findings from WWF’s Supply Risk Analysis informed the Company’s Sustainable Land Management 
Commitment, a commitment to ensure that, over time, the agricultural raw materials for our food and packaging 
originate from sustainably managed land. This has now evolved into our CSR & Sustainability Framework and 
road map for the future as it relates to sustainable sourcing of beef, fiber-based packaging, fish, coffee, palm oil 
and poultry. These priorities present opportunities for us to help solve global challenges, such as biodiversity 
loss and deforestation. 
The Road to Sustainable Beef 
Close to 60 years ago, McDonald’s started out as a hamburger destination. Today, we 
offer a range of menu choices, but burgers remain some of our most iconic menu items. 
That’s just one reason we want to do our part to improve environmental practices in 
the way beef is produced, support positive workplaces in the beef industry, and drive 
continuous improvement in animal health and welfare. And, we envision doing all of this 
while providing affordability and quality, along with economic viability for those who raise 
cattle and produce beef.
We are committing to a goal of purchasing verified sustainable beef. This may sound 
simple, but there isn’t a universal definition of sustainable beef. And because beef 
production varies around the world, the industry needs multi-stakeholder collaboration 
to align around common improvement practices. That’s why we have joined forces with 
other stakeholders to build coalitions and help reduce the environmental impacts of beef 
production, support positive working conditions and livelihoods in the beef industry, and 
drive continuous improvement in animal health and welfare. 
Some aspects of beef production can be positive for our planet, such as when well-
managed pasture lands support biodiverse habitats. However, we recognize the negative 
impacts of certain practices, like overgrazing, and the effects on climate change. Even 
though System purchases represent less than 2% of the global beef supply, we are 
working with other end users and the broader beef industry to address this important topic.
Verifiable, Environmentally  
and Socially Responsible
McDonald’s beef comes from farmers and processors who create economic value and nutritious protein through 
verifiable and diverse production systems that:
 • Optimize cattle’s impact within ecosystems and nutrient cycles
 • Care for the welfare of the cattle throughout their lives
 • Positively impact the lives of their employees and the communities in which they operate
Our Vision for  
Sustainable Beef  
Working with our suppliers, we have taken many positive steps in the past 20 years to strengthen 
the sustainability of our supply chain. From partnering with NGOs to enhancing our Supplier Code 
of Conduct and building capacity among suppliers in emerging economies, we have worked to 
continuously improve the ethical, environmental, and economic profile of the products and packaging 
we purchase.
Drive Ethics, Environment, and Economics 
in Our Supply Chain 
36

Principles, Practices and Transparency 
for Beef Sustainability
Our strategy toward sustainable beef production involves three primary elements:
1.  Create principles and standards for measuring sustainable beef  
We are collaborating with diverse stakeholders to develop globally aligned, locally relevant, broadly 
accepted, measurable principles and criteria for beef sustainability across the industry. 
2. Identify and scale sustainable beef production best practices 
We are launching on-farm field projects in environmental protection, traceability, animal health  
and welfare, technology use, employee well-being, and other priorities, so these best practices  
can eventually become standard across the industry.
3.  Lead with transparency and engagement 
We will devise new ways to engage our customers and other stakeholders in our challenges and 
successes on the journey towards beef sustainability.
Traceability Beyond the Abattoir
Knowing where our food comes from is a priority for our customers and for us. Globally, McDonald’s  
requirements help us ensure the quality of our ingredients from the farm to the front counter. In some 
countries—including systems in place across Europe—government-mandated or industry-led beef traceability 
systems help us to further verify the origin of our beef.  
Tracing Individual Cattle in Australia
In Australia, where an estimated 48,000 producers supply the beef that goes into McDonald’s burgers, 
traceability is managed through the Australian National Livestock Identification System. The system uses 
ear tags and radio frequency identification devices to identify and track cattle as they move among facilities, from birth to 
the abattoir. The owner’s property identification code is recorded and linked to the devices, and the movement of animals 
from one facility to the next is recorded on the central NLIS database. At processing, the information from the ear tag is 
linked to the body number of the animal all the way through to packing of the meat.
Can beef really be sustainable, given its wide 
range of impacts? Since McDonald’s purchases 
less than 2% of beef in the marketplace, can 
McDonald’s commitment to purchase sustainable 
beef truly make a difference?
Q:  
Stakeholder Perspective:
Collaborating with global roundtable  
for sustainable Beef (GRSB)
Yes, the beef industry can become sustainable, and we at GRSB envision a world in 
which all aspects of the beef value chain are environmentally sound, socially responsible 
and economically viable.  Cattle ranchers, graziers and other producers are already 
proud stewards of the land, their animals and the people and families that raise cattle; 
they are a solid foundation to build upon. McDonald’s commitment is significant because 
they have taken the leap to put this marker out there in the marketplace; they represent 
a huge range and number of consumers.   I hope many other food retailers make similar 
commitments in order to reach the tipping point we need to make “sustainable beef” 
become mainstream.“
Ruaraidh Petre
Executive Director
Global Roundtable for Sustainable Beef
“
37

Building a Better Big Mac
Regional Collaboration 
Regionally, McDonald’s participates in several organizations 
working toward sustainable beef:
  • GTPS—Brazilian Roundtable on Sustainable Livestock
  • Founding member of Canadian Roundtable for  
Sustainable Beef 
  • Cattle Council of Australia Rising Beef Champions Initiative
McDonald’s USA is collaborating with the National Cattlemen’s 
Beef Association and others to drive sustainable beef 
production in the U.S. In 2013, three workshops brought more 
than 80 participants together for presentations, expert panels, 
discussion, and field tours focused on beef sustainability. 
SAI finalized Principles for Sustainable Beef Farming in Europe 
in November, 2013. As a member of the GRSB, SAI’s work is 
important to the development of globally relevant principles for 
sustainable beef.
Field Projects 
In 2013, the Company invested approximately  
$1.8 million in on-farm field projects in collaboration 
with local governments and our suppliers.   
Examples include:
Traceable Beef 
McDonald’s Brazil is developing a pilot program to 
trace beef throughout the entire value chain.
Sustainable Farming  
More than 1,000 farmers are part of the  
BEST beef project implemented by McDonald’s 
Germany. The project rewards sustainable farming 
practices with bonus payments and aims to 
positively influence the beef industry in Germany 
while providing for responsibly sourced,  
traceable beef.
Agro-ecological Strategy 
McDonald’s France is working to identify key 
issues for five core McDonald’s ingredients, 
including beef, and to identify agricultural practices 
to help address issues in four areas: minimizing 
greenhouse gas emissions, protecting water 
resources, nurturing biodiversity and improving 
animal welfare.
Toward Global Principles and Criteria 
Since the first Global Conference on Sustainable Beef in 2010, McDonald’s helped found and serves on 
the executive board of the GRSB, which has drafted the first version of guiding principles and criteria for 
sustainable beef.
Read more about the role of beef and other supply chain products in 
our System-wide carbon footprint summary on pages 56-57.
Stephen Hobbs
Beef farmer
Buckinghamshire, U.K.
“
I’ve always found farming to be incredibly rewarding, 
but it’s hard to remain profitable given current market 
conditions, and we’re a family farm. That’s why it makes a 
huge difference when a Company like McDonald’s invests 
in simple, practical on-farm tools to make life on the farm 
that little bit easier.  The ‘What If’ carbon calculator 
gives me a quick overview of the farm’s carbon footprint 
and shows me how small changes will strengthen the 
efficiency of my business.
“
Stephen Hobbs—A Forward-Thinking Farmer
Stephen Hobbs has been working on the family farm since 
agricultural college in 1980. He currently farms 119 hectares  
of arable crops and 63 hectares of grassland, and rears a herd  
of 60 Simmental Cross and Limousin Cross suckler cattle.  
As part of McDonald’s Farm Forward program, Stephen was 
one of the first beef farmers to measure the carbon footprint  
of his beef enterprise using the free“What If?” tool.
Carbon Footprinting 
McDonald’s Europe chairs the Sustainable Agriculture Initiative (SAI) Platform Beef Working Group, 
which is working toward a comprehensive framework for sustainable beef production in Europe, including 
a carbon footprinting methodology for the beef sector. France, Germany, the U.K. and Ireland are 
working to reduce on-farm greenhouse gas emissions from beef production. The U.K.’s Farm Forward 
Program’s “What If” tool provides a carbon calculator to support beef farmers in measuring and reducing 
greenhouse gas emissions. 
38

On the Way to 
Sustainable PACKAGING
McDonald’s aims to improve the overall sustainability of our packaging through product design and 
responsible sourcing. The packaging for items purchased by our customers is intended to contain and 
protect the contents from the restaurant to a customer’s final destination. The majority of our packaging 
is fiber-based and McDonald’s sources fiber-based paper and packaging—including fry boxes and sandwich 
“clamshells,” wrappers, tray liners, cups and other items—from global and market-level suppliers. 
Design, Sourcing and Destination
McDonald’s priority is to optimize the amount of packaging we use, and to use only sustainably sourced 
materials that are recyclable or compostable. In collaboration with our suppliers, we pursue these priorities in 
three critical areas: 
  • Design 
Optimize weight and simplify the number of materials used in our packaging
  • Sourcing 
Increase use of recycled or certified raw materials
  • Recovery 
Work to use recoverable packaging with viable end-of-life options
More Sustainable Packaging from the Start
In 2007, HAVI Global Solutions (HGS), the Company’s packaging category manager in most markets, 
collaborated with McDonald’s to develop a framework for a packaging evaluation tool, Eco-Filter 2.0, to provide 
better information about packaging decisions. HGS leveraged the expertise of Environmental Packaging 
International, a consulting firm that specializes in design for environmental tools, to assist with building the tool. 
The tool was built on McDonald’s historic key packaging performance indicators, best practices from European 
and North American markets and advice from outside experts and NGOs, such as the Environmental  
Defense Fund.
In 2012, we updated our Eco-Filter Tool to make better informed packaging decisions, with the objective  
of optimizing packaging weight, maximizing certified or recycled content, ensuring the safety of all  
materials used in the product and its production, and supporting responsible end-of-life options such  
as recycling or composting. 
A Cup with Less Plastic
The four-flap McFlurry cup in use by McDonald’s Australia since late 2011 eliminated the need for a 
lid and reduced plastic use by more than 58 metric tons during 2013. 
39

PERCENTAGE OF CERTIFIED OR RECYCLED  
fiber-based packaging1,2
2012
2013
9.3%
13.9%
PACKAGING KPIs
HOW WE DEFINE our CERTIFIED AND  
RECYCLED FIBER-BASED Packaging goal
To achieve our 2020 targets, we have identified three approaches that we will pursue to continually improve 
the sustainability aspects of our fiber-based packaging. The three approaches are as follows:
	Fiber or fiber-based packaging certified to the Forest Stewardship Council™ (FSC);
	Fiber or fiber-based packaging certified to any system endorsed by the Programme for the 
Endorsement of Forest Certification (PEFC); and
	Verified post-industrial or post-consumer recycled fiber.
While our initial focus is on our consumer packaging, in the coming years we will work to develop standards 
for secondary packaging as well.
Doing Our Part to Support  
RESPONSIBLE Forestry through certification
We give preference to FSC®-certified fiber when it meets product performance requirements and competitive 
market conditions. Other forest certifications that we recognize include the PEFC and any PEFC- endorsed 
schemes, such as the Sustainable Forestry Initiative® (SFI®) and Cerflor (Brazil). All certified virgin fiber must 
have appropriate chain of custody through packaging manufacturers.
McDonald’s First FSC-Certified Packaging
Since 2012, 100% percent of the clamshells (packaging used for sandwiches) used by McDonald’s Brazil  
have been certified by the FSC. All the fiber used in these clamshells comes from FSC-certified forests.  
We are evaluating ways to expand the use of FSC-certified fiber in our packaging.
2013 performance—Between 2012 and 2013 we saw a 4.6% increase in certified virgin 
or recycled fiber-based packaging. Looking ahead, we plan to work with our suppliers to increase the 
availability of certified fiber with documented chain of custody from the forest to the final product. In 
addition, we have begun to integrate the certified and recycled fiber requirements into McDonald’s 
supplier qualification process. 
1 Based on fiber-based consumer facing packaging for all McDonald’s restaurants globally.  Packaging categories included without limitation  
are the following: hot cups, cold cups, carry out bags, folding cartons, clamshells, wraps, food service bags, napkins, salad bowls, Happy Meal 
containers, drink carriers.  Packaging metrics do not include operational supplies or pre-filled food packaging (e.g., sauce packets, salad dressings).
2 Methodology for calculating metric was modified in 2012 to be in line with other fiber certification standards by requiring chain of  
custody documentation.
Amount of packaging provided  
per transaction COUNT
In Grams of packaging material in top 9 markets3 
2011
2012
2013
58.1
56.9
57.5
2013 performance—While we do not have a target set for this metric, we are focused on 
optimizing our packaging for our product mix. While we saw a 2% reduction in packaging weight per 
transaction count from 2011 to 2012, we saw a 1% increase between 2012 and 2013. Between 2012 
and 2013 for the top 9 markets, we did see an overall increase (just over 0.5%) in the proportion  
of fiber based packaging weight and a similar decrease in the proportion of resin (plastic) based 
packaging weight. 
3 Except for Brazil, based on consumer packaging (including fiber, resin and wood-based packaging) information managed by HGS. Some 
examples of packaging include: paper or plastic hot cups, cold cups; paper or plastic carryout bags; paper or plastic salad bowls; folding cartons, 
clamshells, wraps, food service bags, napkins, Happy Meal containers, drink carriers, stir sticks, straws, lids. Packaging metrics do not include 
operational supplies or pre-filled food packaging (e.g., sauce packets, salad dressings).
40

Fish McBites
Offered as a promotional item in the U.S. in 2013.
Filet-o-fish
41
Supporting Sustainable Fisheries Worldwide 
We began our journey toward sustainable fish in 2001, working with Conservation International to identify 
ways we could help protect long-term fish supplies and improve the health of surrounding marine ecosystems. 
As a result, McDonald’s sustainable fisheries standards have guided fish purchases since 2001. Since then, 
McDonald’s global Sustainable Fisheries Program has grown to include purchasing standards, annual third-party 
assessments of all our fish suppliers and the purchase of whitefish from sustainable fisheries. Globally, 100% of 
the fisheries from which McDonald’s sources whitefish are from verified sustainable sources.
Why Sustainable Fish Matters
The United Nations estimates that approximately 3 billion people in the world rely on both wild-caught and 
farmed seafood as their primary source of protein. This will further stress fisheries, threatening livelihoods and 
food security worldwide. McDonald’s supports sustainable fisheries management to maintain seafood resources, 
protect marine ecosystems and safeguard the future of fishing communities.
100% of the fisheries that McDonald’s  
System sources whitefish from are  
verified sustainable sources.
MSC-Certified Fish in All  
U.S. And Canadian Restaurants
McDonald’s achieved Marine Stewardship Council (MSC) certification for all of the whitefish served in our 
U.S. and Canadian restaurants in 2013. This achievement is the result of a long-term commitment to work 
with suppliers to improve fishing practices throughout our supply chain, and the next step in our decade-long 
practice of sourcing sustainable fish. McDonald’s is the first quick-service restaurant chain in the U.S. to offer 
MSC-Certified sustainable fish all year long, and McDonald’s Canada is the first major Canadian quick-service 
restaurant chain to achieve MSC certification.

Our Sustainable Sourcing  
Commitments Have Evolved
In 2009 we established McDonald’s Sustainable Land Management Commitment to help ensure that, over 
time, the agricultural raw materials for our food and packaging originate from sustainably managed land sources 
and suppliers work to minimize greenhouse gas emissions, reduce waste and improve water stewardship. 
The commitment provided a useful framework for developing sustainable sourcing strategies and action 
plans. Today, the Company’s sustainable sourcing approach will build on our land management focus and will 
holistically include more specific workplace standards, and animal health and welfare practices. We are also 
focusing on additional products and goals that will take us beyond the original 2009 commitment. 
Since 2011, McDonald’s 
European restaurants 
have served whitefish certified to the MSC Chain of 
Custody traceability standard. McDonald’s was the first 
restaurant company to offer MSC certified sustainable 
whitefish throughout Europe.
In the U.S. and Canada, 
McDonald’s uses only wild-caught, Alaska 
Pollock from MSC certified fisheries.
In APMEA, McDonald’s serves 
only wild-caught whitefish from verified 
sustainable fisheries.
Still, its principles continue to guide our sourcing practices:
 • Leverage our size to make a positive, meaningful impact on land management practices.
  • Partner with suppliers to find the best solutions.
  • Seek the best scientific advice to guide our work.
  • Focus our efforts on the areas where we can achieve the greatest impacts.
  • Identify ways to validate and measure our progress.
  • Support credible, multi-stakeholder efforts to promote sustainable  
land management. 
  • Balance trade-offs  between land conservation and regional economic development needs.
Sustainable Filet-o-Fish 
Around the World
42

McDonald’s and Sustainable CoFFEE
At McDonald’s, we’re committed to serving our customers great-tasting coffee and espresso brewed from 
high-quality coffee beans. At the same time, we realize that when it comes to coffee sourcing—where we get 
our beans and the farmers who grow them—it’s important that we think about the long-term impacts of coffee 
production and trading.
Globally, we’re committed to responsible coffee sourcing, and we’re focusing our efforts in two primary ways 
intended to drive ethical, environmental and economic outcomes in our coffee supply chain: 
  • Buying certified (and verified) coffee: Globally in 2012, about 25% of our total coffee 
bean purchases were from farms that were Rainforest Alliance Certified,™ UTZ Certified or certified by  
Fair Trade USA or Fairtrade International. The majority of these certified coffee purchases are from 
Rainforest Alliance Certified™ farms, including 100% of espresso in the U.S. and Canada, and all of our 
coffee in Australia and New Zealand. McDonald’s markets in Europe* source 100% of their coffee—with 
the exception of decaf—from farms that are Rainforest Alliance Certified,™ UTZ Certified or certified by 
Fairtrade International.
   • INvesting in farmer training:While our goal to advance coffee sustainability is global in 
nature, our efforts begin locally. McDonald’s USA, McDonald’s Canada and their Franchisees are investing 
over $6 million in a 4.5 year time period on a farmer technical assistance program. They are collaborating 
with TechnoServe, an international non-profit and leading provider of agricultural technical assistance, 
as well as SCAN (Sustainable Commodities Assistance Network), to train up to 13,000 farmers in 
Guatemala and Central America.   
 
This effort includes providing farmers with technical assistance and training to produce coffee in a 
more sustainable manner. Through these efforts, we endeavor to strengthen local economies, preserve 
biodiversity and give farmers the tools they need to improve their production. When farmers can deliver a 
more consistent, high-quality bean, it increases the chances that their yield can be sold for a higher price, 
helping to improve their livelihood. It also helps our business because by supporting the development of 
sustainable farming practices, we hope to ensure coffee’s long-term availability in the region. 
Kelly Ludwig
Manager
Strategic Supply Team 
McDonald’s USA
“
Coffee producers face many challenges, from 
food insecurity to the effects of climate change 
on their crops. That’s why we decided to take a 
diversified approach that includes both third-
party verification and farmer technical assistance 
to empower coffee-producing communities. Our 
interests overlap with those of coffee farmers—
supporting high-quality, sustainably grown coffee 
that contributes to farmers’ livelihoods and a 
stable long-term supply.  
“
*Excludes Morocco, which is considered by McDonald’s as part of its geographic segment in Europe.
43

Working Toward  
Sustainable Palm Oil
 
McDonald’s uses palm oil in many different ways. First, palm oil is used in restaurant frying oil in certain markets. 
Palm oil is also used to par-fry chicken and potato products by McDonald’s direct suppliers in some markets  
and in small quantities as an ingredient across a wide range of products such as baked goods, sauces and 
confectionery items. 
McDonald’s goal is that 100% of the palm oil used in our restaurants and as ingredients in McDonald’s products will 
support the production of sustainable palm oil.  This includes sourcing from RSPO certified sustainable sources or 
covering usage with GreenPalm Book and Claim certificates for palm oil or palm kernel oil.
The Roundtable on Sustainable Palm Oil (RSPO)
The RSPO is a multi-stakeholder association whose members comprise the entire palm oil supply chain (oil palm 
growers, processors, traders, consumer goods manufacturers, retailers, NGOs, banks and investors). RSPO 
promotes the production and uptake of Certified Sustainable Palm Oil with the aim to transform markets to 
make sustainable palm oil the norm with principles and criteria that encompass, among others, the importance of 
transparency, legal compliance, environmental conservation and social considerations, and best practice sharing.
MAKING PROGRESS
In 2011 we set a goal of requiring all of our suppliers of palm oil to become members of RSPO by the end 
of 2011, and we met this goal. In 2011 we also set a milestone of using only certified sustainable palm oil in 
restaurants and for par-fry for chicken and potato products by 2015.
The palm oil industry continues to change and evolve. As a result, we have modified our 2011 approach and 
2015 milestone to include support for growers of sustainable palm oil through various methodologies recognized 
by RSPO. As a first step in our journey, we now believe that one of the best ways today to support sustainable 
palm oil production is through the purchase of GreenPalm certificates, also called the “Book and Claim” system.  
The Book and Claim system allows RSPO certified growers to earn saleable GreenPalm certificates for every 
metric ton of sustainable palm oil that they produce. The Company and our suppliers can then purchase these 
GreenPalm certificates to cover a specific amount of palm oil used in their businesses. RSPO certified growers 
get revenue from both the direct sale of their palm oil and from the sale of GreenPalm certificates.
We believe the GreenPalm Book and Claim system is an effective way to contribute to the production of 
sustainable palm oil by helping to get benefits directly into the hands of growers and encouraging them 
to continue operating sustainably to RSPO standards and practices. Supporting sustainable production 
through the purchase of GreenPalm Book and Claim certificates supports the palm oil industry’s efforts 
by demonstrating market demand for sustainably produced palm oil while reducing the logistical challenges 
associated with our complex supply chain.
Where We’re Going
Globally, we are committed to meeting our adjusted 2015 milestone and 2020 aspirational goal to support 
sustainable palm oil production for all palm oil used in our restaurants or palm oil/palm kernel oil purchased as 
ingredients by McDonald’s suppliers for use in McDonald’s products. This includes:  
  • By 2015—100% of palm oil used for restaurant cooking or by 
McDonald’s suppliers to par-fry chicken and potato products will 
be RSPO certified sustainable or covered by GreenPalm Book 
and Claim certificates. 
  • By 2020—100% of all palm oil or palm kernel oil used as 
an ingredient by McDonald’s suppliers for use in McDonald’s 
products will be RSPO certified sustainable or covered by 
GreenPalm Book and Claim certificates.
Moving toward these goals, several of McDonald’s markets in APMEA began using RSPO certification 
methodologies for restaurant cooking oil and supplier ingredients starting in 2012. McDonald’s restaurants in 
the U.S. and European markets do not use palm oil in restaurant cooking, so they have begun to use RSPO 
certification methodologies, including GreenPalm Book and Claim certificates, to cover a portion of their 
suppliers’ use of palm oil and palm kernel oil as ingredients in McDonald’s products. All McDonald’s markets 
will further advance these plans throughout our supply chain in the years ahead.  
Why sustainable palm oil is important 
Palm oil is one of the most versatile and productive oils in the world, used in a variety 
of products from cosmetics to cooking oils, and plays a significant cultural and economic 
role for many Asian economies. Unfortunately, as the demand for palm oil has increased 
worldwide, unsustainable growing practices have also increased in some areas, according to 
World Wildlife Fund, with palm plantations replacing native forest and reducing biodiversity. 
We are committed to supporting sustainable palm oil production. 
44

Developing Principles  
and Criteria for  
Sustainable Poultry
Chicken has been part of McDonald’s menu since the McChicken sandwich was introduced in 1975. 
Today we offer a variety of chicken items around the world, including our Chicken McNuggets, 
sandwiches, salads, wraps and bone-in chicken. We have estimated that approximately 12% of our supply-
chain-related carbon impacts come from poultry production in our System-wide carbon footprint. Proper 
land use for the growth of poultry feed and responsible management of poultry waste are two important 
environmental considerations for our supply chain. 
As with beef, however, there are currently no broadly accepted standards for sustainable poultry production. 
McDonald’s Poultry Sustainability Team, which includes suppliers and McDonald’s experts, is working with 
industry groups to develop principles, criteria and key performance indicators to continue addressing these impacts 
through a variety of initiatives:
  • Key Performance Indicators (KPIs): Supporting The Sustainability Consortium’s future 
development of KPIs for sustainable poultry production
  • Global Principles: Developing global principles for sustainable poultry production, adapting them to 
each McDonald’s market and advocating for industry alignment
  • Field Projects: Identifying, planning and implementing field projects to inform principles and scale sustainable 
production practices
  • Verification:  Developing on-farm verification processes, engaging assurance programs and piloting verification systems
  • Performance Assessment: Evaluating baseline performance in McDonald’s global supply chain against principles for 
sustainable poultry production
The poultry Sustainable Three Es­—ethics, environment, economics—Project (STEP), is a three-year initiative launched in 2012 by McDonald’s Europe.  
The initiative aims to review and improve the existing agricultural standards for chicken production across our European supply chain. The project will 
drive further progress on key issues such as animal health and welfare and the environmental impacts of chicken production, by identifying and scaling best 
practices from across the European supply chain. The project will also explore the potential for using new techniques to further improve our standards. 
Results will help to inform global principles for sustainable poultry production.
STEPS to Poultry 
Sustainability in Europe 
45

Sustainable Logistics: 
What the Future Looks Like.
Driving Toward Sustainable Logistics
Our global network of distributors makes sure that our food, beverages, and toys are delivered to the 
restaurants safely, efficiently, and on time. We collaborate with them to promote energy and fuel efficiency 
in their distribution centers and fleets, using scorecards to measure the environmental performance of the 
centers themselves, as well as the outbound logistics between the centers and our restaurants. We are 
working to:
  • Drive system-wide continuous improvement in logistics efficiency and savings by 
reducing the carbon footprint of distribution centers and outbound logistics
  • To support our system-wide carbon footprint analysis  
and recognize leadership among our distributors
  • Increase use of biofuels from used cooking oil or non-food sources
Reducing the Carbon Footprint of 
Distribution Centers and Fleets
McDonald’s collaborates with its suppliers to optimize transportation routes, reduce kilometers driven, and 
improve energy and fuel efficiency for food delivered to our restaurants. The McDonald’s U.S. Distributor 
Council, for instance, has reduced travel by 1.25 million kilometers per year, saving an estimated 503,459 
liters of diesel.  Our logistics partners in APMEA have implemented energy management systems at their 
distribution centers to compare energy and fuel usage across different regions and to identify further 
opportunities for greater efficiency and carbon footprint reductions. McDonald’s Germany has worked with 
their distributor to implement daylight-controlled lighting, rapid rolling gates and heat recovery systems to 
reduce energy consumption at its seven distribution centers. Photovoltaic systems have been installed on the 
roofs of two distribution centers.
Distributors Go for efficiency
In 2012 McDonald’s USA and the U.S. Distributor Council hosted a Transportation Sustainability Summit to 
share best practices about emerging trends for sustainable logistics. Sessions focused on initiatives that provide 
both environmental improvements and cost savings. McDonald’s USA distribution centers are implementing 
a variety of efficiency initiatives such as idle time management and use of speed governors and louvered mud 
flaps, which collectively improved fuel efficiency by 2.5% from 2011 to 2012. Going forward, distributors plan to 
increase their focus on driver behavior to further increase efficiency.
reduced travel in the u.s. by 
1.25 Million Kilometers
*
per year
saving over an estimated 
500K Liters
of diesel per year
We are developing new metrics for tracking environmental progress in logistics and measuring 
baseline logistics performance in six of our top 9 markets as well as McDonald’s operations in Europe.  
This will enable us to better monitor improvements and share best practices going forward. A 
global fuel sustainability policy for McDonald’s distribution centers is in development to clarify our 
expectations and drive adoption of more carbon-efficient fuels, such as biofuels developed from  
our restaurants’ used cooking oil. 
See the Planet chapter to learn more about how McDonald’s restaurants 
collaborate with our distributors to recycle used cooking oil into biodiesel 
for their fleets. The Planet chapter also contains additional information 
about the development of our water strategy.
*Average annual values, 2008-2013
46

Promoting Environmental Best Practices  
in Supplier Facilities 
The Company has developed several tools in partnership with our suppliers to help them track their 
environmental performance and identify opportunities for improvement. For example, our Environmental 
Scorecard is a web-based platform currently leveraged by more than 400 suppliers to measure energy use 
and greenhouse gas emissions, waste production and disposal, and water use. The Scorecard drives continuous 
improvement, shares knowledge and reinforces environmental management as an expectation of good business 
practices. In 2012, we updated and re-launched the Environmental Scorecard on a new data platform to 
provide better visibility into suppliers’ facilities’ environmental performance and provide an opportunity to 
share best practices. In 2013, McDonald’s increased the number of supplier facilities using the Scorecard 
to demonstrate their own progress against goals for energy and carbon reduction, zero waste and water 
stewardship by expanding the program to include packaging and kitchen equipment suppliers.
The McDonald’s Global Supplier  
Performance Index
Another way we are encouraging sustainability in our suppliers’ operations is through the Global Supplier 
Performance Index. This tool includes corporate social responsibility and sustainability—along with innovation, 
contingency planning, business strategy and other topics—and helps us evaluate suppliers on a variety 
of measures including environmental, social and other metrics, to help clarify what we mean by CSR & 
Sustainability leadership. The formal evaluation, which takes place every 1 to 3 years, is complemented by 
quarterly reviews that provide regular feedback. McDonald’s also provides a variety of resources such as 
newsletters, webcasts and field trips that help suppliers learn and share new strategies for energy efficiency, 
alternative fuels, waste reduction, water conservation and others.
Mapping Supplier Water Risk
According to the United Nations, agriculture accounts for about 70% of the freshwater used in the 
world, which means that understanding water risk and efficiently using water is very important throughout 
McDonald’s agricultural supply chain. We recognize how important water is to our suppliers, our customers and 
communities, and our business. 
McDonald’s is currently working to articulate a holistic water stewardship strategy that aligns our current 
water-related efforts across our restaurants and supply chain, so that we can effectively prioritize our future 
areas of focus. In our supply chain, we will continue our existing efforts to promote water stewardship among 
suppliers through the Environmental Scorecard, the Aqueduct tool, and our Global Best of Sustainable Supply 
recognitions (see pg. 48). Water stewardship is embedded within the sustainability criteria for the products 
included in our aspirational goals, and we plan to focus our efforts on regions with the greatest water risk 
moving forward. 
Supporting Sustainable Practices for  
some 500,000 Farmers
McDonald’s Europe works with suppliers to monitor and improve the sustainability of farm products used in our 
European menu items. The McDonald’s Agricultural Assurance Program promotes sustainable practices across 
the European agricultural supply chain, where we source from approximately half a million farms. The program 
includes a comprehensive set of standards that cover key economic, environmental and ethical practices for 
production of the main ingredients in our menu items. The Flagship Farms initiative identifies some of the 
most progressive and innovative farmers in the McDonald’s supply chain and shares their practices to influence 
positive agricultural practices among our own suppliers and beyond. Learn more at www.flagshipfarms.eu.
Reducing Pesticide Use By Potato Growers
Working with the Integrated Pest Management Institute, the National Potato Council and growers in the U.S. 
and Canada, McDonald’s USA helped to develop a comprehensive reporting process that documents the use 
of pesticides, as well as fertilizer and water, on crops. The potato growers and processors supplying McDonald’s 
USA and McDonald’s Canada completed the mandatory survey in 2010, 2011, 2012 and 2013. Growers were 
self-scored at the basic, steward, expert, or master level based on practices related to weed and insect control, 
soil management, irrigation and more.
For more information on the stewardship program, please see the definitions below. For more information 
on the Integrated Pest Management survey, as well as potato industry sustainability efforts, please see the 
National Potato Council website. 
2013 Potato Grower Pesticide Stewardship Summary
 Level
Criteria
% achievement
Basic 
Follows all regulations pertaining to pesticide use, worker protection, 
and environmental protection.
Practices food safety principles (not certified). 
Follows non-regulated basic agricultural practices.
98%
Steward 
Complies with customer contract terms as related to pesticides, workers, 
environment and food safety. 
Has in place conservation practices on areas of the farm. 
Can document some practices beyond legal requirements.
93%
Expert  
Has participated and passed in sustainability/environmental audits. 
Has goals established for environmental improvement. 
Applies environmental principles to whole farm.
77%
Master  
Is certified for sustainable, environmental, and worker practices. 
Has documented some level of environmental or resource improvement. 
Participates or assists planning of resource conservation or pesticide  
use education.
50%
 
47

Animal Health AND Welfare 
FrieslandCampina, Dairy Cow Welfare through Collaboration and Knowledge Transfer 
The FrieslandCampina Foqus planet strategy supports almost 20,000 member dairy farmers in making their 
businesses—and the broader dairy farming industry—more sustainable. To date, more than 4,000 member dairy 
farmers have participated in workshops on the responsible use of animal medicines and the program has also 
provided workshops on udder and hoof health.
Water 
Inghams Enterprises, Water Stewardship in Action	
Inghams implemented advanced water treatment technology through a multi-barrier approach that allows for 
reuse and reduces reliance on the water supply by more than 70% with no impact on product quality. 
Land and Biodiversity (two category winners):
  • Espersen A/S, Innovative Trawling Equipment to  
Preserve Marine Biodiversity 
Espersen partnered with fishermen, scientists, and gear designers to  
re-engineer traditional trawler gear that reduces the impact on plant and  
animal life on the seabed, increases the catch per trawling hour by  
20%, and saves fuel.
  • International Paper, Education, Collaboration, and Certification to Support Sustainable Forests 
IP formed Certified Forest Management LLC to educate landowners about the benefits of certification, 
provide resources, shoulder the cost, and provide incentives for preferential fiber purchases from certified 
lands. Since the program began in 2012, it has increased certified lands by more than 42,000 hectares.
Community Impact 
Cargill, Rural Development Initiative 
In 2008, Cargill and CARE launched the five-year, $10 million Rural Development Initiative, which has since 
helped improve the livelihoods of more than 100,000 farmers and their families around the world, and has 
become a model for CARE’s engagements with other corporations.
Economics 
Dawn Meats, Boosting Revenues in Irish Beef Farming 
To support Irish beef production, Dawn Meats implemented four key projects, including the Dairy Beef 
Club that promotes knowledge transfer; the Save Our Sucklers Scheme, which includes financial incentives 
to produce calves; a reporting system to detect liver fluke infection and improve herd health; and premium 
payments for cows from certified farms.
McDonald’s  
“Best of Sustainable Supply”
Our suppliers often lead the way toward more sustainable sourcing, 
implementing best practices for environmental management, energy efficiency 
and sustainable agriculture. The McDonald’s “Best of Sustainable Supply” is one 
way we honor leadership among our suppliers and share best practices. Category 
winners for the 2014 McDonald’s “Best of Sustainable Supply” include: 
Human Health AND Welfare  
Axionlog Cold Solutions, Growing Together School
The Growing Together “School for Adults” program provides a free education for employees who wish 
to earn their high school diplomas and prepare themselves for expanded job opportunities and higher 
education. The program has also reduced employee turnover by almost 5% since 2007.
Waste Management 
BRF S/A, Animal Waste Reverse Logistics
BRF designed a nationwide project designed to ensure that 
farmers disposed of animal waste responsibly. Approximately 
15,000 farmers have been trained to separate waste, contributing 
to better air, soil, and water quality in the agricultural  
production chain.
Climate Change AND Energy (two category winners):
  • Arla Foods, Combination Trailer for Reduced Emissions Arla  
developed the dairy industry’s only combination trailer—half milk  
tanker and half refrigerated container—to eliminate the need  
for two separate types of vehicles and reduce fuel and carbon  
emissions. The projected annual fuel savings is 1.2 million liters. 
  • Celulose Irani S.A., Greenhouse Gas Emissions  
Inventory and Innovations  
Celulose Irani developed a Clean Development Mechanism 
(CDM) for a cogeneration boiler and a wastewater treatment 
plant, including monitoring emissions and reducing greenhouse 
gases. The cogeneration boiler generates renewable electricity 
and eliminates methane production by burning biomass. 
48

Promote Positive Workplaces and 
Human Rights in Our Supply Chain 
Setting Clear Expectations  
In addition to the Supplier Code of Conduct, a detailed supplier guidance document, annual self-assessments 
and on-site third-party audits are used to monitor compliance with our standards and to promote continuous 
improvement in performance. These requirements apply not only to our direct suppliers, but to their  
suppliers as well.
McDonald’s strives to work with suppliers who share our commitment to CSR & Sustainability  
within their own supply chains. We expect our suppliers to support our expectation of fundamental 
rights for all people: to treat their employees with fairness, respect and dignity, and to follow 
practices that protect health and safety for the people working in their facilities. And just as we are 
committed to fair employment practices and a safe, healthful and productive work environment for  
our employees, we expect our suppliers to hold their own suppliers to these same standards.
McDonald’s Supplier Code of Conduct
The Supplier Code of Conduct is the cornerstone of our Supplier Workplace Accountability program and  
sets clear guidelines that help our suppliers understand McDonald’s expectations and how to live up to 
them.  Every supplier is required to sign the Code and their facilities acknowledge this Code annually. In 
November 2012, McDonald’s launched an enhanced Supplier Code of Conduct. This Code was a result of a 
comprehensive 2-year process that included benchmarking with a number of organizations that lead in this area, 
consultation with external experts in supplier workplace accountability, a human rights gap analysis and dialogue 
with suppliers.
The Code details our expectations regarding the following:
  • human rights
  • workplace environment
  • Environmental management
  • Business integrity
Rona Starr
Director
Supplier Workplace Accountability
McDonald’s Corporation
“
The updated Supplier Code of Conduct covers a number of topics. in order to 
support the implementation of the supplier code of conduct, we provide online 
training, A supplier guidance document, and a pre-audit guideline which details 
specific requirements for our suppliers and their facilities. This supports their 
ability to meet our expectations and drive this throughout their own supply chain.
“
At McDonald’s, our core values are integral to how we do business, and we expect our suppliers to respect and 
promote these values. At a minimum, we require that all suppliers and their facilities meet the standards and 
promote the principles outlined in this Code, which are intended to advance McDonald’s commitment to all 
aspects of sustainability….We expect suppliers to hold their supply chain to the same standards contained in  
this Code.
—From McDonald’s Supplier Code of Conduct
“
“
49

Working to ensure the supply chain is free of 
Under-age and Forced Labor 
McDonald’s Supplier Workplace Accountability audit program includes many aspects. Maintaining a workplace 
free of under-age and forced labor of any kind is just one focus area. The Supplier Code of Conduct outlines 
our expectation that every McDonald’s supplier will comply with all labor laws and with our own standards for 
minimum work ages and conditions of employment.
McDonald’s suppliers and the facilities and subcontractors within their supply chains shall not employ anyone 
younger than the minimum employment age according to the laws of the facilities’ country. Regardless of 
the country’s minimum working age, suppliers and their facilities and subcontractors may not employ anyone 
younger than 14. Likewise, the Company values the freedom of workers to accept or leave a job voluntarily. 
Involuntary prison, forced, bonded or indentured labor, human trafficking and slavery are prohibited. Suppliers 
and their facilities and subcontractors must ensure their hiring practices, as well as those of any labor or 
recruitment agencies and subcontractors within their supply chain, provide workers who meet our expectations. 
Monitoring Performance  
for our Suppliers and Their Facilities
To verify that our suppliers are adhering to our Supplier Code of Conduct and to help them identify 
opportunities for improvement, we maintain a risk-based auditing system, implemented through independent 
experts. Every facility must participate in a baseline, third-party audit when they begin working with the 
Company. Ongoing audits are conducted using a risk-based approach and take into account historical audits, 
country of origin, and product. 
“
As a sustainable and responsible investment firm, Calvert has engaged in dialogue with McDonald’s over 
several years regarding labor and supply chain risks. We commend the company’s efforts to engage investors 
and stakeholders in designing a new approach to sustainability and in the shaping of the 2012 Supplier 
Code of Conduct. The Code has some important new elements that strengthen protections for workers 
across McDonald’s supply chain, particularly the support for freedom of association. We expect continuous 
improvement of the Supplier Code and other workplace policies and practices as they are implemented 
throughout the company’s operations. We also encourage the company to assess progress regularly.
Ellen Kennedy
Manager
Environment, Water, and Climate
Calvert Investments
Q:  
Where should McDonald’s focus next steps to continue  
supporting positive supplier workplaces? 
Stakeholder Perspective
Addressing NonCompliance  
and Issues requiring Urgent Action
Auditors measure performance against a number of issues including 10 that the Company considers urgent.
Urgent Issues include:
  • Working 21+ days without a rest day of at least 24 consecutive hours
  • Emergency exits that are locked and/or blocked
  • Harassment, abuse or discrimination
  • Any worker not being paid at least minimum wage
  • Eligibility to work documentation either not available or not completed properly
  • Under-age labor (either current or historical)
  • Forced labor
  • Health and safety issues that may threaten life, limb or function of the worker
  • Denial of access to auditors
  • Bribe or offer of gift to auditor
If any noncompliance is found, a Corrective And Preventative Action Plan (CAPA) must be developed and 
uploaded to our data system within 30 days. The McDonald’s Supplier Workplace Accountability program 
stipulates that this CAPA is reviewed by one of our monitoring firms who will then conduct a re-audit within a 
timeframe set by us, in line with the severity of the issue and the time required to correct sustainably.
“
50

Empowering our Suppliers to Monitor  
and Improve their Performance
Every supplier facility must complete the online self-assessment annually, review its findings and implement any necessary corrective action. The self-assessment also allows suppliers to record and evaluate their CSR & Sustainability 
management practices and is validated during the on-site audit process. The self-assessment provides information that the Company and our suppliers can use to measure performance and set goals for continuous improvement. 
Progress toward agreed-upon goals then becomes a component of the McDonald’s Supplier Performance Index. In 2013, 96% of facilities completed the self-assessment.
Percent of supplier facilities completing their 
online assessments on schedule
100
80
60
40
20
0
2011
90%
1 Percentages reflect a snapshot of suppliers that have signed the Supplier Code of Conduct at 
year end. Because suppliers have 30 days to sign, there is a natural fluctuation between 99% 
and 100% over the year.
Percent of food, packaging, equipment, 
development and marketing suppliers that have 
signed the Code of Conduct1
100
80
60
40
20
0
2012
2011
2013
99%
99%
2012
93%
96%
2013
99%
51

When it comes to animal health and welfare, McDonald’s is committed to meaningful and  
enduring change. Healthy animals are one of the first steps to providing safe food. McDonald’s has 
collaborated with our suppliers to develop and maintain global handling and/or slaughter requirements 
for the beef cattle, swine, poultry and egg-laying hens in our supply chain. At the same time, we 
understand the opportunity we have as a global company to collaborate with industry experts toward 
additional positive advancements. Drawing on evidence-based research, the advice of our academic 
advisors, and the expertise of suppliers, we prioritize global animal health and welfare opportunities 
within our supply chain and partner with the broader industry for continuous improvement.
Partnerships for Positive Industry Change
Working in partnership with our direct suppliers, other retailers, the broader industry and NGOs, we seek ways 
to promote animal health and welfare practices along their supply chains, drive continuous improvement and 
implement verification systems that monitor compliance against specific criteria. Given the vertical integration 
typically associated with poultry and eggs, we have visibility back to the farm, and have been able to establish 
programs to drive continuous improvement in poultry health and welfare. Visibility within the beef supply 
chain is more complex, involving multiple facilities for animals from birth to processing. Regardless of the 
infrastructure, we require our suppliers to implement the Company’s animal health and welfare standards 
throughout their own supply chains.  
Our global animal health and welfare program takes a multi-pronged approach and includes a cross-functional, 
Global Animal Health and Welfare team and local teams focused on local market issues. The Company’s 
Animal Health and Welfare Guiding Principles provide a framework for operations, and an audit program 
verifies compliance in all approved slaughter facilities.
 
Improving the Health 
and Welfare of Animals 
throughout Their Lives
Animal Health and Welfare Guiding Principles
The Company’s global commitment to animal health and welfare is guided by a common set of principles that 
apply to all the countries in which McDonald’s does business. These global principles are supplemented by 
more detailed policies maintained by each of the four areas of the world in which we operate.
Safety
First and foremost, the Company provides its customers with safe food products. Food safety is our number  
one priority.
Quality
The Company believes treating animals with care and respect is an integral part of an overall quality assurance 
program; it makes good business sense because having healthier animals is one of the first steps to providing 
safe food.
Animal Treatment
The Company supports the Five Freedoms related to animal health and welfare. We maintain an ethical 
commitment to improve the health and welfare of animals in our supply chain.
Partnership
The Company works with our direct suppliers, other retailers, the broader industry and NGOs to ensure 
continuous improvement through ongoing dialog as the science of animal health and welfare continues to evolve. 
Leadership
The Company is committed to working with our suppliers and industry experts to advance animal welfare 
practices and technology.
PERFORMANCE MEASUREMENT
The Company sets annual performance objectives to measure our improvement and to ensure our purchasing 
strategy is in alignment with our commitment to animal welfare issues.
COMMUNICATION
The Company will communicate our process, programs, plans and progress surrounding animal health and welfare.
“
In many areas, leadership by retailers is improving the health and welfare of poultry and 
livestock more than laws and regulations. McDonald’s work with researchers and suppliers—
such as through the Animal Health and Welfare Team—to apply the latest science, technology, 
and ethics to the treatment of animals is already leading to important changes in the way 
animals are raised, housed, and transported.”
“
JOY MENCH
Professor of Animal Science and Director of Center for Animal Welfare
University of California-Davis, Animal Welfare Council Member
52

The McDonald’s Animal Health  
and Welfare Team 
In early 2012 we reinforced our global commitment to animal health and welfare by establishing a global, cross-
functional Animal Health and Welfare Team that includes experts on beef, pork, dairy, poultry, egg-laying hens, 
animal behavior and animal ethics. Building on the legacy of the original animal welfare council the Company 
formed in 1996, this global team has one simple objective: to strike a balance between what the science says 
and what our customers expect.
The collective work of this global team is leading to meaningful, sustainable and measureable improvement. 
Specifically, the Company aims to:
  • Establish evidence-based global policy, programs, and procedures that can 
be verified by independent third parties
  • Promote best practices from around the world 
The global team is focused on three initial priorities, each co-led by a supplier and academic advisor and 
facilitated by the Company. The priority projects initiated in 2013 were:
1.	 Defining general and specific guidelines for laying hen housing regardless of housing type.
2.	 Defining general and specific guidelines for chickens from the time of receipt at the slaughter facility through 
processing, for the purpose of harmonizing animal health and welfare requirements within the scope of the 
slaughter facility.
3.	 Developing cull cattle care guidelines for both dairy and beef cull cows.
Local teams continue to focus, as they have for many years, on those priorities with the greatest impact in their 
markets. For example: 
1.	 Europe: The STEPs Project, which works to improve ethical, environmental and economic issues, with a 
strong focus on poultry welfare.
2.	 U.S.: The Coalition for Sustainable Egg Supply and a timetable for phasing out gestational stalls for sows.
3.	 APMEA: Animal health and welfare training across the supply chain.
Animal Health and Welfare Team 
Global Expertise in Beef, Pork, Dairy, Poultry, Eggs 
Academic ADVISORS
Dr. Mike Apley—Kansas State University
Dr. Harry Blokhuis— 
Swedish University of Agricultural Sciences
Dr. Anna Johnson
Dr. Candace Croney­—Purdue University
Dr. Linda Detwiler— 
Mississippi State University
Dr. Pilar Donado—Corpoica, Bogotá, Colombia
Dr. Temple Grandin—Colorado State University
Dr. Alan Harris— 
Rush Medical College, Chicago
Dr. David Jordan— 
New South Wales Department of  
Primary Industries, Australia
Dr. Guy Loneragan—Texas Tech University
Dr. Joy Mench—University of California—Davis
Dr. Suzanne Millman—Iowa State University
Dr. Ed Pajor—University of Calgary
Dr. Stuart Reid— 
Dean Royal Veterinary College, London
Dr. H. Morgan Scott—Texas A&M University
Dr. Janice Swanson—Michigan State University
Dr. Yvonne Vizzier Thaxton— 
University of Arkansas
Dr. Dan Thomson—Kansas State University
Dr. Kurt Vogel—University of Wisconsin— 
River Falls
Karl Williams—FAI Farms, Oxford U.K. 
McDonald’s Suppliers
Cargill—Dr. Bob Evans,  
Dr. Mike Siemens, Rosalind Zils
Dean Foods—Dr. Jennifer Walker
Inalca Italy—Gabriele Mezzadri
JBS—Dr. Lily Edwards-Callaway
Keystone—Dr. Ken Opengart
OSI—Joon Wong
Smithfield—Don Butler
Tyson Foods—Joe Harmon
McDonald’s  
Representatives
Global Lead—Bruce Feinberg
Asia/Pacific, Middle East,  
Africa—Eden Huang
North America—Dr. Justin Ransom
Latin America—Francisco Centeno
Europe— 
Ignacio Blanco Traba and  
Norbert Rank
Communications—Sarah Kafenstok
Global Supply Chain—Daniel Boer
53

Animal Welfare Issues We’re Focusing On
Housing for Laying Hens
McDonald’s USA is a member of the Coalition for Sustainable Egg Supply (CSES) which has contracted 
research to better study the impacts of hen housing on animal welfare, food safety, worker/employee 
welfare and the environment.  We feel the Coalition’s work will result in meaningful science-based 
data that will help guide future production and purchasing decisions. The team is also determining 
management practices that are scientifically sound and aligned with accepted principles.
While no single housing system can satisfy all criteria, we are working to develop guidelines for hen 
housing systems that best reflect these guiding principles. The team is assessing the Company’s current 
laying hen health and welfare guidelines and audits for the various housing systems available throughout 
the world. Data from McDonald’s Agricultural Assurance Program, the Coalition for Sustainable Egg 
Supply initiative, and the European Animal Welfare Platform and Welfare Quality Project is being 
analyzed to:
  • Develop general guidelines applicable to any housing system and specific to conventional,  
cage-free, enriched and free-range housing systems.  
  • Align THE COMPANY’S requirements and audit criteria to the most applicable 
 scientific evidence and OIE’s General Principles for Animal Welfare. 
Broiler Health and Welfare
McDonald’s poultry sub-team is identifying general guidelines for broiler health and welfare from the 
receipt of the live birds at the slaughter facility through processing. These guidelines are scientifically 
sound and aligned with accepted practices, such as standards of the U.K. Department for Environment, 
Food & Rural Affairs, the U.S. National Chicken Council, the OIE Terrestrial Animal Health Code, and/
or the European Animal Welfare Platform and Welfare Quality Project. Additional work includes: 
  • Identifying opportunities within the McDonald’s supply chain.
  • Defining “effective stunning” and “insensibility” in an effort to establish a  
single, global McDonald’s standard that is applicable across stunning systems in use around our 
global System, taking into consideration the variety of electrical water bath stunning systems, the 
expanding use of controlled atmosphere stunning and the exploration of emerging technologies like 
low atmospheric pressure stunning.
A Legacy of Continuous Improvement  
and Industry Involvement
Improving animal health and welfare is a journey, not a destination. At McDonald’s we recognize that there  
will always be opportunities for improvement as the science of animal health and welfare continues to evolve. 
We have worked for more than 25 years with the industry, leveraging their deep understanding of the issues 
associated with animal production and processing, and recognized animal health and welfare experts such as 
Dr. Temple Grandin, Dr. Joy Mench, Dr. Janice Swanson and Dr. Ed Pajor, members of our original Animal 
Welfare Council. Each has advised the Company on animal health and welfare initiatives and opportunities 
where McDonald’s can drive improvement through the industry. 
Clear Criteria = Clear Expectations 
McDonald’s supplier facilities for beef, pork and chicken slaughter are audited annually by independent firms 
and/or McDonald’s staff using McDonald’s audit criteria, which are based on recognized international and  
U.S. standards like General Principles for Animal Welfare developed by the World Organization for Animal 
Health (OIE) and American Meat Institute. These audits are conducted to ensure compliance with animal 
health and welfare standards and the implementation of corrective action and follow-up wherever needed. As 
standards change—based on advances in science and best practices—so will our audit criteria. Auditors receive 
additional training to make sure our systems remain relevant. 
100% OF SLAUGHTER FACILITIES AUDITED
The Company requires that all approved slaughter facilities supplying the Company undergo a third party 
animal health and welfare audit annually. The Company currently has 598 approved slaughter facilities globally 
for beef, poultry and pork. For the audit period ending December 31, 2013, 100% of our approved facilities 
were audited for animal health and welfare.  If a facility fails the Company’s animal health and welfare audit,  
the Company requires the supplier to develop a corrective action plan to resolve the specific issue identified.  
A second audit is then conducted to confirm the improvements were made. If a facility fails to make the 
necessary improvements, it is removed from the Company’s approved supplier list and purchases from that 
facility cease immediately. For the audit period ending December 31, 2013, and as a result of failing a Company 
animal health and welfare audit, one supplier was removed from our approved supplier list.   
54

Cull Cattle Care Guidelines
Even with the best care, dairy cows can become non-productive due to infertility, udder problems and/or injury. 
When that happens, farmers and producers make decisions to remove or “cull” these animals from the herd 
and determine whether to send them to slaughter. Although no longer productive members of the herd, cull 
cows represent a source of safe, quality beef. Like feeder cattle, cull cows must pass stringent inspection by 
specially trained and qualified inspection services in all our approved slaughter facilities before the meat from 
these animals enters the food supply chain. Ensuring that cull cows entering the food supply are not only of 
good quality, but that they are fit for transport, is the responsibility of everyone in the beef supply chain.
The cull cattle care sub-team of McDonald’s Global Animal Health and Welfare Team is tasked with improving 
the health and welfare of cull animals, including cull dairy and beef cows. We believe that by establishing 
guidelines and creating awareness regarding the welfare of culled cows, the health and welfare of animals 
entering the supply chain will be the highest in the industry. We also believe that the best mechanism to achieve 
this outcome is through outreach and education to farmers, ranchers and producers, while we continue to  
work closely with processors in our supply chain.
The sub-team has two purposes:
1.	 Use a global survey to capture the incidence rates of several  
issues that require an animal to be culled in order to prioritize  
our efforts.
2. 	Create an assessment framework to assist producers, farmers and 
ranchers in recognizing health-related problems and responding to 
them in a timely and responsible manner.  
Early recognition of problems and prompt, appropriate treatment are key factors in improving the health and 
welfare of animals and preventing loss. Producers are encouraged to work with their herd veterinarians for early 
intervention treatment and culling decisions, while maintaining compliance with local laws for the treatment and 
transport of animals. 
Alternative Sow Housing
McDonald’s is working with our suppliers on evaluating alternative sow housing.  There are varied efforts within 
the global supply chain which include:
  • In the EU countries within Europe, gestation crates are illegal. Therefore, McDonald’s Europe pork suppliers are 
not permitted to use them. In Russia (a non-EU country), we are working with our supplier to phase out its use of 
gestation crates. 
  • In 2013, McDonald’s U.K. became the first “high-street” restaurant chain to serve 100% Freedom Food 
pork from British farms certified by the Royal Society for the Prevention of Cruelty to Animals.
  • In 2012, McDonald’s USA announced its commitment to work with pork suppliers to phase out of the use of 
gestation stalls for housing pregnant sows. By 2017, McDonald’s USA will source pork only from producers 
who share this commitment. By the end of 2022, McDonald’s USA will source pork only from supply 
chains that do not use gestation stalls for housing pregnant sows. McDonald’s USA is already working with 
producers and suppliers to support their transition and will develop verification systems to assess compliance.
The work of our Global Animal Health and Welfare team will continue as long as the science related 
to animal health and welfare continues to evolve. As the current work assigned to the three sub-teams 
is completed and deployed across our System, new initiatives will be assigned. Future sub-team work 
that has already been identified includes evaluating programs and industry standards related to on-
farm initiatives, making certain they are continuously improving and reflect best practices. 
Where appropriate, McDonald’s promotes animal health and welfare improvements throughout the 
food industry. For instance, McDonald’s Europe was a founding member of the European Animal 
Welfare Platform, a multi-stakeholder initiative that achieved broad consensus on key issues and best 
practices in beef and dairy, poultry and eggs, pork and fish. And our work with the Global Roundtable 
for Sustainable Beef is integrating animal health and welfare standards into beef sustainability for the 
industry worldwide. 
GOOD SOURCING - Where We’re Going 
Our 2020 goals for sourcing represent our continued journey toward a sustainable supply chain. We have set interim goals to guide us along the way, such as developing global principles 
and criteria for sustainable beef and purchasing some verified sustainable beef by 2016. This will mean ongoing collaboration with partners in the Global Roundtable for Sustainable Beef 
and other groups. We will also work with other industry and NGO stakeholders to meet our aspirational goal to source 100% of the fiber-based packaging from certified or recycled 
sources. For other priority products such as coffee, palm oil and fish, an important challenge will be maintaining the progress we have already achieved, doing so as we grow and as 
sustainable supplies and markets shift.
Where We’re Going:
Animal Health and Welfare
55

COMPANY-OWNED RESTAURANTS 
& CORPORATE OFFICES
BEEF
41%
Other1
17%
chicken
12%
CHEESE
6%
PAckaging
6%
DAIRY6%
BUNS & BAKERY
5%
PRODUCE
4%
TRANSPORTATION
3%
WASTE3
14%
OTHER2
20%
ELECTRICITY
66%
ELECTRICITY
71%
other
2
17%
waste
3
12%
71%
23%
6%
McDonald’s SUPPLY CHAIN
McDonald’s FranchisEe 
Restaurants
1. Represents estimated emissions from all food and packaging product categories not shown on the chart above. 
2. Represents estimated emissions from natural gas combustion, upstream activities related to energy production, refrigerant discharges, employee commuting & travel.
3. Represents estimated emissions from in-restaurant waste and carry-out waste.
Mcdonald’s estimated 
Carbon footprint
BASED ON 2011 DATA
COMPANY-OWNED  
RESTAURANTS & OFFICES
56

In 2013 we launched a new life cycle assessment (LCA) project with scientists at Enviance, an environmental 
consulting firm, to estimate our System’s global carbon footprint. They evaluated the greenhouse gas (GHG) 
emissions associated with our System including restaurants, corporate offices, and food and packaging supply 
chains and delivery systems worldwide.
Using a hybrid LCA model that combines input-output and process LCA methods, Enviance estimated and 
categorized our Scope 1, 2 and 3 GHG emissions according to the World Resources Institute/World Business 
Council for Sustainability Development GHG Protocol. This analysis builds on the momentum of regional and 
supply chain-specific studies completed in the past.  These results are approximate, based on best available 
data.  We will continue to refine our global analysis in the years to come. Read more about our System-wide 
carbon footprint methodology in the Appendix on pages XX to XX.
Key Emissions Results  
The majority of our Systemwide carbon footprint impacts (over 70%) occur in our supply chain and the 
agriculture systems that produce raw materials for our menu items (our GHG emissions breakdown is outlined 
in the graphic at left.) Across these raw materials, the major GHG emissions-driving activities include:
  • Cattle raising to produce our beef, cheese and dairy; major drivers 
include enteric fermentation and feed-lot manure management.
  • Electricity usage across farms, plants and distribution centers.
  • Grain farming to produce our buns, baked goods and feed  
for animals. 
GHG emissions from McDonald’s restaurants and offices, including Franchises, represents nearly 30% of the 
total.  Electricity usage is the primary driver.  A smaller proportion is asssociated with in-restaurant waste and 
on-site gas combustion for hot water heating and cooking.
When we categorize our System’s carbon footprint according to the GHG Protocol, indirect emissions 
across the value chain (Scope 3) represent an estimated 95% of our overall footprint; this is primarily due to 
emissions from Franchised restaurants and our supply chain. Our direct GHG emissions from Company–owned 
operations (Scope 1) is estimated at 0.4% or 185 Kilotons CO2e, while our indirect energy purchases at 
Company-owned facilities (Scope 2) is estimated at 4.3% or 1.8 Megatons CO2e.  
For McDonald’s, Scopes 1 and 2 reflect GHG emissions associated with our Company-owned restaurants and 
offices, and include purchased fuel, electricity and refrigerants. Most Scope 3 emissions are associated with 
Franchised restaurants and our supply chain. Note that the certainty of our Scope 1 and 2 results is greater 
than that of Scope 3 because the inherent complexity of our supply chain required the use of industry averages 
and third-party data to complete the analysis.
Implications for Action Across Our System  
Our carbon footprint validates the appropriateness of our focus on mitigating our System’s GHG emissions 
impacts over time, specifically through our beef sustainability strategy and our energy management focus in  
the restaurants.  
Due to the impact of supply chain and Franchise activities on our System’s carbon footprint, we must rely on  
the strength and breadth of the entire McDonald’s System to successfully address the main emissions drivers.  
We are working collaboratively with our Franchisees and suppliers to make progress.
The Sourcing and Planet chapters detail our strategies and actions  
to address these major impact areas, and we will report our progress  
as these environmental strategies evolve in the future. 
McDonald’s Estimated
Carbon Footprint
In 2013, we launched a new life cycle assessment (LCA) project with scientists at Enviance, an environmental 
consulting firm, to estimate our System’s global carbon footprint. They evaluated the greenhouse gas (GHG) 
emissions associated with our System including Restaurants, Company offices, and food and packaging supply 
chains and delivery systems worldwide.
Using a hybrid LCA model that combines input-output and process LCA methods, Enviance estimated and 
categorized our Scope 1, 2 and 3 GHG emissions according to the World Resources Institute/World Business 
Council for Sustainability Development GHG Protocol. This analysis builds on the momentum of regional and 
supply chain-specific studies completed in the past. These results are approximate, based on best available 
data. We will continue to refine our global analysis in the years to come. Read more about our System-wide 
carbon footprint methodology in the Appendix on page 114.
Key Emissions Results
The majority of our System-wide carbon footprint impacts (over 70%) occur in our supply chain and the 
agriculture systems that produce raw materials for our menu items (our GHG emissions breakdown is outlined 
in the graphic at left). Across these raw materials, the major GHG emissions-driving activities include:
  • Cattle raising to produce our beef, cheese and dairy; major drivers 
include enteric fermentation and feed-lot manure management
  • Electricity usage across farms, plants and distribution centers
  • Grain farming to produce our buns, baked goods and feed for animals 
GHG emissions from Company offices and all Restaurants, including Franchisees, represents nearly 30% of 
the total. Electricity usage is the primary driver. A smaller proportion is associated with in-restaurant waste and 
on-site gas combustion for hot water heating and cooking.
When we categorize our System’s carbon footprint according to the GHG Protocol, indirect emissions 
across the value chain (Scope 3) represent an estimated 95% of our overall footprint; this is primarily due to 
emissions from Franchisee restaurants and our supply chain. Our direct GHG emissions from Company–owned 
operations (Scope 1) is estimated at 0.19 Megatons carbon dioxide equivalents (CO2e), while our indirect 
energy purchases at Company-owned facilities (Scope 2) is estimated at 1.83 Megatons CO2e.  
For McDonald’s, Scopes 1 and 2 reflect GHG emissions associated with our Company-owned restaurants and 
offices, and include purchased fuel, electricity and refrigerants. Most Scope 3 emissions are associated with 
Franchisee restaurants and our supply chain. Note that the certainty of our Scope 1 and 2 results is greater than 
that of Scope 3 because the inherent complexity of our supply chain required the use of industry averages and 
third-party data to complete the analysis.
Implications for Action Across Our System  
Our estimated new carbon footprint validates the appropriateness of our focus on mitigating our System’s GHG 
emissions impacts over time, especially through our beef sustainability strategy in our supply chain and in our 
energy management focus in the restaurants.  
Since the majority of our System’s impacts are beyond our direct control—for example, our suppliers and 
Franchisees—we need to work collaboratively with all parts of our System to make progress. 
The Sourcing and Planet chapters detail our strategies and actions  
to address these major impact areas, and we will report our progress  
as these environmental strategies evolve in the future. 
McDonald’s Estimated
Carbon Footprint
5757

Good PLANET - What We’re Building On
  • Improving our carbon intensity through enhanced energy efficiency in our restaurant 
operations and innovations in restaurant design and equipment.
  • Minimizing and diverting waste in the restaurants and converting waste into a  
valued resource.
Looking forward to 2020 - our 
Aspirational Goals for a Good PLANET
For the Top 9 markets:
1.	 20% increase in Energy efficiency of Company-
owned restaurants*
2.	 Increase energy efficiency through restaurant 
standards**
3.	 Increase amount of in-restaurant recycling to 
50% and minimize wastE
          *Excluding Brazil and Japan. Develop Franchisee goal in 2016.
         **Develop goals in 2014.
SHARED VALUE FOR BUSINESS AND A BETTER PLANET
Our responsibility
Environmental pressures present both challenges and opportunities for the future of the planet. As a Company and brand with a large 
global footprint, we have a responsibility to take meaningful action as environmental stewards to address the impacts of the McDonald’s 
System. Serious challenges, including the impacts of climate change and dwindling resources, are already affecting our society and will only 
continue to rise in importance to our business.
OUR OPPORTUNITY 
Now more than ever opportunities for shared value are clear for our business and society.  We have designed our strategies to address global 
environmental pressures and to reduce our System’s impacts, while helping us to build a better business and create value for our shareholders. 
MORE FOCUSED STRATEGY
Environmental stewardship is not new to McDonald’s, but with the launch of our CSR & Sustainability Framework, our Planet strategy is more focused than ever. Towards 2020 and beyond  
we will heighten our focus on energy management, waste minimization and recycling. Water efficiency and availability are also of increasing importance in our System, requiring our continued 
attention in the years to come.  We operate in a wide range of geographies and some McDonald’s markets are further along than others. This is natural. The strength of the McDonald’s System 
is that we can leverage approaches from around the world to drive innovation and use our scale and scope to make a positive difference.  
Ken Koziol
Executive Vice President and  
Global Chief Restaurant Officer
McDonald’s Corporation“
“
Over my more than 25 years at McDonald’s, I have seen 
firsthand how we can capitalize on the power of the 
System—across over 35,000 restaurants—to drive shared 
value across our business, Franchisees, and suppliers.  As 
we progress toward our 2020 vision, we have the chance 
to apply practical, environmental solutions to our 
operations that not only do good for the business, but do 
good for the planet, and ultimately do good for the brand.
58
FOR GOOD.

Ric Richards 
Franchisee
Raleigh and Cary, North Carolina, USA
As a proud McDonald’s Franchisee, I feel strongly that taking  
advantage of the LEED® Volume Program to build a green-certified, 
environmentally-friendly restaurant is definitely worth the effort. Residents 
and customers appreciate the fact that we are giving back to the community 
by saving water and electricity. They feel good about supporting a business 
that has made such a strong commitment to environmental stewardship—and 
it makes our managers and crew members feel good, too.
“
“
2012 - 2013 highlights
• Strengthening environmental strategies: developed climate change position 
statement, estimated System-wide carbon footprint following GHG Protocol, and 
long-term water scarcity mapping for restaurants worldwide.
• Waste and Recycling: Of the 34,113 restaurants surveyed in 2013, 90% reported 
recycling used cooking oil and 77% reported recycling corrugated cardboard.
• Energy: Installed approximately 300,ooo pieces of more energy efficient kitchen 
and Building equipment in restaurants worldwide. 
our journey continues
INPUTS
outputs
REstaurant environmental impactS
Ric Richards , Franchisee
CARY, North Carolina, USA
Building Environmental 
Stewardship from the Ground Up
Ric Richards acquired his first McDonald’s restaurant in 1988. Since then, he has 
owned restaurants in three states, twice earning the Ronald Award, a prestigious 
recognition for Franchisees. In 2009, Ric opened the first-ever LEED® (Leadership in 
Energy and Environmental Design) Gold-Certified McDonald’s in North Carolina, and 
is seeking his second LEED® certification for a restaurant opened in 2013. Ric is also a 
14-year member of the Board of Trustees for the Ronald McDonald House of Durham, 
North Carolina.
59

Our Environmental Evolution
Environmental strategies and issues have a heightened focus within our Company with the adoption of our 
broader CSR & Sustainability Framework. The officer overseeing our Planet Pillar is McDonald’s Executive 
Vice President and Global Chief Restaurant Officer, Ken Koziol. Environmental responsibility is widely dispersed 
throughout Company departments ranging from Equipment Design and Purchasing to Innovation, Restaurant 
Design and Construction. To develop and execute action plans against our environmental strategy we employ a 
network of internal teams throughout our System.
   • Global Sustainability Department 
Serves as the overall conduit and coordinator for our worldwide environmental efforts, our external 
stakeholder advisors, and our CSR & Sustainability Framework as a whole. 
   • GLOBAL ENVIRONMENTAL COUNCIL 
Brings together McDonald’s environmental leads from around the world to share and align global 
guidelines, policies, and initiatives that can be adapted within McDonald’s markets to address local issues 
while meeting the global goals.   
  • GLOBAL ENERGY LEADERSHIP BOARD 
Includes energy leads from each Area of the World who collaborate on energy management policies  
and best practices. The board is coordinated by the Company’s Restaurant Solutions Group to maintain  
close alignment with restaurant strategies, and works to make our many energy environmental initiatives 
more cohesive.
“
In DEVELOPING our CSR & SUSTAINABILITY STRATEGY, strong leadership commitment FOSTERED BY 
robust governance has enhanced our ability to engage the system and align our markets 
around a common FRAMEWORK. Over the years, our markets have developed best practices 
that have inspired our system, AND have been scaled globally. With improved alignment and 
leadership accountability, we can accelerate our performance as a brand, CONNECT WITH 
OUR CUSTOMERS MORE, AND DRIVE MORE FOCUSED EFFORTS.
“
Jeffrey Hogue
Senior Director of Global CSR & Sustainability
McDonald’s Corporation
 
“
We incorporated environmental awareness 
into our crew training so they can help 
save energy and water right away. We hold 
regular environmental meetings, share 
information with other owner/operators 
and involve local government councils, 
police, community groups and the local 
media. In 2013, we asked our customers to 
vote on the community site they wanted us 
to clean up in our annual litter pick,  
an event that included crew and managers 
from all 11 of our restaurants.
“
Amy McDyre
Training Officer and “Planet Champion” 
Employee of Glyn Pashley, McDonald’s Franchisee 
Rugby, U.K.
When we talk about the Planet Pillar in this chapter, we focus on the 
development and operation of McDonald’s restaurants.  Obviously, our 
supply chain has impacts on the planet, too, which we outline in the  
Sourcing chapter.
60

MCDonald’s ENERGY:  
CALCULATE YOUR CARBON FOOTPRINT
Europe’s innovative carbon footprint measurement “toolkit,” which  
was launched in 2009, set the stage for identifying future carbon  
reduction opportunities.
LOGISTICS: BIODIESEL AND  
REVERSE LOGISTICS IN THE UAE
McDonald’s distributors’ entire fleet of supply trucks in the United 
Arab Emirates currently run on 100 percent biodiesel made from 
vegetable oil recycled from McDonald’s restaurants.
RECYCLING AND WASTE REDUCTION:  
WASTE MANAGEMENT WITH McRECYCLE®
McDonald’s Austria achieved an overall 95 percent recycling rate 
in its restaurants with the McRecycle® program.
PACKAGING: BETTER NAPKINS AND 
BAGS OFFER BETTER ENVIRONMENTAL 
PERFORMANCE
McDonald’s Canada’s switch to unbleached napkins and bags leads 
to positive environmental, customer and cost savings impacts.
ANTI-LITTERING: LEADING THE WAY 
TOWARD CLEANER STREETS IN AUSTRALIA
Through a focus on litter reduction for more than 20 years, 
McDonald’s Australia works to establish a leadership position 
by engaging its restaurant employees, staff and customers 
to control the impacts of litter around restaurants in Australia.
McDonald’s Global Best of Green recognizes environmental best-practice innovations in several categories with 
tangible impacts for our business and our brand. These environmental innovations, taking shape at multiple 
levels throughout the McDonald’s System, illustrate that positive change can originate from anywhere and 
that we all have a role to play in improving our environmental performance. We collaborate with key external 
stakeholders to recognize “best of the best” actions by selecting “Planet Champions” for each category. 
McDonald’s Best of Green
The selection committee included representatives from McDonald’s as well as Business for Social 
Responsibility, Ceres, Conservation International and World Wildlife Fund. They made their selections 
based on the level of innovation, environmental and business impacts, scalability and business integration. 
Congratulations to the 2012 winners. Learn more about our environmental best practices and additional 
Best of Green recognitions on our Company website.
MCDONALD’S 2012 PLANET CHAMPIONS
COMMUNICATIONS: McDONALD’S SPAIN  
ADDed ENVIRONMENTAL TRAINING FOR ALL
For McDonald’s restaurant employees in Spain, environmental training 
is a core element of orientation and training.
GREENING OUR RESTAURANTS  
WITH LEED® VOLUME
McDonald’s USA seeks to build 25 additional LEED® 
certified restaurants through its participation in the LEED® 
Volume Program.
NEW RESTAURANT EARNS FIRST LEED® 
GOLD CERTIFICATION IN ARGENTINA
The first green restaurant in Pilar, Argentina, built by Arcos 
Dorados, McDonald’s developmental licensee in Latin 
America, became the first new building in the country to 
receive LEED® Gold for New Construction certification.
GREENING THE WORKPLACE: CREW MEMBERS 
PARTICIPATE IN POWER SAVING CAMPAIGN
McDonald’s Japan helped nearly 5,500 of its crew members 
achieve a 15 percent reduction in their power usage from  
July through September 2011.
61

McDonald’s Global Energy  
and Carbon Footprint
In 2013, we worked with a consulting firm to estimate the System-wide carbon footprint, including GHG 
emissions associated with restaurants, Company offices and our entire food and packaging supply chain. The 
footprint was calculated using a hybrid life cycle assessment model based on the World Resources Institute and 
World Business Council for Sustainable Development Greenhouse Gas Protocol. 
Approximately 71% of System-wide GHG emissions are associated with our supply chain. As described in the 
Sourcing chapter, we work with our suppliers to foster their use of the McDonald’s Environmental Scorecard 
and encourage their participation in multi-stakeholder initiatives to address the environmental impacts in our 
agricultural supply chains.
Approximately 29% of System-wide GHG emissions are associated with McDonald’s restaurant operations and 
Company offices. To mitigate this impact, we are incorporating energy efficiency solutions into our equipment 
decisions, building standards and operational practices. We also purchase renewable energy credits, and we are 
evaluating next steps.
Heating, HVAC
20-38% 
Kitchen 
Equipment 29-39% 
Refrigeration
9-12%
Other 1-10% 
Lighting
12-23%
Water Heating
4-7%
*Based on datasets from 2010-2012 collected for 2-3 week periods at four restaurants in different climate zones 
across the U.S. There can be significant intra-restaurant variability in energy consumption based on the time of year, 
location, guest counts, and menu.
In the top 9 markets in 2013, the estimated average annual energy consumption per restaurant was 694,372 kWh.
improving our carbon intensity
Climate change presents a global challenge with broad and far-reaching implications for generations  
to come. We acknowledge the findings of the 5th Assessment Report of the Intergovernmental  
Panel on Climate Change —“that human influence on the climate system is clear,” and  
“limiting climate change will require substantial and sustained reductions of greenhouse gas 
emissions.” Our statements on energy and climate change can be found on our Company website.
We recognize the need for strong collaboration between governments and the private sector to mitigate 
climate change’s adverse impacts. This includes the Company’s active participation and influence to help 
develop solutions to mitigate and adapt to the effects of climate change across our System.
Read more about our System-wide carbon footprint  
details in the summary on pages 56-57.
To execute against our 2020 energy efficiency 
aspirational goal, we’ve identified five key 
areas to continue focusing on going forward: 
1.	  IMPROVED BUILDING DESIGN 
2.	 EQUIPMENT 
3.	 ENERGY MANAGEMENT
4.	 RENEWABLE ENERGY
5.	 Performance measurement, 
TRACKING, and reporting 
A Sample breakdown of U.S. 
Restaurant Energy consumption *
62

Restaurant Energy Efficiency and associated Greenhouse gas emissions
Over time we may anticipate that our System’s total energy use will increase due to opening new restaurants, serving more customers, extending operating hours and other factors. Therefore, to measure energy efficiency we look at the 
restaurants’ annual energy consumption in kilowatt-hours (kWh) per number of sales transactions, or guest counts (GC).
In 2013, energy efficiency declined slightly compared to 2012 due to multiple factors, including an unseasonably cold winter in some markets and increased restaurant operating hours in some markets. Going forward, we will continue to 
evaluate our methodology to potentially include variables such as climate and fuel source to enable more robust comparisons across time and geographies.
Currently, we do not have Company-owned restaurants in two of these top 9 markets, but we evaluated the top 9 markets across both Company-owned and Franchisee restaurants for consistency. Our restaurant-level data for the 
top 9 markets is not complete, so to calculate these estimates we had to make certain assumptions and extrapolate from the data available. Going forward we plan to continue focusing on improving restaurant energy efficiency as we 
simultaneously improve our data-gathering processes around the world.
mcdonald’s Company-Owned restaurants
 Top 9 Markets
20123
20134
Direct energy consumption: kWh/GC2
0.222
0.247
Indirect energy consumption: kWh/GC
1.115
1.138
Overall energy consumption: kWh/GC
1.337
1.385
Overall energy consumption: GWh
2,875
2,903
mcdonald’s Franchisee Restaurants
Top 9 Markets
2012
2013
Estimated direct energy consumption: kWh/GC 
0.393
0.430
Estimated indirect energy consumption: kWh/GC 
1.308
1.313
Estimated overall energy consumption: kWh/GC
1.701
1.743
Estimated overall energy consumption: GWh
15,337
15,777
1.	 These figures represent estimates based on the best available energy data in our top 9 markets. Currently we do not have Company-owned restaurants in Brazil or Japan.
2.	 GC represents total transactions for the calendar year. “Direct” energy data reflects the use of natural gas, propane, fuel oil and liquefied petroleum gas. “Indirect” energy 
data reflects electricity usage. We categorized them in this fashion to show their relationship to Scope 1 and Scope 2 of our estimated System-wide GHG emissions. Due 
to a change in our data collection methodology in 2012, we do not present a side-by-side comparison with data from 2011 or earlier.
3.	  2012 figures reflect primary data from 4,217 out of 4,265 Company-owned restaurants and 6,825 out of 21,828 Franchisee restaurants in our top 9 markets, totaling 
11,042 out of 26,093 restaurants overall. Primary energy data was extrapolated to estimate energy consumption for all restaurants in the markets and ownership types 
reported. The top 9 markets included approximately 76% of the restaurants worldwide (26,093 out of 34,480 as of December 31, 2012).
4.	 2013 figures reflect primary data from 4,296 out of 4,310 Company-owned restaurants and 7,386 out of 22,236 Franchisee restaurants in our top 9 markets, totaling 
11,682 out of 26,546 restaurants overall. Primary energy data was extrapolated to estimate energy consumption for all restaurants in the markets and ownership types 
reported. The top 9 markets included approximately 75% of the restaurants worldwide (26,546 out of 35,429 as of December 31, 2013).
ENERGY CONSUMPTION - 
McDONALD’s RESTAURANTS 1
GHG Emissions -  
McDonald’s Restaurants
*
GHG Protocol Categories1
20122
20132
Company-Owned Restaurants, 
Worldwide
Total Estimated GHGs in  
Megatons of CO2 equivalents3
Direct – Scope 1
0.173
0.185
Indirect – Scope 2
1.726
1.658
Franchisee Restaurants, Worldwide  
(Part of McDonald’s Scope 3)
Total Estimated GHGs in  
Megatons of CO2 equivalents3
Franchisee Direct
1.026
1.084
Franchisee Indirect
6.619
6.804
1.	 For our 2012-2013 analysis, we worked with Enviance to launch an updated methodology to estimate GHG emissions from McDonald’s restaurant energy use and 
refrigerant emissions worldwide.  
2.	 Best available primary energy data from our top 9 markets (see table at left) was extrapolated to estimate energy consumption and GHG emissions for all restaurants 
worldwide as of December 31, 2012 (34,480 restaurants) and December 31, 2013 (35,429 restaurants). Refrigerant emissions were estimated using input/output analysis 
of McDonald’s data and U.S. industry average emissions information.
3.	 Enviance addressed uncertainty in GHG emissions estimates by conducting 1 million Monte Carlo simulations to establish 95% confidence intervals around each data point 
for 2012 and 2013. 
*Please see pages 56 -57 and the Appendix for additional  
information about our System-wide carbon footprint for 2011.
63

Designing Buildings with Efficiencies in Mind
As we build and remodel more restaurants, we see the continued opportunity to develop restaurants that 
are less impactful—saving energy and water, while using environmentally preferred building materials. Since 
restaurant design and construction is very locally based—considering local building codes, regulations and 
differing infrastructures—our approach is tailored to each market.
McDONALD’s Europe Green Building Guidelines
To advance the overall sustainability of our restaurants in Europe, McDonald’s Europe has developed its own 
green building standards in consultation with external experts, designed to be scalable across our new and remodeled 
restaurants. In 2008, McDonald’s Europe began to develop principles for green building that address the major 
restaurant impacts. These standards were formalized in 2009-2010 and applied across Europe. They provide 
guidance for our development teams and contractors to develop more sustainable buildings.
NEW STORE GUIDELINES 
For new European restaurants there are Gold (minimum required) and Platinum-level standards. The standards 
include a mix of low cost, practical measures and more expensive and innovative measures that align to the 
principle of achieving the higher efficiency buildings envisaged for 2020. They cover the areas of construction of 
the building shell, energy management, lighting, heating, ventilation and air conditioning (HVAC), refrigeration, 
water and renewable energy. Both levels also present significant estimated GHG reductions as well—ranging 
from 12-57 metric tons of CO2e reduction per restaurant/year.
REMODEL GUIDELINES 
Similarly for European remodeling projects, there are three levels of standards based on similar principles— 
Silver (minimum required), Gold and Platinum—which focus on solutions feasible in remodeling projects. 
The standards address construction practices affecting lighting, water, heating, ventilation and air conditioning 
(HVAC), refrigeration, energy management and renewable energy installations. These standards provide 
potential GHG reductions of 9–50 metric tons of CO2e per restaurant/year.
Between 2010 and 2013, some 3,200 of the 4,190 new, remodeled and reimaged restaurants in 
Europe were built to the McDonald’s European Green Building Guidelines. These guidelines are 
internal only and not an independent third party certification.
McDonald’s Circunvalação, Portugal
SILVER
GOLD
PLATINUM
40
1078
2152
 McDonald’s Europe Green Building  
Guidelines Implementation
64

U.S. Restaurant Sustainable Design Approach
The U.S. Restaurant Development Department (USRD) has tailored its own sustainable design standards for 
the U.S. market. USRD approaches restaurant sustainability by focusing on both design advances and sourcing 
through the construction supply chain. The team evaluates and tests advanced technologies that have scalable 
applications across our building prototypes; for example, LED lighting in our restaurants’ interior, exterior and 
signage; high-efficiency cooking exhaust systems; and high-efficiency HVAC units. The U.S. construction supply 
chain work focuses on aligning our goals and driving innovation with suppliers.
We have compared our 2005 U.S. prototype designs to our 2012 prototype designs to analyze the energy and 
water saving features that have become standard since that time. As of 2012, the energy and water efficiencies 
in our standard restaurant designs have improved by 13% and 8%, respectively.
Some of our Franchisees in the U.S. also pursue voluntary design elements to increase their level of stewardship 
and efficiency in their operations. Examples include drought-tolerant landscaping, photovoltaic solar panels, 
permeable pavement, dining area recycling, electric vehicle charging, smart irrigation and LEED® certification.
McDonald’s USA wishes to build 25 restaurants to LEED® standards through the LEED® Volume Program. 
These are laboratories for innovation, to learn what we can scale for all new restaurants, while sharing our story 
with our customers.
Standard Prototype Items
1  White Roof
2  High-Efficiency HVAC
3  High-Efficiency Cooking Exhaust
4  High-Efficiency Plumbing Fixtures
5  LED Dining Room Lighting
6  LED Building Signage
7  Bulk Cooking Oil
8  Energy Management Systems (EMS)
Advanced Design Items
1  Drought Tolerant Landscaping
2  Smart Irrigation
3  Permeable Pavement
4  LED Parking Lot Lighting
5  Photovoltaic Solar
6  Electric Vehicle Charging
7  Waste Recycling
8  LEED® Certification
1
2
3
8
4
7
5
6
1
2
8
3
4
6
5
7
John Rockwell 
Sustainability Manager, 
McDonald’s U.S. Restaurant Development 
Oak Brook, Illinois, USA
In the U.s., Our LEED® projects have given us the opportunity to learn about 
alternative building elements and practices, remain relevant to our customers, 
and have a reduced impact on the environment. WE continue to focus on 
sustainable building practices, the LEED® rating system, how to best integrate 
those practices into our new and existing restaurants, and the pursuit of 
continued education to keep mcdonalD’s usa well-positioned for further 
sustainablity successes.
“
“
energy efficiency and Sustainable design elements in u.s. restaurants
65

Green Roof provides multiple benefits
Our McDonald’s built at Jurong Central Park in Singapore has been fitted with a green roof designed to be 
energy efficient and to provide space that local wildlife could inhabit. Additional benefits of this green roof 
include a significantly lower ambient temperature and a much cooler interior even when the exterior walls 
are subjected to intense sunlight. This saves on energy consumption by reducing air conditioning needs as 
well as mitigating the Urban Heat Island Effect. Apart from the roof, plants encircle the restaurant to create 
a welcoming atmosphere for diners. This natural cover creates a transition from restaurant to surrounding 
environment, while also giving customers a cool and shaded place to eat.
Certified Green Buildings
 • Argentina, Pilar:  Arcos Dorados’ first McDonald’s restaurant in Argentina to achieve LEED® 
Gold certification for new construction from the U.S. Green Building Council.®
 • Australia, Kilsyth: First quick service restaurant in Australia to achieve Green Star certification 
from Green Building Council Australia.
 • Austria, Stockerau: One restaurant achieving “klima:aktiv” certification for climate  
protection measures from the Austrian Ministry of Agriculture, Forestry, Environment and 
Water Management.
 • Brazil, Riviera São Lourenço: McDonald’s first LEED® certified restaurant in Brazil from  
the Brazil Green Building Council.
 • Brazil, São Paulo: McDonald’s Hamburger University building was certified in the LEED® 
Commercial Interior category after its 2011 renovations.
 • Canada, Beauport: First McDonald’s restaurant in Canada to achieve LEED® Silver 
certification from the Canada Green Building Council.
 • France, Revel & Plaisance-du-Touch:  High Environmental Quality (HQE™) certifications for 
construction & operations, respectively.
 • Mexico, Parque Hundido: Arcos Dorados’ first restaurant in Mexico to receive LEED® Gold 
certification from GBCI.
 • Puerto Rico, Guaynabo: Arcos Dorados’ first McDonald’s restaurant in Puerto Rico and the 
Caribbean to achieve LEED® certification for Retail: New Construction from the GBCI.
 • Singapore: The first restaurant in Singapore to be awarded the Building and Construction 
Authority (BCA) Platinum Green Mark Award. Two other McDonald’s restaurants earned the 
Gold Green Mark Award, and a third was Green Mark certified.
 • The Netherlands, Amsterdam:  Won the European Commission GreenBuilding Award 
in 2013 for their restaurant designed to the McDonald’s Europe Platinum Green Building 
Guidelines.
 • USA, Oak Brook, Illinois:  All corporate headquarters buildings achieved LEED® certified 
status from the U.S. Green Building Council,® including the McDonald’s Corporation Campus 
Office Building (Platinum), McDonald’s USA Plaza Building (Gold), and McDonald’s 
Hamburger University (Silver).
 • USA, Various Locations:  Four U.S. restaurants have achieved LEED® certification to date, 
and McDonald’s USA seeks 25 more through the LEED® Volume Program.
Jurong Central Park Restaurant, Singapore 
We learn a lot from our approach to green buildings. The restaurants at left serve as learning 
laboratories for our approach to scaling improvements into our building standards and design. 
We will continue to evaluate what we learn from these special restaurants and carefully select 
when certifications make sense and can provide valuable learnings to scale on a market level.
 
66

Energy Efficiency Improvements 
in Kitchen Equipment
Kitchen equipment presents a significant opportunity for energy efficiency improvements because it represents 
a significant portion of the overall energy consumption of the average McDonald’s restaurant. Our equipment 
suppliers are critical to helping us build and operate a more efficient System. As new and more efficient 
equipment is incorporated into our standards, older and less efficient equipment is removed from our approved 
equipment list—ensuring that when new restaurants are built or equipment is replaced, we are improving our 
foundation for energy efficiency. To incentivize our suppliers, we award those who bring the best improvements 
in efficiency of new equipment models.
Each year, our equipment suppliers continue to make progress in their own sustainability journeys. We ask our 
worldwide equipment suppliers to assess their sustainability progress in four key areas including Engagement, 
Ethics, Environment and Economics, which we review with them annually during business reviews. 
“
our supply chain shares the 
responsibility of minimizing 
impacts on the environment. We are 
working diligently with our kitchen 
equipment suppliers to ensure the 
design of our equipment, as well as 
its manufacture, distribution and 
use minimizes life cycle impacts on 
the environment. It’s the right thing 
to do for our System and the  
world at large.
“
Rhonda Urbik
Director, Equipment, Restaurant Solutions Group
McDonald’s Corporation
kitchen equipment enhancements
  • A new generation of low oil volume (LOV) fryer that uses about 40% less oil while consuming 
4% less energy in operation
  • Proprietary Universal Hoods for kitchen ventilation that reduce the exhaust air rate by about 
40% compared to previous models, reducing overall energy usage
  • The High Density Universal Holding Cabinet that increases hot holding capacity and reduces 
energy use by about 31% compared to the previous holding cabinet
  • New bun toasters that provide up to 55% better energy efficiency than the previous model 
SUPPLIER ENERGY EFFICIENCY CHALLENGE
Between 2010 and 2013, we conducted our global Supplier Energy Efficiency Challenge to motivate further energy efficiency improvements among our approved 
equipment suppliers for building and kitchen equipment. We ask suppliers to report estimated annual kWh and cost savings as a result of these improvements*, which we 
celebrate at McDonald’s biennial Worldwide Convention.
SAVED MORE THAN 
161 MILLION 
KWH
Estimated from the installation of 299,886 
pieces of high-efficiency building equipment.
SAVED MORE THAN 
33 MILLION 
USD
SAVED MORE THAN 
169 MILLION 
KWH
Estimated from the installation of 406,604 
pieces of high-efficiency equipment.
Estimated from the installation of 106,718  
pieces high-efficiency kitchen equipment.
*Building equipment refers to solutions such as LED lighting, exhaust fans, and building signage, among others. Kitchen equipment refers to solutions such as low oil volume fryers, grills, ice and beverage machines, and refrigeration units, among others. “Savings or 
saved” means the estimated annual amounts saved on a going forward basis when a new approved model of equipment replaces a prior approved model (such as in building remodels) and the amounts avoided when the equipment is installed in new restaurants (such as 
in new construction).  These estimated figures are self-reported by equipment suppliers based on standardized parameters of 18 hours of operation/day, open 365 days/year, $0.10/kWh and/or $0.876/Therm. We have a strategic equipment sourcing strategy that has 
been in place for several years, and we will continue to work with our approved suppliers in the years ahead as we strive for better efficiency.
67

HFC-Free Refrigeration Equipment
Also contributing to climate change impacts is the potential release of GHGs into the atmosphere in the  
form of refrigerants from refrigeration equipment. A variety of refrigeration equipment exists in a McDonald’s 
restaurant ranging from our HVAC equipment to our blended ice machines. 
Our recent carbon footprint work has estimated the potential leakage of refrigerants at less than 1% of our 
total System-wide GHG emissions. While this is a relatively small amount, we have committed to working with 
our equipment suppliers to develop and implement hydrofluorocarbon (HFC)-free refrigerant solutions, where 
possible, to help reduce impacts to climate change. Implementing HFC-free solutions may reduce the 100 year 
Global Warming Potential (GWP) of these refrigerants to zero.
McDonald’s Europe, which has led the testing of HFC-free alternatives across our System, has installed  
over 9,000 pieces of HFC-free refrigeration equipment since 2010, including meat freezers, frozen fry 
dispensers and display refrigerators. While we have made significant progress in HFC-free replacement we 
still have more work to do, especially with larger equipment. These challenges are echoed by our industry, 
requiring additional focus.
We are planning to convene a natural refrigerants summit for the food service industry, regulators and our 
supply chains to continue to work on these challenges. We will focus first on the challenges in the U.S. market.
Empowering Restaurant Managers  
to Save Energy
Aside from our efforts in building and equipment, another significant opportunity lies in how we manage and 
how we operate our equipment. It may seem obvious, but if we fail to maintain and operate our equipment 
effectively, we will not realize the full energy efficiency and cost savings potential of the designed solutions.  
Proper training and Franchisee engagement is essential to ensure that the management solutions and tools 
provided are adopted and support increasing energy efficiency over time.
Often the simplest solutions can be the most effective. Helping our restaurant managers understand when 
to turn equipment on and off is a very effective way to ensure that equipment is not left on when not in 
use. McDonald’s has used an equipment fire-up schedule for many years that outlines precise schedules for 
managing kitchen equipment, thereby saving energy.
The Expandable Energy Management System, which became a global standard for new restaurants in 2012, 
helps to manage restaurants’ energy usage from HVAC and lighting systems. This system allows a restaurant to 
reduce its energy usage from HVAC and lighting by up to 5% per year.
Similarly, some McDonald’s restaurants in Europe have installed energy monitoring systems that allow 
restaurant managers to see electricity use patterns, contributing towards estimated efficiency gains of 
approximately 12% in the U.K. in 2009.
McDonald’s Europe  
Energy Management Guidelines 
With the recent launch of Energy Management Guidelines, country energy and environmental managers in 
Europe can log in to an interactive website to pursue energy-saving activities appropriate to the current status 
of their local restaurants. Solutions range across a spectrum of foundational people and operational practices, 
before progressing to more advanced monitoring tools and automatic controls. All stages are supported by best 
practice examples, tools available for download and customizable action plan templates.
688 Ice Machines
1614 Blended Ice Machines
503
Juice Dispensers
9 Beverage System Chillers
3811
Meat  Freezers
2802
Frozen Fry 
Dispensers
HFC-FREE EQUIPMENT units DEPLOYED  
IN EUROPE, 2010-2013
68

Renewable Energy Purchases Continue 
The Company has varied approaches to renewable energy. Our primary focus is to improve energy efficiency 
first, then support renewable energy in a variety of ways, including the purchase of Renewable Energy Credits 
(RECs) and long-term renewable power purchase agreements with utility providers.
McDonald’s Europe has pursued various renewable energy initiatives over the past decade. For example,                                                 
McDonald’s U.K. has committed for a 20-year period to purchase renewable energy from new infrastructure, 
including an innovative waste-to-energy plant. By enabling the development of renewable energy generating 
infrastructure in this manner, McDonald’s U.K. anticipates saving on energy costs over the long term. Eight 
other European markets—Austria, Belgium, France, Ireland, Germany, the Netherlands, Sweden and 
Switzerland—have achieved or are working toward purchasing 100% renewable energy for their restaurants.
McDonald’s USA     
A leader IN EPA’S GREEN POWER PARTNERSHIP®
In our U.S. business, 2013 was our third year of renewable energy purchases. McDonald’s 
USA has purchased RECs for its Company-owned restaurants in an amount equal to at 
least 30% of the restaurants’ total electricity usage each year from 2011 to 2013. This 
was accomplished through Renewable Energy Certificates from national wind sources. 
McDonald’s USA is among the first within the Quick Serve Restaurant segment to 
participate in the EPA’s Green Power Partnership® program, earning the Company #11  
on the National Top 50 list and #8 among Fortune 500 companies in April 2012.  
As a result, McDonald’s USA was awarded the EPA’s Green Power Leadership Award 
in 2012. 
These initial efforts provide important learnings as we continue to evolve our renewable 
energy strategy. Working with our Global Environmental Council and our Global Energy 
Leadership Board, we plan to review and evaluate our approach to renewable energy  
in 2014.
“
There are multiple reasons for McDonald’s  
to further expand its commitments to renewable 
energy. increasing the amount of green power  
in the system can help to accelerate market 
tipping points, at which  clean energy is cost 
competitive with traditional fossil sources.  
The benefits would be shared with all of the 
Company’s stakeholders.
Chris Perceval
Formerly, Director of Corporate Relations
World Resources Institute 
Washington, D.C., USA
“
Looking Ahead: Where we’re going  
with climate and energy
In 2013 we developed our first set of aspirational goals for a 20% increase in energy efficiency for our 
Company-owned restaurants and to increase energy efficiency through our restaurant standards by 2020. As 
of year-end 2013, our Company-owned restaurants made up 19% of McDonald’s restaurants, so the greater 
future opportunity for energy efficiency lies with our Franchisee restaurants.
This is why we will work with Franchisees to increase energy efficiency—utilizing the learnings, tools, and 
approaches developed for our Company-owned restaurants. We plan to work with our Franchisees to develop 
a System-wide goal by 2016. We will leverage our learning from improved measurement systems for our 
Company-owned restaurants to scale the measurement capabilities in our Franchisee restaurants to help them 
to track their progress.
We have also identified a portfolio of energy efficiency solutions, combined with a strong business case for 
deployment across the restaurants. At least fourteen solutions have been identified to date, such as high 
efficiency exhaust fans and LED walk-in refrigerator lighting, with the potential to support our aspirational 
goal of 20% increase in energy efficiency in our Company-owned restaurants by 2020. While not all of the 
solutions can be deployed in all of our markets, we will continue developing approaches that meet local market 
needs. We will seek to incorporate these solutions into our market-level restaurant standards.
69

Our customers have told us that one of the most important environmental issues in our restaurants is waste and 
recycling. We feel the same way, and we must join together with our customers and crew to tackle this issue. 
Our ultimate vision is to avoid waste in the first place. When we do generate waste, we want it to be recycled 
into valuable resources. We will not meet our vision without learning together, engaging our customers and 
crew, along with the broader community and the waste hauling industries that we rely upon.
In this section, we outline our approach to minimizing and recycling waste in our restaurants. We set an 
aspirational goal to recycle 50% of our in-restaurant waste by 2020.  In 2013, we estimated that restaurants 
in the top 9 markets recycle about 36% of the in-restaurant waste, by weight. While our strategy is focused—
creating waste diversion plans for our top 9 markets—we know there will be challenges to attain our goal due to 
the differences in local infrastructures in each market.
A TYPICAL MCDONALD’S RESTAURANT WASTE PROFILE
Read more about our strategies to continually develop more sustainable 
packaging in the Sourcing chapter.
PARKING LOT
front-of-counter
BACK-of-counter
Parking  
Lot Waste
Liquids
Cooking 
Oil
Plastics
Paper 
Plastics
Happy 
Meal Toys
Corrugated 
Cardboard
Organics
Organics
Other
MINIMIZING AND DIVERTING RESTAURANT WASTE
70

30%
Corrugated
Cardboard
(667 lbs)
26% Organics
(568 lbs)
15% Paper
(333 lbs)
10.5%
Plastics
(233 lbs)
9%
Cooking Oil
(200 lbs)
2% Liquid (42 lbs)
.5% Metal (12 lbs)
3% From outside
McDonald’s (68 lbs)
4% Other (91 lbs)
Of the 34,113 restaurants  
Surveyed GLOBALLY In 2013,
90% REPORT recyclING used cooking oil &  
77% REPORT RecyclING corrugated cardboard.   
We aspire to increase these percentages as global recycling 
infrastructure continues to grow.
taking a ‘dumpster dive’
Globally, waste volumes and compositions vary based on a variety of factors including the menu, location, 
restaurant volume, and drive-thru or parking lot characteristics. McDonald’s restaurants in airports or shopping 
malls have different customer traffic patterns and waste profiles than restaurants with a high volume of drive-
thru traffic, especially for the front-of-counter waste. 
For example, when we looked at a sample of two U.S. restaurants, one with a higher percentage of drive-thru 
customers, and the other with a higher percentage of dine-in customers, overall on-premise waste averaged 
about 2,214 pounds generated per week.
Back-of-counter Waste Profile 
In our U.S. sample at right, approximately 67% of waste by weight was from back-of-counter, or where the crew 
receives deliveries and prepares food.  This waste stream is primarily comprised of used cooking oil, corrugated 
cardboard, and food and organic waste. We estimate these three streams make up roughly 74% of the total 
back-of-counter waste.
In many cases, the corrugated cardboard is recycled into future cardboard boxes or other fiber-based materials. 
Used cooking oil is often converted into biofuels. Of the 34,113 restaurants surveyed in 2013,  about 90% of 
the restaurants recycle used cooking oil and 77% recycle corrugated cardboard.
Organic waste is an issue across the entire food industry and value chain, all the way from the farm to the home 
kitchen—and every stage in between. It is a focus area for the Company, especially food and organic waste 
that is generated back-of-counter.  Back-of-counter food waste is comprised mostly of coffee grounds and food 
that has exceeded quality holding times. We pursue organic composting and recycling when feasible, which can 
incorporate some post-consumer food waste as well. 
Although there are different possibilities for diverting food and organic waste away from landfills and towards 
more useful purposes, at this time there is no universal solution. Waste industry infrastructure and regulations 
vary from place to place, so we must seek local solutions in each of the communities where we do business. 
Food donation is an area of opportunity that we are exploring in some markets where it is appropriate. Going 
forward we intend to increase our efforts, working with stakeholders across the public and private sectors, as we 
seek solutions that can be applied on a broader scale. 
Front-of-counter Waste Profile 
In our U.S. sample at right, approximately 33% of on-premise waste by weight was from front-of-counter, or 
where our customers order food and enjoy their meals.  It was mainly comprised of waste packaging materials 
and food waste. These materials continue to present a real challenge because local recycling programs vary 
considerably in the types of materials they accept. Recyclers commonly prefer waste that has not come in 
contact with food or beverages. In some of our large European markets, a sizable portion of front-of-counter 
waste is diverted from landfill. For instance, in Austria, Germany and some other countries, the restaurant 
waste from the kitchen and lobby is separated and about 90% of this waste can be recycled.
Based on detailed analysis of a traditional free-standing restaurant with average volume in 2012.   
Average weekly on premises restaurant waste totaled 2,214 lb.
EXAMPLE of a U.S. Restaurant’s  
Weekly waste profile 
71

CONVERTING USED COOKING OIL TO BIOFUEL 
In 2013, about 90% of McDonald’s restaurants reported that they recycle used cooking oil for after-market 
uses, including biodiesel.   We encourage our distributors to work with us to improve their environmental 
performance by powering their fleets with alternative fuels like biodiesel. In a few countries, McDonald’s 
cooking oil recycling is a closed-loop system. That is, the used cooking oil from the restaurants is collected, 
recycled into biodiesel, and put back into our distributors’ trucks to fuel their deliveries to McDonald’s restaurants. 
Biodiesel innovations 
McDonald’s DEvelopmental Licensee in the United Arab Emirates 
operates a 100% closed-loop biodiesel system. More than 25,000 liters of used cooking 
oil are being collected from McDonald’s approximately 108 restaurants each month and 
converted into biodiesel. At the end of 2013, the McDonald’s UAE logistics providers’ 
trucks had traveled 2,710,000 kilometers on used cooking oil from McDonald’s outlets. 
Used cooking oil is stored at the restaurants in a specially designed container. 
When making a delivery to McDonald’s restaurants, the distribution trucks pick up the
container before going back to the distribution center, which has a co-located biodiesel
facility. Drivers drop off the used cooking oil and fill their trucks with biodiesel made from
the used cooking oil—all at the same location. Since the program began, more than 1.75
million liters of biodiesel have been generated from used cooking oil and used to power
the distribution fleet. Excess biodiesel can be sold, helping other companies reduce their
transportation impacts.
Many other McDonald’s markets have implemented innovative recycling programs: 
  • U.K.: In 2013, McDonald’s U.K. logistics providers replaced more than 3 million liters 
of diesel fuel with biofuel made from used cooking oil collected at approximately 1,200 
restaurants. The biodiesel covers an estimated 118,000 deliveries per year. 
  • AUSTRALIA: Logistic providers and some product suppliers use biodiesel from used 
cooking oil to fuel restaurant delivery trucks across Victoria.
  • EUROPE: Some markets in Europe have progressed further along in closing the circle 
on biodiesel systems, including Austria, Switzerland and the U.K. (see above). Across 
markets in Europe, the used cooking oil from more than 80% of the McDonald’s 
Europe restaurants is being converted into biodiesel.
  • BRAZIL: Nineteen restaurants in Brazil are participating in a closed-loop system  
that has recycled more than 187,000 liters of used cooking oil into 65,000 liters 
of biodiesel since 2009, for use in five trucks that deliver to the restaurants. Arcos 
Dorados and Martin Brower donated a portion of the savings to Ronald McDonald 
House Charities.
Refer to the Sourcing chapter for more about our distributors’ 
sustainable logistics activities beyond recycling used cooking oil  
into biodiesel.
McDonald’s UAE logistics providers use recycled cooking oil 
from McDonald’s restaurants to power their trucks.
72

Toward Zero Waste in Europe
McDonald’s Europe aims to send zero waste to landfill or incineration by 2020. Minimum recycling standards 
have been set for both the kitchen and front counter, including corrugated boxes, used cooking oil, organic 
food waste, polyethylene foils, PET bottles, and other items. Innovative approaches are emerging across 
European markets. McDonald’s Hungary has advanced restaurant recycling by tracking the transportation and 
handling costs separately from the commodity value of the recyclable waste, In 2013, the group of restaurants 
participating in the program reported approximately €60,000 ($82,800 U.S.) in total municipal waste 
cost savings and returns from recyclable wastes. European markets are increasingly engaging customers in 
anti-littering efforts beyond the restaurants. By sponsoring anti-littering events and community cleanups, public 
awareness about proper disposal of McDonald’s packaging and other waste is increased. McDonald’s Poland 
anti-littering program even earned recognition by the Polish Environmental Ministry as a benchmark for  
other companies.
Where We’re Going with Waste:  
Measurement and Guidelines
One of our primary challenges is measuring waste in all of the restaurants by weight—we do not have an 
effective system to do so today in most markets. Waste and recycling companies that service the restaurants 
mainly keep track of the number of pickups per week, and sometimes only the volume. The previously 
mentioned 2013 estimation of 36% in-restaurant recycling by weight comes from a combination of internally 
reported recycling rates in the top 9 markets for commonly recyclable waste streams such as used cooking oil 
and corrugated cardboard, and the percentages that those materials represent, by weight, in the total waste 
stream from restaurant waste audits. Therefore, through 2014 and 2015, we plan to develop a process for 
better measuring waste and waste diversion activities.
In the same time frame we intend to develop global waste management guidelines, seek to establish minimum 
standards, where possible, and share our best practices from around the world, in order to advance the progress 
already made in many local markets.
We will continue to collaborate with local communities, other food service organizations, suppliers and logistics 
providers to develop diversion solutions.
MORE EFFICIENT FRENCH FRIES 
While packaging is probably one of the most visible environmental aspects of our customers’ 
dining experience, there are many innovations behind the scenes to help avoid waste. For 
example, new McDonald’s restaurants and some existing sites now use low oil volume (LOV) 
fryers. Collaborating with our key equipment suppliers we were able to design a fryer that 
uses up to 40% less oil and about 4% less energy for heating than previous models. The 
LOV fryer improves cooking efficiency and simplifies filtering and cleaning. It also reduces 
packaging waste for markets using “jug-in-box” oil delivery and results in less oil to be 
disposed of for recycling or rendering. After the completion of successful tests, both electric 
and gas versions of this fryer are now in use and available for our restaurants worldwide. As 
of end of year 2013, over 22,300 LOV fryers had been purchased for restaurants, reducing 
waste oil across the globe. 
73

Water is a critical input to the agricultural systems that grow and support the food produced for McDonald’s 
restaurants. The use of water in our supply chain is significant and is discussed in our Sourcing chapter. In 
relation to our supply chain, water consumption in the restaurants is relatively less impactful and varies widely in 
sensitivity because water availability is a very localized issue.
We estimate that a traditional, freestanding U.S. McDonald’s restaurant (including its customers) consumes 
roughly 1,800 m3 of water per year or about 1,300 gallons per day. This estimate is based on total clean water 
input of approximately 4,100 m3, less total output of 2,255 m3 to the sewer system. By comparison, the U.S. 
Environmental Protection Agency estimates that an average American household uses more than 300 gallons 
of water per day. That’s roughly 4 times more water use per day than an average American family—however, a 
McDonald’s restaurant can serve thousands of customers.
When we study where water is used in our restaurants, we see that the main areas of water usage are landscape 
irrigation, washrooms and cleaning—providing focus for our water conservation efforts. 
Assessing Water Stress  
Across our Value Chain
Using the Global Water Tool  
for 25,000 Restaurants
In 2012, we used the Global Water Tool, developed by the World Business Council for Sustainable 
Development (WBCSD), to map water use and assess risks for over 25,000 of McDonald’s restaurant 
locations. The tool helped us estimate that about 25% of the restaurants analyzed are in areas where potential 
water scarcity is expected in 2025. As used here, potential water scarcity means “scarcity” as defined in 
WBCSD Global Water Tool. It does not include “stress” as defined in that tool. 
To address water efficiency in the restaurants, we are focusing in several areas. For example, in the U.S., our 
new restaurant construction and remodel standards include low flow urinals, high efficiency toilets and faucets. 
In addition, we encourage sustainable design practices through our U.S. Restaurant Design Site Planning Guide 
such as utilizing native and/or drought tolerant landscaping, and storm water management through the use 
of rain gardens, permeable pavement and rainwater collection and reuse where it makes sense. We have also 
incorporated best practices in our restaurant operations manuals and checklists.
Where we’re going with water:  
A key issue moving forward
Across the restaurants and our supply chain we remain focused on a local approach to water risk, reflecting 
that water scarcity is a localized issue. Further work is needed to evaluate the actual water scarcity risk on a 
watershed basis to confirm our initial analysis. Going forward we plan to improve our water risk mapping by 
employing the World Resource Institute’s Aqueduct™ water risk mapping tool to utilize the most recent water  
data sets.
We are also currently working to develop a holistic water stewardship strategy for our System. Our goal is to 
align our existing water stewardship and efficiency efforts across our restaurants and supply chain and to more 
effectively prioritize our areas of focus in 2014 and beyond.
Managing  
Water Stewardship  
in the Restaurants 
In addition, we are also working with our suppliers and NGOs to 
understand water scarcity implications across our agricultural supply 
chains and supplier processing facilities, as explained in the  
Sourcing chapter.
HOW WE USE WATER    
1.	 Irrigation
2.	Public & Staff Amenities
3.	Cleaning 
4.	Beverage Systems
74

Every Drop Counts on a  
Parched Continent 
In Australia, where water scarcity is a significant concern, water conservation 
is an important focus for McDonald’s restaurants. Current water management 
initiatives include:
  • Rainwater harvesting for irrigation and toilet flushing
  • Water-efficient fixtures with flows set to optimize use, including a  
water-efficient spray rinse gun, which has reduced the flow rates and  
water consumption 
  • Crew and manager training on water usage
  • Detailed landscaping guidelines 
rainwater harvesting tanks,  
australia
75

Best Practices at Our Worldwide Convention
McDonald’s 2012 Worldwide Convention, a four-day event that brought together about 16,000 Company 
employees, Franchisees, suppliers and their staff, incorporated several CSR & Sustainability best practices. In 
connection with the event the Company and its suppliers:
  • Sourced about 17% of the event’s food locally
  • Recognized equipment suppliers who offered restaurant equipment with environmental improvements such 
as HFC-free refrigerators
  • Composted an estimated 38,180 kilograms of food and other organic waste 
  • Donated more than 30,390 kilograms of leftover exhibit materials such as counter tops, cabinets, drapes 
and humidifiers, as well as 860 kilograms of soap and other hotel amenities
  • Promoted CSR & Sustainability actions to participants throughout the event 
  • Renovated a local Ronald McDonald House
supporting More Sustainable  
Olympic Games
In celebration of the London 2012 Olympic Games, McDonald’s was a key supporter of the London 
Organizing Committee of the Olympic Games and Paralympic Games vision to help deliver sustainable 
Games. Some of our environmental practices included: 
  • ON-SITE RESTAURANTS  
McDonald’s built four temporary restaurants for the London Games. After the Olympic and 
Paralympic Games ended, the restaurants were de-constructed. We recycled the furniture and 
equipment that could be re-used, and nearly all of the building materials, for restaurants in the U.K. 
  • PACKAGING AND WASTE 
The majority of the packaging was recyclable or compostable at the McDonald’s Olympic venue 
restaurants. We also adapted our packaging to include the Organizing Committee’s on-pack recycling 
labels to help customers recycle on the Park.
  • RECYCLED COOKING OIL 
We engaged our suppliers to repurpose cooking oil from our four Olympic venue restaurants and 
convert it to biodiesel to fuel the trucks that deliver supplies to restaurants.
  • LOCALLY SOURCED FOOD 
McDonald’s U.K. was a member of the Organizing Committee’s Food Advisory Group and helped 
shape the organizing committee’s food vision for the Games. McDonald’s exceeded the vast majority 
of the Organizing Committee’s benchmark standards thanks to our strong British-ingredient-led 
supply chain.
  • AWARENESS OF BRITISH FARMING  
McDonald’s U.K. wanted to showcase the British farms and farmers who supplied the ingredients 
that helped feed the athletes, coaches, officials, media and spectators. Our suppliers provided open 
doors to some of the British and Irish farms that supply the menu, allowing the public to understand 
the practices at the farm level.
Planet Champions:  
Energizing Employees for the Environment 
Nearly 1,300 employees of McDonald’s U.K., Ireland, Denmark and Sweden have 
volunteered to serve as the environmental voice in approximately 1,000 restaurants, 
helping with existing environmental initiatives and generating new ideas. Employees receive 
a day of training on environmental issues, as well as regular communications to learn 
about new opportunities and share ideas. Since the program began in 2010, restaurants 
have participated in activities related to energy efficiency, waste recycling and community 
clean-ups. The growing network of enthusiasts raises environmental awareness and engages 
colleagues in environmental improvements. To further promote best practices, a section of the 
McDonald’s U.K. website is dedicated to the environment, with opportunities to learn about 
McDonald’s environmental activities, and purchase environmentally conscious items at 
reduced prices.
 
SUstainability in action throughout the system
76

Engaging our People
With approximately 1.8 million people working for the Company and our Franchisees, it is important to 
have employee involvement in improving the restaurants’ energy, waste and water performance. A number of 
McDonald’s markets and regions have developed resources and tools to help drive continuous improvement.
Employees Help improve our Restaurants
  • ENERGY TIPS FOR EMPLOYEES 
McDonald’s Germany published a catalogue of energy-saving tips for restaurant employees that also 
includes estimated costs and benefits, as well as contacts for more information. McDonald’s Australia 
compiled top tips to help employees practice environmental stewardship both at work and home. 
McDonald’s Japan created a special website for crew members where they could find recommendations 
for power-saving tips.
  • SUPPORT FOR ENVIRONMENTAL MANAGERS 
The McDonald’s Europe Energy Management Guideline, launched in 2012, provides best practices to 
help environmental and energy managers assess status and develop roadmaps for further efficiency.
The Company’s “Green Team” 
The McDonald’s Green Team has engaged our corporate headquarters and regional office employees in the 
U.S. in workplace environmental initiatives since 2008. The Green Team’s vision is to foster a workplace 
environment where working sustainably is completely integrated into our McDonald’s culture, and to create 
an engaged workplace where employees and guests are aware of and individually support McDonald’s 
environmental sustainability efforts. The Green Team hosts events to educate and engage employees to 
use sustainable behaviors at the office and at home. For example, they regularly sponsor drives to enable 
  • SUPPORT FOR Franchisees 
McDonald’s Europe published a summary of the HFC-free equipment available for use in 
McDonald’s restaurants, including detailed specifications for freezers, drink machines, ice dispensers 
and other equipment. McDonald’s U.K. provided Franchisees with a booklet of energy-saving 
technologies and a return-on-investment calculator. As a way to share energy best practices across 
the McDonald’s System, McDonald’s USA recognizes Energy All-Stars—restaurant managers, 
Company employees, Franchisees and their employees whose focus on proper maintenance, 
education and energy conservation provide leading examples for others to follow. 
  • EmployeEs engage communities 
McDonald’s Australia proactively engages restaurant employees, staff and customers in efforts 
to minimize the impacts of litter around existing restaurants.  McDonald’s Australia is a founding 
partner of Clean Up Australia, the organization behind Clean Up Australia Day, celebrating over 
two decades of partnership. Clean Up Australia Day is now a community icon and one of Australia’s 
biggest annual volunteer events.
responsible disposal of hard-to-recycle items such as batteries and electronics, and host competitions between 
departments to motivate ‘green’ activity. The Company recently added composting to the recycling opportunities 
in our Home Office buildings—as of 2013, the landfill diversion rate was almost 80% by weight. We hope to 
improve on these achievements in 2014 and beyond. Some of McDonald’s offices and training centers are 
LEED® certified as well, including our corporate headquarters, McDonald’s USA headquarters, U.S. Hamburger 
University and McDonald’s University in Brazil. Along with our restaurants, these efforts help us refine our 
approach to sustainable building design and operations, providing valuable learnings that can boost efficiency in 
future offices and restaurants.
GOOD PLANET - Where We’re Going 
DOING MORE GOOD—World Wildlife Fund’s Living Planet Report* is a leading, science-based analysis on the health of our planet and the impact of human activity. Its 
key finding is that “humanity’s demands exceed our planet’s capacity to sustain us.”  This is not the future we want for our children and future generations. Our Company, the 
restaurant business in general, and the extended food and agricultural network have environmental impacts to mitigate. In addressing these mounting environmental pressures, 
we need to shift our collective thinking away from “doing less bad,” to “doing more good.” As this chapter details, for our restaurant operations we are focused on two key areas: 
energy and climate change, and waste and recycling.  The Sourcing chapter details our aspirations to source our food and packaging from verified sustainable sources, with 
environmental actions embedded within this work. Together with our Franchisees and suppliers, NGO experts, industry stakeholders, and others in the food service business, 
we are poised to do more good for our planet and generate benefits for our business as well.
*© WWF. 2012. Living Planet Report 2012. WWF International, Gland, Switzerland.
FOR GOOD.
77

Providing opportunities to grow and develop 
For some, McDonald’s represents a first job—a place to develop fundamental skills that can help employees achieve success in future 
life pursuits. For others, McDonald’s represents a pathway to a long-term career that provides rewarding opportunities to grow, 
contribute and advance over many years.
Each day, around the world, we are united by one common mission: delivering an exceptional customer experience. This is a 
commitment shared by our independent Franchisees, our suppliers and the Company. We know that having energized and engaged 
employees makes all of us better equipped to deliver this unique customer experience. When our employees feel energized, they are 
inspired to do their best. 
Don Crosby 
Senior Vice President 
 
Human Resources 
McDonald’s Corporation
Above, McDonald’s Hong Kong employees celebrate their 2013 
recognition as a Best Employer in annual research conducted  
by Aon Hewitt. 
People are the face of our brand, our greatest asset. 
Providing our global workforce with opportunities 
for growth and career development continues to be 
one of our top priorities because we understand how 
important it is to our long-term success.
“
“
Good PEOPLE 
  • CREATING OPPORTUNITY by providing lifelong skills and career opportunities for our  
global workforce. 
  • PROMOTING diversity and inclusion by fostering a work environment that values 
the unique contributions of all. 
FOR GOOD.
78

Our Approach is Guided  
by Our Core Values  
and Our Standards  
of Business Conduct
For more than 50 years, McDonald’s has been a Company guided by Core Values. One 
of the basic principles that guides our behavior, actions, and decisions every day is that we 
are committed to our people. We demonstrate that commitment in many ways, including 
through the Company’s Standards of Business Conduct (for more information see pg. 
109). These standards provide clarity, guidance and resources on a wide range of issues 
that stand for operating with fairness, honesty, and integrity. As it relates to our people, 
these standards include:
  • Conducting our activities in a manner that respects human rights as set out in the 
United Nations Universal Declaration of Human Rights
  • Treating employees with fairness, respect and dignity
  • Ensuring employees have the right to work in a place that is free from harassment, 
intimidation or abuse, sexual or otherwise, or acts or threats of physical violence
  • Embracing the diversity of employees, Franchisees, customers and suppliers
  • Providing equal treatment and equal employment opportunity
  • Providing a safe, productive and healthful working environment
  • Striving to work with suppliers that are committed to our universal principles  
of doing business in a responsible and ethical manner
2013 highlights
our journey continues
• 87% of restaurant managers feel the person they report to 
supports their professional development.*
• More than 3.1 million learning modules completed by restaurant 
management and mid-management in the U.S. alone. (in both 
Company-owned and Franchised restaurants.)
*Data reflects numbers from Company-owned restaurants in Canada, Germany, the U.K., and the U.S., as 
well as restaurants in Brazil and Japan.
79

89% 
of restaurant crew members were 
satisfied that they receive the 
training needed to do a good job*.
2013 employee
satisfaction
Employment practices around the world
Because of our franchise structure and the number of locations where McDonald’s operates, people policies 
differ. Labor standards also vary considerably across the countries where we operate, requiring different 
approaches to people issues and practices. We care about all McDonald’s employees—those who work for the 
Company and those who work for Franchisees. Not only do we comply with local laws everywhere we operate, 
but we often go above and beyond legal mandates to provide additional benefits and compensation, deliver 
training that develops both professional and life skills, and to help protect the health and safety of crew and 
managers in our restaurants. We expect our Franchisees to share our commitment to comply with law and 
exercise sound employment practices.
“
“
I have been with McDonald’s Singapore for over 20 years and McDonald’s is a second home 
to me. I love my work and interacting with my customers. When my customers are happy, I 
am happy. You may ask, “How do you do your job so well?” One of the key reasons is that 
McDonald’s places strong emphasis on training of employees at all levels to help us 
succeed in our jobs. I have benefitted tremendously both professionally and personally 
from the training I’ve received … it inspires me to give the best of myself every day.
Susan Low
Party Planner, McDonald’s Singapore, 
also a 3-time Gold Award winner 
of Singapore’s Store Activities 
Representative (STAR) Award.
Employee Value Proposition
Across McDonald’s, employees have been clear about what they want to get out 
of working at McDonald’s. Based upon research conducted with 10,000 crew and 
managers in 55 countries, we identified three critical elements known as our Employee 
Value Proposition.
  • Friends and Family 
Working in an enjoyable, energizing atmosphere where everyone feels part of the team
  • Flexibility 
Having a challenging, varied job with the flexibility to fit into employees’ lifestyles
  • Future 
Having the opportunity to grow and progress by learning personal and work skills that will 
last a lifetime
These elements are incorporated into people programs at regional and market levels in a 
variety of ways.
*Data reflects numbers from Company-owned restaurants in Canada, Germany, the U.K., 
and the U.S., as well as restaurants in Brazil and Japan.
80

More than 80% of McDonald’s restaurants are owned and operated by independent Franchisees. The Company expects its 
Franchisees to maintain high standards of integrity and to abide by all applicable laws and regulations, including laws regarding 
human rights, dignity and respect, workplace safety, and worker compensation and treatment. Ultimately, Franchisees define and 
implement people practices in their local restaurants. One of the greatest strengths of the McDonald’s business model is the 
entrepreneurial approach Franchisees take to meet the needs of their operating environments. Cynthia Booth lives this approach 
in the way she manages her seven restaurants in Greater Cincinnati, Ohio. She also is the Owner-Operator Co-Lead of the 
McDonald’s U.S. National People Team, a team whose mission is to share best practices about the employee’s experience in 
such areas as hiring, on-boarding, training and development.
MY JOURNEY IS ABOUT...
Creating Opportunities to Grow and Develop
“
“
People are the most important asset of our business.  As an  
Owner-Operator, I value the many contributions our employees 
make each day for McDonald’s and for our customers. At 
McDonald’s, Owner-Operators have the opportunity to make a 
difference in the work experience of our crew and managers by 
providing training and career opportunities that allow our 
crew and managers to grow personally and professionally.  
I am proud to be part of a Brand that is committed to creating 
and maintaining a “People First”  culture where employees feel 
valued and part of the team.
cynthia booth
Franchisee
Cincinnati, Ohio, USA
81

Building the Foundation for Success
McDonald’s is a first job for many. We have an important opportunity to help these new members of the workforce 
develop valuable life skills that will serve them throughout their careers and open up new opportunities. 
Together with our Franchisees, we create and constantly improve programs to help our employees reach their 
potential and contribute to our shared success. The majority of this training takes place at the restaurant 
level. Additional training for restaurant management takes place in country-level training centers and 
through Hamburger Universities. In some cases, the training McDonald’s provides extends beyond the skills 
employees need to do their jobs, and can help prepare them for life and success outside of McDonald’s. These 
development opportunities include second language instruction, organization skills, customer service acumen, 
literacy and math skills, and accelerated degree completion through accreditation and financial support.
Creating opportunity in the restaurant
Training and development is what McDonald’s is all about. It is essential that shifts are staffed by skilled, well-trained 
crew members. Training for crew members includes foundational topics to orient them to McDonald’s operations 
and expectations in customer service, communication and restaurant production/service stations. 
 
Training and Developing Our People 
Fredis Gutiérrez has been affiliated with a McDonald’s in the Dallas/Fort Worth 
airport for a decade. Since graduating from “English Under the Arches”, he has 
been promoted to store manager and won the McDonald’s Ray Kroc Award, an 
honor bestowed on the top 1% of McDonald’s restaurant managers in the country.
Fredis Gutiérrez
Store Manager, Ray Kroc Award winner
Dallas/Fort Worth, Texas, USA
“
“
Before I took the class, I didn’t feel confident talking 
with people or with my customers. There is a big difference 
before “English Under the Arches” and after. Now, I see more 
opportunities in my future and in this Company.
Potential career path
McDonald’s U.K. Example
Restaurant employees can advance along a career path that spans many 
levels and functions. While specific levels, positions, and job titles vary 
among McDonald’s markets, the general career path from entry-level 
crew positions to restaurant management is available around the world. 
Employees often enter at the crew member level. After completing 
required training and mastering certain skills, they can obtain the 
qualifications needed to advance to the next level and may eventually 
move into restaurant management positions and, ultimately to operations 
consulting and beyond. An example of how this comes to life in 
McDonald’s U.K. is at right.
1
CREW 
MEMBER
qualification:
Certificates in 
adult literacy  
and numeracy 
(level 1 + 2)
2
Apprentice
qualification:
intermediate  
apprenticeship in
hospitality and 
catering  
(level 2)
3
CUSTOMER  
CARE 
ASSISTANT
4
CREW  
TRAINER
5
shift  
manager
qualification:
diploma in shift 
management 
(LEvel 3)
award in 
supervising food 
safety in catering 
(level 3)
first aid at work
6
TRAINEE 
manager
7
assistant 
manager
first assistant 
manager &  
second assistant 
manager
8
Business 
manager
qualification:
foundation  
degree in  
managing  
business 
operations
9
operations  
& Franchisee 
consultants
management
consultancy
CREW
8282

Helping Mid-Managers  
to Be the Best They Can Be 
When it comes to creating a positive work environment, mid-managers are key. They drive individual restaurant 
success and influence our collective business performance. The Mid-Management Leadership Development 
Program is designed to enhance McDonald’s mid-manager leadership competencies, business acumen, 
operations expertise and performance. The blended learning program allows them to participate in virtual 
learning communities, complemented by on-the-job practice and coaching. The program runs for six months and 
ends with a classroom simulation at a Hamburger University. 
“
“
It’s fantastic to see—and support—the 
development in people. One employee 
who came through the Prince’s Trust, 
a program that serves struggling and 
unemployed young people, has already 
progressed to Shift Manager. Another 
member of my team has been accepted 
into the degree program for Business 
Managers. It’s a lovely thing to be able 
to offer a job to those who might have 
limited opportunities otherwise.
Anne Wainwright
Franchisee
Leeds and Wakefield, Yorkshire U.K.
Anne had a successful and long-running career in information technology, but had always wanted to  
operate her own business. Today, she runs three McDonald’s restaurants and employs about 220 people  
in a diverse, multi-generational environment. 
MY JOURNEY IS ABOUT...
Helping Employees Grow and Develop
Training  Tomorrow’s Managers
In the U.S., restaurant management and mid-managers in Company and Franchisee restaurants 
participated in more than 3.1 million learning modules throughout 2013. The Guest Service 
Department curriculum includes an estimated 48 hours of training over 16 weeks on more than a 
dozen topics, from operational efficiency and customer service to building sales. Online learning 
modules, coaching sessions, virtual collaborations, reading assignments and a classroom session 
keep the training experience fresh and engaging.
Training that  Delivers Results
We develop and provide quality training that meets McDonald’s high standards. In the U.S. there 
are over 80,000 full- and part-time trainers in Company-owned and Franchised restaurants, and  
training programs are available in English and Spanish. In 2013 post learning surveys, 93% of 
respondents taking the Restaurant Department Manager curriculum indicated the training will 
positively affect quality and guest service. The McDonald’s USA learning strategy has been recognized  
externally with honors such as the Elliott Masie Innovation Award, Top Young Trainers, and Chief 
Learning Officer Learning Collaboration 2012 Gold Award. In 2013 McDonald’s USA was ranked 
as the #2 Training Organization in the World by Chief Learning Officer Magazine.  
Tim Fenton started as crew in 1973 in Utica, N.Y. By ’79 he was “Manager  
of the Year.” Throughout his  40 years of McDonald’s operations and 
leadership experience in the U.S., Europe, and APMEA, McDonald’s Chief 
Operating Officer has continued to reach for opportunities to learn, grow 
and lead, And he has encouraged McDonald’s employees to do the same.
TIM FENTON 
Chief Operating Officer
 
McDonald’s Corporation
83

Building a  
Better learning 
Experience
Like nothing else, McDonald’s Hamburger University embodies 
our commitment to training that fosters talent, develops leaders 
and leverages life-long learning. And despite its name, Hamburger 
University is about a whole lot more than learning the best way to 
cook a burger. Since its 1961 founding by former chairman Fred 
Turner in a restaurant basement, Hamburger University has grown 
to seven campuses around the world, with training provided in 
28 languages. McDonald’s Franchisees, managers and employees 
are trained in restaurant procedures, quality, food safety, service, 
cleanliness and value. Students in some areas are even eligible to 
receive university credits for their Hamburger University courses, 
helping them earn advanced degrees while building their careers. 
Both our Hamburger University curricula and our regional and 
local training programs reflect real-world business experience and 
practical management competencies that can be used in a host of 
career paths. 
“
I got to do the Foundation Degree 
program, which took 12 months. I look 
at what I achieved and I think to myself: 
‘McDonald’s has really done me a  
favor here.’
“
Alex Sale
Business Manager 
Lancaster, England 
McDonald’s U.K. 
In The U.S., Hamburger University 
receives college accreditation from the American 
Council on Education so that students can earn 
college credit for their successful course work. 
Completion of the U.S. management curriculum 
provides the McDonald’s restaurant manager with 
an equivalent of 18 recommended credit hours 
that can be transferred to many colleges and 
universities and applied toward a two- or four-year 
degree. Completion of the mid-management 
curriculum offers up to 24 recommended credit 
hours. In 2012, 398 Hamburger University 
transcripts were sent to colleges on behalf of 
employees, the highest in more than a decade. 
We are proud to be one of only 8 Fortune 500 
companies to receive college accreditation for 
training.
WORLDWIDE, More than 334,000 
McDonald’s Franchisees, managers 
and employees have graduated from 
Hamburger University since opening.
IN France, McDonald’s helps restaurant 
staff obtain degrees. To promote continuing education 
among restaurant employees, McDonald’s France 
obtained Validation of Acquired Experience (VAE) for 
the professional experience and training of restaurant 
employees. McDonald’s France encourages employees to 
take part in VAEs to develop professional competencies, 
receive degrees through the VAE program and be better 
prepared for the wider job market.
In BRAZIL, as of the end of 
2013, more than 5,000 people have 
graduated from McDonald’s University.
84

In Germany, a 3-year apprenticeship 
program for restaurant managers leads to a 
qualification recognized by the Chamber of  
Industry and Commerce.
In the U.K., McDonald’s has 
partnered with Manchester Metropolitan 
University to offer business managers a 
Foundation Degree in Managing Business 
Operations. The university awards the 
degree, which is delivered and assessed 
by McDonald’s.
in Australia, McDonald’s offers free “traineeships,” which are structured, 
self-paced training programs for crew that lead to nationally recognized qualifications, 
credit toward university degrees and a foundation for a management career.
Also in Australia, the online platform “Metime” provides management and crew training 
resources, including orientation information, me-learning, the operations and training 
manual, and traineeship resources.
In ASia, Hamburger University courses are 
accredited by major universities in mainland China, 
Hong Kong, and Taiwan.
85

Making Training More Convenient
Technology-enabled learning can improve the way we deliver training to crew and managers and address the 
way they learn today, tomorrow and in the future. For example, McDonald’s Australia, U.K. and USA have 
implemented learning management systems. These systems track courses for each learner, deliver e-learning 
modules and podcasts, and help facilitators and learners collaborate online. This “just in time” learning can be 
more convenient, efficient, and effective for people throughout the restaurants. 
“
The development that I’ve 
received throughout my 
career—from my time in the 
restaurants in Brazil, to being 
an H.U. Professor, and all 
the way to my position as an 
executive in the Company—has 
proven to me that talent is 
the number one priority at 
McDonald’s.
“
Atila Noronha
Vice President 
McDonald’s USA, Ohio Region 
2011
20123
20134
Percent of crew members satisfied that they receive the training needed to do a good job
87%2
87%
89%
Percent of managers who feel the person they report to supports their professional development
86%3 
86%
87%
1All data on this chart reflects numbers from Company-owned stores in the top 9 markets, as well as stores in Brazil and Japan, unless otherwise designated.
2Excludes China and France.
3Excludes China and Germany.
4Excludes Australia, China and France.
How McDonald’s Restaurant Crew and Managers  
Feel About Their Training and Development Opportunities1
86

ensure the COMPANY 
has the leadership 
talent and capabilities  
to drive enduring 
business success.
Today’s  
Leaders:  
We develop high-performing, 
committed business leaders in 
all key positions
Tomorrow’s  
Leaders: 
We create a deep pipeline 
of diverse and talented 
future leaders
Leadership Culture:  
We maintain an organizational culture that supports 
talent and leadership development consistent with 
our Values at all levels
McDonald’s former Vice Chairman and CEO, Jim Skinner, knows a lot about the importance of training and 
leadership development. After starting his career in a McDonald’s restaurant in 1971, Jim was promoted to 
higher and higher levels of responsibility across a range of operational areas, and assumed the role of Vice 
Chairman and CEO of McDonald’s in 2004. Along the way, Jim recognized the importance of a strong 
commitment to people and made people development a key priority during his tenure. Upon Jim’s retirement 
in 2012, the Leadership Institute was renamed in his honor.
Jim Skinner
Former Vice Chairman and CEO
McDonald’s Corporation
Strong Leaders  
for a Strong Future
Globally, three leadership 
priorities help make sure we 
foster the talent that will take 
McDonald’s into the future:
kudos
The Company was ranked the
#8 best 
Company for 
leadership 
 by the Hay Group in 2013.
Jim Skinner Institute of Leadership
Named for McDonald’s former CEO, Jim Skinner, the Institute of Leadership is a global 
learning community that helps emerging and existing Company leaders become better 
prepared to address business challenges, today and in the future. Its primary goal is to 
ensure McDonald’s has the leadership talent and capabilities to drive employee engagement 
and enduring business success.bThe Institute offers diverse resources, structured learning 
opportunities with other McDonald’s leaders, and experiences that reflect real business 
situations to promote critical thinking, analysis, decision-making, and people leadership. 
Accelerated development programs for high-potential mid-management and officers are 
offered across all areas of the world. For example, in 2013, 1,614 people participated in 
courses and programs offered by the Institute. 
87

Diversity and Inclusion is everybody’s business
At McDonald’s our goal is to foster an environment within our global System where everyone sees differences as strengths and feels valued and respected, on both sides of the counter. We embrace all the dimensions 
of diversity and leverage the differences that make us strong as we strive to meet the needs of our Franchisees, suppliers, employees and customers every day.
Q:  
Gerry Fernandez, Sr.
President and Founder
Multicultural Foodservice  
& Hospitality Alliance
What more could McDonald’s do to improve the  
diversity of leadership?
Stakeholder Perspective
“
Focusing on diversity, culture, and inclusion improves the organization’s “cultural intelligence.” Paying close 
attention to the various groups that McDonald’s engages with positions the Company to deliver better business 
results through increased engagement and innovation. McDonald’s should continue to focus on its objectives, 
and making continued investments.
“
McDonald’s 
tied for 5th out of 100
large companies for diversity in the 2013 Calvert Investments 
ranking. The score was based on 10 criteria, including policies, 
internal and external diversity initiatives, family-friendly benefits, 
board diversity, director selection criteria, disclosures and other 
commitments and practices.
Our Diversity and Inclusion Mission
 
  • Champion a global cultural intelligence mindset that motivates  
leaders to hold themselves and their teams accountable to value and respect everyone  
on both sides of the counter.
  • Galvanize diverse external partner organizations 
to advance mutual goals and inspire them to become brand ambassadors and advocates.
  • Spearhead global collaboration to leverage differences as strengths  
and have the courage to be in the presence of discomfort that results from an  
inclusive environment.
 
Fostering Diversity and Inclusion 
kudos
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Four Proven Strategies 
Our inclusion and intercultural management mission is evident everywhere we operate, while the strategies 
that bring it to life are as diverse as the local values of our local communities. the Company’s Inclusion and 
Intercultural Management department supports the Company’s business strategy, focusing on four diversity and 
inclusion (D&I) pillars.  
  • Diversity and Inclusion Education: The Intercultural Learning Lab is a series of 
workshops designed to build skills and behaviors to contribute to McDonald’s global business growth.  
The engaging and spirited workshops help us move from awareness to action. 
  • Inclusion: This function provides coaching for management and leadership, aligns the employee 
business networks and resource groups with McDonald’s larger business goals, and helps to expand 
McDonald’s online mentoring program.
The following are U.S. Business Networks and Resource Groups:
Employee Business Networks  
Asia/Pacific Middle East Network
Hispanic Employee Network
McDonald’s African-American Council
McDonald’s Gay, Lesbian and Allies Network
Women’s Leadership Network
Resource Groups
Veteran Resource Group
Working Mothers’ Council
Young Professionals Network
  • Strategic Diversity and Inclusion: The function plans and executes on its vision, mission 
and values.
  • External Partnerships: The function builds and maintains relationships to support the efforts of 
diverse organizations that serve communities where McDonald’s operates. 
Creating Change Agents 
Intercultural Learning Lab
The Intercultural Learning Lab provides a spirited and action-oriented day of classroom 
learning that develops “change agent” behaviors and skills to foster a respectful intercultural 
environment in the U.S. Through customized workshops, the Intercultural Learning Lab  
helps participants:
  • View differences as strengths and practice non-judgmental listening
  • Identify the impacts of disparaging treatment due to “ageism”, “classism” and  
other “ISMs”
  • Understand how each generation defines success
  • Explore less obvious forms of discrimination and how to address them
Pat Harris
Global Chief Diversity Officer
McDonald’s Corporation“
Our inclusion and intercultural management  
mission is evident everywhere we operate, while  
the strategies that bring it to life are as diverse  
as the local values of our local communities.
“
2012 Intercultural Learning Lab for a McDonald’s U.s. 
REgional Human Resources department  
89

Women’s Leadership Strengthens  
Our Company and Our Brand
McDonald’s Global Women’s Initiative supports the recruitment, development, retention and advancement 
of women at all levels of the Company, while creating a culture where women can thrive in their careers. 
Recognized with the prestigious Catalyst Award in 2011, the Global Women’s Initiative has helped McDonald’s 
develop and advance women around the world. Five Women’s Leadership Networks are active across  
the Company.
“
The Women’s Leadership Network has shaped 
our gender diversity work across our region 
to demonstrate the spirit of ‘lifting self, lifting 
others, and lifting the brand.’ When you invest in 
training and development, you’re lifting yourself. 
When you donate your time, talent and wisdom to 
serve as a mentor, you’re lifting others. And when 
you become a visible leader operating at your 
full potential, you’re lifting the brand.
Emily Pang
Co-Chair, Asia-Pacific, Middle East and Africa 
Women’s Leadership Network 
Vice President, Training, Learning & 
Development, McDonald’s China
Dean of Hamburger University China
“
During 2013 McDonald’s committed to a new global 
Women’s Leadership Network project to build an even 
stronger female leadership pipeline by supporting 
the career progression of Company-owned restaurant 
managers. Already, we have assembled a working group 
of women from each McDonald’s area of the world to 
assess the opportunity and identify ways to best support 
women’s career growth. 
WOMEN’S LEADERSHIP
28% 
of  positions V.P. and 
Above at McDonald’s 
Corporation are  
held by women*
*
*As of 3/31/14
More than 70% of U.S. Spending 
with Minority and Women-Owned Suppliers
In 2013, the McDonald’s U.S. system purchased approximately $8.8 billion in goods and services from 
minority and women-owned suppliers. Collectively, this represents 75% of our total U.S. expenditures for food, 
packaging, equipment, uniforms and premiums. We will continue promoting greater supplier diversity among 
secondary suppliers so that the benefits of diverse ideas, approaches and resources can reach further into our 
supply chain.
Supplier Diversity DRIVES Innovation
Just as diversity and inclusion enhance our own operations, so too, diversity strengthens our supply chain.  
By leveraging the unique talents and assets of diverse suppliers we can advance growth and customer 
satisfaction. For us, supplier diversity is the right thing for our business. In addition to driving innovation in  
our products, processes and approaches, supplier diversity is one way we support economic growth  
among historically under-represented entrepreneurs. 
90

Global Women’s Leadership Network
The Company’s Global Women’s Leadership Network (WLN) works to recognize and raise awareness of the 
significant contributions that women are making to McDonald’s worldwide, and facilitate a culture where women 
have the most opportunity to succeed and grow. From celebrating International Women’s Day with workshops to  
supporting the career progression of female restaurant managers, WLN and our five regional women’s networks 
foster the culture and infrastructure to address women’s career development and advancement around the world.
2012-2013 highlights
APMEA
• Rolled out a Winning with Inclusion and Diversity webinar for women throughout the region
• Held events for female employees through 11 local Women’s Leadership Network chapters
• Began interviews with McDonald’s managing directors throughout the region to better understand the 
unique needs and opportunities related to women’s leadership 
• McDonald’s Hong Kong earned the Best Employer for Women Award from AON Hewitt. They also earned 
recognition from AON Hewitt for Best Employer in Hong Kong and Asia Pacific. McDonald’s Malaysia was 
named Best Employer in Malaysia, in part for high employee engagement
EUROPE
• Expanded the European Women’s Leadership Network (EWLN) Vision and Mission by creating our 
strategic imperative, “Breaking Down Barriers.” This imperative encourages both men and women to 
participate in actively dismantling barriers to female progression in Europe. Gender diversity was identified 
as a top priority in Europe for 2014
• Expanded the scope and awareness of Gender Diversity as a key business driver through increasing the 
number of local chapters by 80%
• Conceptualized, designed, and facilitated first ever Local Chapter Workshop, which enabled best practice 
sharing in women’s leadership chapters between established and emerging chapters 
• Drove creation of quarterly pan-European gender reporting by global level by market
• Established strategic agenda for biennial EWLN Conference
GOOD PEOPLE - Where We’re Going 
Our continued success depends on a talented, engaged, and diverse workforce. From energized crew members and managers to committed 
leaders, the people who make up McDonald’s around the world are at the center of our shared journey, now and in the future. As we go forward, 
we will continue seeking new ways to create rewarding opportunities in a work environment that trains and develops employees for success, 
values their contributions, and fosters diversity and inclusion so that all employees have the chance to achieve their full potential.
core value
CANADA
• Held career development road shows in the three major Canadian markets to explore what makes a great 
leader, with special focus on women’s leadership 
• Expanded Canada’s WLN to include two additional career levels and held an orientation meeting and 
webcast to welcome new members to the network
• Provided the inaugural women’s leadership award at the restaurant operators’ and managers’ event
LATIN
AMERICA
• With McDonald’s Hamburger University in Brazil, developed course content to raise awareness about the 
benefits of inclusive environments 
• Launched a new mentoring program with a focus on gender diversity
• Led Women’s Workshops in Brazil, Argentina, Mexico, Colombia, Venezuela and Puerto Rico
• Developed a diversity scorecard to track progress
 
• Delivered a Women’s Career Development train-the-trainer workshop and held a customized career 
development session for women in information technology
• Sponsored learning events that addressed women’s leadership in the Company and began mapping next 
steps for women’s talent development
• Continued McDonald’s leadership role in Women’s Foodservice Forum, participating in the annual 
conference, sponsoring attendees and holding a reception to support networking
• Provided resources and tools for WLN U.S. chapter leads on building talent and other topics
USA
91

Our Core Value Drives Us to Give Back to Our Communities
Giving back to the community is a core McDonald’s value and a foundation of McDonald’s culture. As a global company, we collaborate 
with our employees, Franchisees, suppliers, and charitable organizations to create and support programs that help address the local needs 
and societal issues of concern to stakeholders in the communities where we operate.
While we all share a commitment to giving back, how that passion comes to life varies from country to country and community to community. 
McDonald’s is a collection of independently franchised and Company-owned restaurants. True to the entrepreneurial McDonald’s spirit, 
employees and Franchisees take the initiative to identify a wide range of programs that make a difference in their local communities.
Elevating the impact of our giving
In 2012, the Company  began developing a global strategy that will focus and align our numerous community programs to elevate the impact of our giving, volunteering, and other outreach efforts, such as disaster 
relief. In 2013, we established a Global Community Leadership Board to foster worldwide collaboration and partnership and develop a more comprehensive approach to community involvement around the world.  
We have dedicated additional resources to help us understand the breadth of our local and global initiatives and how we can work with internal and external partners to be even more impactful..
“
“
For over 50 years, the McDonald’s System has been committed to giving back to the communities in which 
we operate and live. We do this through our support of RMHC, our “Charity of Choice,” and other local 
organizations that make a measurable impact on the well-being of children and their families. This core 
value has been a key ingredient of our success and will continue to be an integral part of our Company.
Good COMMUNITIES
  • IMPROVING THE LIVES OF CHILDREN AND THEIR FAMILIES through support of 
Ronald McDonald House Charities and other organizations.
  • STRENGTHENing COMMUNITIES by addressing needs such as education and  
physical activity.
Ronald McDonald  
House Charities
RMHC is an independent charity that receives 
support from multiple organizations, including 
all three legs of the McDonald’s System,  our 
customers and the public at large. RMHC 
is recognized as a public charity under U.S. 
Internal Revenue Code section 509(a) with 
501(c)(3) status. The mission of RMHC is to 
create, find, and support programs that directly 
improve the health and well-being of children. 
FOR GOOD.
J.C. Gonzalez-Mendez
Senior Vice President
Global CSR, Sustainability & Philanthropy, McDonald’s Corporation
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MY JOURNEY IS ABOUT...
Being a Good Corporate Citizen, 
Starting with MY Restaurants 
MIKE BOLTON
McDonald’s Franchisee and 
RMHC National Board Member 
Australia
2012 - 2013 highlights
• McDonald’s support has Helped RMHC to impact the lives of  
7 million children and their families Each Year. 
• Raised more than $26 million for RMHC in our restaurants, 
in the U.S. Alone.
“
“
As a McDonald’s owner/operator, giving back to the community is at the 
foundation of being a good corporate citizen. One way in which I do this is through 
MY commitment to Ronald McDonald House Charities, or RMHC. As a board member 
of RMHC Australia, a volunteer role, I help assess the feasibility and impact of 
projects, like the RMHC Australia Learning Program, and oversee the performance 
of local Chapters and national fund-raisers.”
“What I love most, personally, is how our crew and managers support many 
activities that benefit RMHC. The annual week-long Charity Bike Ride—which travels 
over 650 kilometers and visits many towns—is a highlight  Each year. this initiative 
raises approximately $140,000 (AUStralian dollars). We gain a sense of teamwork 
and pride in helping families that are dealing with a tough situation. As a parent, 
my heart goes out to these families, which is why I do my best to support the 
mission of RMHC.
our journey continues
Chloe Tang liao 
Recent guest of  Ronald McDonald House  charities of 
chicagoland and northwest Indiana
Around the world, the way we support communities is very local. Franchisees like Mike 
Bolton play a key role by lending their time and support to organizations that benefit people 
in the communities where we operate. Mike has been a proud member of the McDonald’s 
family for 30 years. After working as a manager and regional manager for McDonald’s for 
more than two decades, he became a Franchisee in 2005. Since then, he and his wife Jan 
have earned a number of awards for their six restaurants, including the National People 
Excellence Award, National Golden Spatula Award, the Regional Outstanding Restaurant 
Award, and the Golden Arch Award. Mike has been a committed RMHC supporter for many 
years and a member of the RMHC National Board in Australia and several Chapter boards.
93

Doing our part to help children grow up happy and well has been part of McDonald’s culture since our beginnings.  
We work to make a positive difference in the lives of children and their families by supporting organizations that foster 
children’s well-being, as well as through our employee volunteer programs, charitable contributions, and community 
development in emerging economies. For 40 years, RMHC has been McDonald’s “Charity of Choice,” providing  
continued support that has enabled RMHC to provide stability and resources to millions of families and children.
improving the lives of children and theIr 
families through our support of RMHC
McDonald’s Charity OF CHOICE Helps  
20,000 Families Each Day 
Globally, over 290 RMHC Chapters support three core family-centered programs:
  • Ronald McDonald Houses provide a “home away from home” for families with seriously ill  
children receiving treatment at nearby hospitals. More than 8,000 families. stay in Ronald McDonald 
Houses each night.
  • Ronald McDonald Family Rooms offers families a place to relax and refresh in the hospital 
setting. The Family Rooms provide comfort to more than 4,000 families each day.
  • Ronald McDonald Care Mobiles are state-of-the-art mobile clinics that deliver pediatric health 
care services to 154,000 children in vulnerable rural and urban communities every year.
Through these programs and other initiatives, RMHC provides a bridge to quality care and gives children and 
families the time they need together to heal faster and cope better. Every day, more than 20,000 families 
benefit from RMHC programs around the world. Annually, RMHC impacts the lives of 7 million children and 
their families.
by the Numbers  
(as of December 31, 2013)
336  
Houses 
in 35 countries  
and regions
Ronald McDonald 
House Charities
50  
Ronald McDonald 
Care Mobiles™ 
in 9 countries  
and regions
192  
Family Rooms 
in 23 countries  
and regions
94

How the McDonald’s System Helps  
RMHC Keep Families Together
The Company’s employees, Franchisees, suppliers, and customers are involved at every level of RMHC—
globally, nationally, and locally. For instance, members of the System serve as volunteers on the boards and 
committees of local RMHC Chapters, working alongside community members. RMHC also benefits from in-
restaurant fundraising, awareness-raising about its mission, volunteering by Company employees, and assistance 
with administrative costs for its global office. The Company is the largest corporate donor for the charity, with 
additional income coming from the generosity of other corporations, individuals, and customers, such as:
  • RMHC Donation Boxes placed on the counter and the drive-thru at participating McDonald’s 
restaurants. This is the largest source of fundraising for the charity. In 2013, more than $26 million was 
raised through RMHC Donation Boxes in the U.S. alone.  
  • McHappy Day/give a hand, an annual fundraiser supported by McDonald’s restaurants around the 
world through a variety of fun activities. 
  • Portions of the proceeds from Happy Meals or other items in participating markets also 
support RMHC and its local Chapters throughout the year.
  • Other fund-raisers, such as open houses, garage sales, fun runs, bowling events and golf 
tournaments sponsored by restaurant owners and other organizations provide donations throughout the year. 
And, while every RMHC initiative reflects a shared mission and values, strategic direction in each country is 
based on cultural relevance, community engagement, and need. For example, in the Philippines, the Bright 
Minds Read Program teaches children how to read. In Australia, the Ronald McDonald Learning Program helps 
seriously ill children catch up on the education they missed due to illness, improving academic performance, 
self-esteem, and confidence when returning to school.
How the Charity has Grown during 2013 
During 2013, with support from the McDonald’s System and other donors, RMHC added: 
  • 15 ronald McDonald Houses, offering 12,500 more families a year a place to find comfort and 
support to be close by their hospitalized child.
  • 21 ronald McDonald Family Rooms, providing a respite for 5,250 more families who spend 
countless hours in hospitals, helping their children cope better and heal faster. 
  • 2 ronald McDonald Care Mobiles, offering more medical care, dental services, and  
health education to 6,160 more children.
RMHC Donation Box
95

“
I like the fact that McHappy Day allows the 
restaurants to give directly to a local 
cause that helps children. When we rally 
to help and support this initiative, we 
know that the dollars we are spending 
are directly impacting our communities 
and this is something I strongly believe in.
“
Jaime Damak
Parent and McDonald’s Customer
Canada 
McHappy Day
A 36-Year Tradition that Can  
Change Children’s Lives
No event better illustrates McDonald’s commitment more than helping children through McHappy Day.  
Since 1977, when the first McHappy Day took place in Canada, this initiative has expanded worldwide, uniting 
McDonald’s restaurants around the globe to raise funds for RMHC and other local charities. Depending on the 
location, restaurants donate some or all of the proceeds from Happy Meals, Big Mac sandwiches, fries, or other 
popular items, along with individual customer contributions (e.g., “Give A Hand” cutouts), which add up to 
huge benefits in the lives of children and their families.
McHappy Day has inspired creativity at McDonald’s restaurants around the world. The System and its 
employees often participate, along with local dignitaries and community members.
A.
96

In Canada,  
sports and media 
personalities, politicians,  
and local celebrities join staff 
to  greet customers and work 
behind the counter. 
McDonald’s In  
HONG Kong, 
hosts an annual “Kidathon,” 
to raise funds to support RMHC.
In Guatemala, 
McDía Feliz features 
celebrities, journalists, sports 
personalities, and members of 
the national media volunteering 
at McDonald’s restaurants.

In Australia,  
restaurants sell items like   
Helping Hand cutouts, donating 
100% of the profits to RMHC.
celebrating McHappy Day
In russia, 
McDonald’s helped the dreams of 
children with special needs come true 
by helping RMHC build a children’s 
playground in Sochi.
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In collaboration with local cultural, civic and non-profit organizations, McDonald’s empowers 
local communities to grow strong. 
More Than 100,000 Kids and Parents 
Participate in Nutrition Programs
Through the Food Education Time and Tasty! Smile Project initiatives, McDonald’s Japan used educational 
tools to engage school-aged children and their parents in identifying good food choices for balanced diets and 
encourage active lifestyles. Using digital educational tools, such as a Nintendo DO Food education game trial, 
booklets, and seasonal events, McDonald’s Japan aimed to help growing kids see the fun in, and understand 
the importance of, maintaining balanced lifestyles.
McDonald’s Makes Reading Fun  
with Happy Meal Books
McDonald’s is inviting families to celebrate the joy of reading through fun Happy Meal books. This global 
program follows in the tradition of McDonald’s first book giveaway, which took place in Sweden in 2001. In 
2012, McDonald’s Europe distributed over 30 million printed books to parents and children in 37 languages 
and in the summer of 2013 launched Europe’s biggest ever giveaway of digital, interactive books. 
As part of the global program, McDonald’s USA provided more than 17 million books to families across the 
U.S. through the Happy Meal during November 2013. Families enjoyed four original books that brought 
nutrition, imagination, and play to life in a fun way. McDonald’s USA will give families access to a new 
interactive digital book each month through the end of 2014. 
McDonald’s Australia Orchestrates 
Scholarships and Grants to Advance  
performing Arts Studies
For the past 25 years, McDonald’s Australia has 
sponsored the McDonald’s Sydney Eisteddfod, the 
country’s largest performing arts competition with an 
80-year history and 30,000 participants. McDonald’s 
Australia also funds two major scholarships for ballet and 
opera studies. In 2013, McDonald’s Australia awarded  
25 grants to celebrate its partnership with the 
McDonald’s Sydney Eisteddfod. 
For 25 years McDonald’s has been a proud sponsor of the Sydney Eisteddfod 
and in this their 80th year will continue to support performing arts in the community 
and help young people realise their dreams and goals. 
 
Promoting Education and Physical Activity
98

McDonald’s EUROPE 
Happy Meal Books
99

GETTING KIDS ACTIVE
Bringing the Spirit of 
the Olympic Games to 
Children Everywhere  
McDonald’s has been a proud sponsor of the Olympic Movement for 37 years.  We believe in the spirit of the 
Games and their unique ability to engage and inspire the world. The Olympic Games reinforce excellence, 
unity, achievement, and well-being—goals we strive for in our restaurants. As the Official Restaurant of the 
Olympic Games since 1996, we are proud to feed the world’s best athletes, along with coaches, officials, media, 
and spectators. We have committed to Olympic sponsorship through the 2020 Games.  
Creating  Champions of Play
McDonald’s is dedicated to making a positive difference in the lives of children around the world. The 
Champions of Play program is an effort to emphasize the importance of play and being active, and create a 
unique experience for kids and families. In 2012, nearly 200 children from 33 countries  traveled to London, 
where they attended Olympic sporting events, met athletes and visited the Athletes’ Village, participated in 
chef demonstrations with McDonald’s Executive Chef, and experienced the sights and sounds of London. 
These “Champions of Play” children from around the world got a behind-the-scenes look at select venues, and 
learned firsthand the value of physical activity and sport.  In addition, an exclusive play room offered games and 
physical activities. McDonald’s markets developed their own local programs:  
OF PLAY
CHAMPIONS
in the U.k., McDonald’s 
featured the Great McDonald’s 
Mascotathon in which children 
used Happy Meal toys to get 
active and “power the 
Mascots” to the Opening 
Ceremonies by logging their 
hops, skips, and jumps online.   
In Australia, McDonald’s 
sponsored an essay contest that 
encouraged kids to address what they 
love most about their sports club.
WORLDWIDE, “Champions of Play” Playbooks 
encouraged physical activity and provided tips on being 
active. A special website featured Olympians in a series 
of imaginative challenges led by five-time U.S. Olympic 
Swimmer and 12-time medalist Dara Torres as the Global 
Ambassador of the program. Kids participated in these 
challenges by doing real-life activities of their own and 
logging those activities online. 
100

Making Children’s Dreams Come True  
at FIFA World Cup™
McDonald’s has supported soccer or “football,” at the global and grassroots levels for more than 25 years. 
As a Worldwide Sponsor of the FIFA* World Cup™ since 1994, McDonald’s has been bringing the world’s 
passion for football to life through in-restaurant activities and promotions during the tournament. The unique 
McDonald’s Player Escort Program is part of our ongoing commitment to children’s well-being, encouraging 
them to participate in sports while providing an 
experience they will never forget. The initiative 
gives children ages 6 to 10 from around  
the world the once-in-a-lifetime opportunity 
to walk onto the field hand-in-hand with the 
world’s best football players and experience 
the excitement of the FIFA World Cup™ 
firsthand.  
*Fédération Internationale de Football Association 
2 Million Hours of Football for Youth 
For more than 15 years, McDonald’s U.K. has encouraged young people to get active through football 
and in 2002 became the Official Community Partner of the four U.K. Football Associations (FAs). 
McDonald’s U.K. supports training and recognition for the individuals who donate their time coaching 
young people. Over the years, McDonald’s, in association with the four Home Nation FAs, has helped 
drive the training and recruitment of more than 25,000 new community football coaches, and offer 
more than 2 million hours of quality football to young people. 
101

Children in France Get Active on  
McDo Kids Sport Tour in 2013
Over five months in more than 100 towns and cities throughout France, McDonald’s and the French National 
Olympic and Sports Committee organized the McDo Kids Sport for children ages 5 to 12. The tour featured 
educational workshops around four Olympic sports and a workshop at a multi-sport center hosted by a local 
sports club. As one of the largest, free, multi-sport tours in France, McDo Kids Sport provides children with  
the chance to enjoy the simple pleasure of physical activity and develop a desire to get moving—all in a  
non-competitive environment. 
Little Athletics Competition in  
Australia Encourages Physical Activity
For over 30 years, McDonald’s Australia has supported the Little Athletics, a community track and field 
competition and training program for children of all ages in Queensland. In the 2012/2013 season, more 
than 100,000 children participated in Little Athletics, a 20% increase from the previous year. McDonald’s 
Franchisees support the events through sponsorships and equipment donations.
Public School Sports Festival in  
Puerto Rico Helps Young Athletes
In 2013, McDonald’s teamed with the Government of Puerto Rico Sports and Recreation Department to begin 
supporting a popular intramural sports festival. The annual event promotes athletics, sports education and 
development, and active lifestyles. Among other resources, McDonald’s will provide uniforms for participating 
youth athletes. 
Playgrounds for Children  
Who Need them Most
During 2012 and 2013, the McDonald’s Foundation partnered with the non-profit organization KaBOOM! 
to build 12 playgrounds in the U.S., focusing on neighborhoods that don’t have many places for kids to play 
outdoors. While donations are vital to programs like this one, McDonald’s recognizes that lasting change occurs 
when community members share a common commitment to a strong and vibrant community. KaBOOM! uses 
a community-build model that empowers communities to improve their neighborhood and inspires community 
volunteers to stay involved. Building safe places to play is directly connected to our long-standing commitment 
to help children be active.
102

“
“
As a community-centered non-profit dedicated to bringing 
people together for youth development, healthy living and 
social responsibility, collaborating on a new playground with 
the McDonald’s Foundation and KaBOOM! was a natural fit for 
us. The playground not only gives children a wonderful place 
to play and get active, but also helped our larger community 
come together for the common good.
Richard Malone
President and CEO
YMCA of Metropolitan Chicago
The first “Play Day” sponsored by the McDonald’s Foundation and KaBOOM! partnership 
took place at a newly built playground in Chicago’s South Side. KaBOOM! is dedicated 
to giving kids the childhood they deserve by bringing play to those who need it most.  
103
103

30,000 new jobs for young Latin Americans
Youth unemployment is a serious challenge in Latin America. As the largest McDonald’s Franchisee in the 
world, Arcos Dorados gives thousands of Latin Americans their first job every year.
Arcos Dorados wanted to go further. At the 2012 Summit of the Americas Arcos Dorados joined the New 
Employment and Opportunities (NEO) program led by the InterAmerican Development Bank. In all, NEO 
aims to add a million youth jobs in Latin America within 10 years.
As an NEO founding partner, Arcos Dorados committed to creating 30,000 new jobs. Arcos Dorados is 
proud to make a difference in 20 countries in Latin America and the Caribbean, one job at a time.
BUILDING THRIVING 
COMMUNITIES 
In addition to being focused on community outreach, the Company positively affects local 
communities through the Company’s business operations. Along with Franchisees and 
suppliers, the Company generates significant economic impacts, such as by creating jobs and 
making capital investments that can contribute to stronger communities around the world.
“
One of the ways we are making a difference is with our Youth with a Future or ‘Jóvenes 
con Futuro’ program. We offer 18 to 24 year olds a chance to combine on-the-job training 
with skills certification. Before we hire them, they have no jobs and haven’t finished 
school. Once we hire them, they work at McDonald’s four times a week, with salary and 
medical coverage. They also take training 6 hours a week at technical school. Since 
we began the program in Argentina in 2011, 91 young men and women have taken part. At 
the end of the 10 month program, they graduated as maintenance technicians, with a 
certificate recognized by the Ministry of Labor. That’s why we want to grow Jóvenes con 
Futuro: to give more young Latin Americans a chance to have a whole new future.
“
WOODs STATON
CEO
Arcos Dorados
Employ approximately
400,000 
PEOPLE  
in Europe
An estimated 
€9.5B   
($13.1 billion U.S.)
to EU GDP
€7.6B ($10.5 billion U.S.) 
Estimated total impact on regional/local 
economies of salaries and wages paid by 
McDonald’s Europe and Franchisees
Created around
60,000  
NEW jobs 
between 2007 and 2010
  
7,
00
0+
 r
es
t
au
r
a
n
t
s
McDonald’s Economic 
Footprint in Europe
In 2011, London Economics undertook a detailed analysis to objectively quantify McDonald’s Europe’s 
contribution to the European economy. An updated analysis is currently being conducted, but was not 
completed in time for the release of this report. Below is a summary of key highlights from the 2011 
Report, which provides a preview of the extent of the Company’s extensive contributions.
104

community impactS 2011-2013
105
capital 
expenditures
          2011                   2012                   2013   
mcdonald’s corporation and  
its consolidated subsidiaries
$2.7b
$3.0b
$2.8b
INCOME 
TAXES PAID
          2011                  2012                   2013   
$2.1B 
$2.4B
$2.5B
mcdonald’s corporation and  
its consolidated subsidiaries
105
Philanthropic Activities- 
CASH and In-Kind Contributions 
mcdonald’s corporation and  
its consolidated subsidiaries
          2011                   2012                   2013   
$21.5M 
$23.6M 
$21.7M

empowering Mcdonald’s employees  
to engage in the community
McDonald’s employees have long been volunteering in local communities. In 2010, we established our Home 
Office Volunteer Program to bring more structure to these efforts. As part of the program, employees may take 
at least one day off a year to volunteer and we organize various group volunteer activities throughout the year. 
For example, throughout the summer months, the Company sponsors “Helping Hands” activities that allow 
employees to volunteer with their children in the Chicago area. 
Moving forward, we will expand McDonald’s Employee Volunteer Program and work to better coordinate 
efforts throughout the world. In the meantime, several of our markets already empower their employees  
to volunteer.
In 2012, more than 350 McDonald’s restaurants across 
the Pittsburgh, Pennsylvania, region each sent one 
crew member to work at a local charity as part of the 
first McDonald’s Community Crew Week. These crew 
members provided more than 2,700 hours in just one week. Charities benefiting from the first McDonald’s 
Community Crew Week included RMHC, Special Olympics, Habitat for Humanity, as well as local food banks, 
hospitals, libraries, and animal shelters. McDonald’s restaurants paid all participating McDonald’s Community 
Crew their regular wages during their charity work.  
The McDonald’s spirit of supporting healthy communities 
is alive and well in Brazil. Since 2003, the Good 
Neighbor Program, or Gincana Bom Vizinho, has fostered 
community spirit in McDonald’s restaurants throughout 
the country. Organized as a national competition, the program determines “winners” by quantifying the positive 
impact of each participating restaurant’s community activities. More than 21,000 activities have taken place to 
date, including donating blood, planting seedlings, supporting health campaigns, and collecting books, clothes, 
and toys for charity. The competition encourages volunteering, unifies restaurant teams, and energizes crew 
members, all while giving back to local communities. The 2013 program mobilized 7,620 volunteers— 
an increase of 108% over 2012. Participants hailed from 254 McDonald’s restaurants, 40% more than  
the year before.
The McDonald’s China Volunteer Club enables 
employees to get active in charitable activities. Through 
the club, employees visit orphanages and volunteer their 
time to make a positive difference in the lives of children 
and their families. 
“
The Good Neighbor Program is vital because it brings people together. It is a 
win-win initiative for our collaborators and society. When customers learned 
about the program, they got excited about contributing, and as for our 
employees, they feel happy and proud to work and help the community.
“
Kelli Campos da Silva
Restaurant Manager
McDonald’s Brazil
McDonald’s Community Crew  
Donates 2,700 Volunteer Hours
Spreading Happiness and Hope - 
the China Volunteer Club
Good Neighbors in Brazil
Doubling Employee Generosity
The Company’s Matching Gifts Program is designed to encourage employee support of  
qualified education, arts and culture, medical research, youth, civic, and social organizations. 
The program, which is open to eligible Company employees based in the U.S., provides 
matching funds for donations totaling up to $5,000 per eligible employee ($10,000 for 
Company Officers) in a calendar year. In 2013, the Company matched 2,125 employee gifts, 
contributing almost $1.2 million.
Pro Bono Help with Legal NEEDS
In the U.S., the Company’s legal department maintains a pro bono program that provides 
legal assistance to low-income individuals and helps elementary and secondary students from 
diverse backgrounds develop the skills and knowledge to serve their communities as active, 
responsible citizens. Through the award-winning program, the Company’s attorneys and legal 
staff collaborate with various legal service and community development organizations to 
deliver support and resources to individuals and families.
106

GOOD communities - Where We’re Going 
As we continue on our shared journey to give back to the communities where we operate, we will continue working toward a global strategy that can 
further align our extensive community programs. We hope this will elevate the collective impacts of our corporate giving, volunteering, and disaster 
relief efforts. McDonald’s will continue supporting the work of RMHC and promoting physical activity and education. We will continue striving to 
understand the societal issues and causes closest to our customers, employees, Franchisees, and suppliers around the world. And as good neighbors, 
we will continue  fostering collaboration throughout the System to drive our shared journey together for good.
core value
Helping Communities Cope when Disaster Strikes
As part of the fabric of every community where we operate, when disaster strikes, McDonald’s does what it can 
to help people who have been affected.
Hurricane Sandy Relief
When Hurricane Sandy hit the U.S. East Coast in late 2012, it displaced thousands of people and left many 
without heat, clean water and other basic resources for weeks. The Company made a $500,000 donation 
to the American Red Cross to be used for Hurricane Sandy disaster relief efforts. We also provided housing 
alternatives and transportation support to staff members and employees affected by the disaster. 
The McDonald’s Family Charity, Inc. provided additional financial assistance to McFamily members personally 
affected by the hurricane. Created to facilitate contributions from McFamily members to help other McFamily 
members directly affected by disaster, McDonald’s Family Charity provided direct financial support to 
employees and their families after Hurricane Sandy. McFamily members eligible to receive funds included 
employees working at any of the Company’s restaurants and offices worldwide, as well as employees of 
McDonald’s suppliers. Employees and others within the McDonald’s System can also provide support in the 
aftermath of natural disasters. Since its formation in 2000, McDonald’s Family Charity has distributed more 
than $4 million to thousands of individuals who have lost homes or belongings during natural disasters.
Recovering from the Tsunami in The Philippines
When Typhoon Haiyan struck the Philippines in November 2013, it affected an estimated 14.1 million people 
and displaced hundreds of thousands of people. Among the affected population, 343 worked for the Company 
or our Franchisees. Of the 30 McDonald’s restaurants in Visayas, the typhoon damaged six and completely 
destroyed one, a restaurant in Tacloban owned by Franchisee Caroline Andrade. More than 30 employees saw 
damage to their homes. In the chaotic days and weeks that followed this disaster, Caroline and McDonald’s 
worked diligently to locate and support affected crew members and managers. For employees in all affected 
areas, the Company provided immediate relief items, along with medical and financial assistance. Crew and 
managers were given the option to work in other nearby McDonald’s restaurants while their restaurants  
are restored. 
Beyond helping Company and Franchisee employees, the Company also contributed $300,000 toward the 
relief effort to the American Red Cross. RMHC announced a $100,000 donation to support the cause as well. 
Just a few days after the typhoon struck, with a second donation from the Company, local RMHC chapters also 
opened the McDo Bigay Tulong Center, where volunteers assembled and distributed nearly 15,500 relief packs 
plus 4,150 Christmas packages to affected areas. More than 1,000 McDonald’s employees volunteered during 
November and December.
107

The responsibilities of the  
Sustainability and Corporate Responsibility 
Committee include:
  • Overseeing the Company’s policies and strategies related to matters of sustainability and corporate 
responsibility that are of significance to the Company and its stakeholders
  • Reviewing reports related to social, political, economic and environmental trends that may have a significant 
impact on the Company’s business activities and performance 
  • Reviewing global sustainability and corporate responsibility reports issued by the Company in connection  
with the Global Reporting Initiative and review the Company’s disclosure controls and procedures related  
to those reports
  • Overseeing the Company’s charitable giving policies and programs  
at McDonald’s It’s How We Run Our Business
We aspire to be our customers’ favorite place and way to eat and drink. To achieve this vision, our actions must 
reflect our shared commitment to be ethical, truthful and dependable. Our Values, Standards of Business 
Conduct and a multifaceted compliance program help us live up to this commitment by providing a solid 
foundation for the Company and by offering direction and resources for many of the complicated issues and 
decisions impacting McDonald’s.
Board of Directors: Stewardship at the Top
The Board of Directors of McDonald’s Corporation is a group of diverse and experienced business leaders 
committed to advancing strong corporate governance. The Board is actively engaged in overseeing and 
reviewing the Company’s strategic direction and objectives, taking into account (among other considerations) 
the Company’s risk profile and exposures. Six standing Board committees—Audit, Compensation, Governance, 
Executive, Finance,  and Sustainability and Corporate Responsibility—support the Board’s oversight. With the 
exception of the Executive Committee, all the committees are made up of independent members of the Board. 
Please see our corporate website (www.aboutmcdonalds.com) for committee charters.
McDonald’s Core Values
We
… place the customer experience at the  
core of all we do
… are committed to our people
… believe in the McDonald’s System
… operate our business ethically
… give back to our communities
… grow our business profitably
… strive continually to improve
Corporate Governance Principles
McDonald’s Corporation’s Board of Directors is entrusted with, and responsible for, the oversight 
of the assets and business affairs of the Company in an honest, fair, diligent and ethical manner. 
The Board believes that good corporate governance is critical to fulfilling its obligations to 
shareholders and is committed to reviewing its governance principles at least annually, with a view 
to continuous improvement. One thing that will not change, however, is the Board’s commitment to 
the integrity of the Company in its dealings with stakeholders. 
The basis for our entire business is that we are 
ethical, truthful and dependable … We are business 
people with a solid, permanent, constructive ethical 
program that will be in style … years from now even 
more than it is today.
Ray Kroc, 1958 
McDonald’s Founder“
“
Ethics and Governance 
108

STANDARDS OF BUSINESS CONDUCT
For Company employees worldwide, the framework for ethical business practices is the Standards of Business 
Conduct. First published more than 40 years ago, the Standards of Business Conduct have been continually 
revised to reflect the changing business environment and were last updated in 2013. The Standards of Business 
Conduct apply to Company employees worldwide and can be found on our corporate website. 
Non-employee members of McDonald’s Corporation Board of Directors must abide by the Code of Conduct 
for Directors, which is posted on our corporate website. The Standards of Business Conduct do not apply to 
our Franchisees, suppliers, or any of their directors or employees. However, as members of the McDonald’s 
System, we encourage them to develop their own policies, procedures, and training programs consistent 
with the spirit of the Standards of Business Conduct and McDonald’s Core Values, and to fully support our 
employees in complying with the Standards of Business Conduct. 
CSR & Sustainability  
integration
At the global management level, various cross-functional and issue-specific groups provide 
leadership on CSR & Sustainability topics. For example:
Global Sustainability council
Chaired by the Senior Vice President of Global CSR, Sustainability & Philanthropy, it  
includes business unit leaders and leaders of each CSR pillar and advises on the 
development of strategy and targets to achieve McDonald’s CSR & Sustainability priorities. 
CSR & Sustainability Department
Provides corporate staff leadership, coordination and support for global policies,  
programs and reporting across our CSR & Sustainability Framework— 
Food, Sourcing, People, Community and Planet.
Global Environmental Council
Acts as a forum for sharing best practices on local environmental initiatives and programs.
Worldwide Corporate Relations Council
Guides and aligns positions, approaches and communications across the  
McDonald’s System related to social and environmental issues.
Quality leadership Board 
Leads the development and execution of worldwide food quality strategies, including food 
safety. Includes senior-level supply chain and food safety specialists, as well as quality 
assurance directors from each of the Company’s major geographic sectors.
Worldwide Sustainable Supply  
Steering Committee
Guides development of the strategies and tools necessary to accomplish  
McDonald’s vision for sustainable sourcing.
GLOBAL COMPLIANCE AND PRIVACY DEPARTMENT
Oversees compliance with the Standards of Business Conduct  
and many other Company policies.
McDonald’s success is built on a foundation of integrity and trust. 
The Company has earned this trust by being ethical, truthful, 
and dependable over many years, and by having management that 
supports positive outcomes for people and the planet, through their 
supply chain practices, employment practices and philanthropy. As 
consumer expectations continue to rise and the environment for 
business operations gets increasingly complicated, it’s essential that 
the Company continues to integrate CSR & Sustainability thinking 
into core business strategies and operations.
Walter E. Massey 
Member, McDonald’s Board of Directors
Chair, Sustainability and Corporate Responsibility Committee
“
“
109

Compliance is Fundamental
The Global Compliance Office oversees compliance with the Standards of Business Conduct and many other 
Company policies. Local and regional business units also play an important role in implementing policies for 
legal compliance throughout our markets. Numerous policies and guidelines outline the requirements and 
procedures for a variety of topics ranging from confidentiality to conflict of interest. Additional elements of our 
global compliance program include:
  • Compliance Service Visits 
Global Compliance staff train employees in identifying and responding to the highest risk areas for 
particular markets. 
  • Expanded Due Diligence 
Global Compliance staff members engage with service providers to help conduct due diligence on third 
parties to support well-informed decisions about business relationships.
  • Anti-Corruption  
The Global Anti-Corruption Policy includes, among other things: 
– Guidance on complying with anti-corruption laws 
– Prohibitions on facilitating or “grease” payments 
– Prohibitions on commercial bribery  
– Guidance on appropriate gifts, favors and business entertainment  
– Guidance on dealing with government officials, suppliers, contractors and agents appropriately 
– Importance of keeping accurate books and records
Ethics and Integrity are  
Everyone’s Responsibility
Central to the Standards of Business Conduct are three principles—personal accountability, open 
communication, and responsible action. Company employees are asked to recognize that they can “keep 
the shine on our Arches by doing the right things in the right way,” by acting according to the principles, and 
exercising good judgment. 
In 2012, we further enhanced the Standards of Business Conduct to affirm our alignment with the  
United Nations Universal Declaration of Human Rights and in 2013, updated a variety of sections in the 
Standards including: 
  • New sections referencing existing policies on: Dating and Nepotism, Fraud, Financial Crime, Money 
Laundering and Anti-Terrorism, Export/Import Controls, and Related Persons 
  • Revisions to reflect changes in law and the Company’s policies and practices related to: Confidential 
Information, Data Privacy and Protection, Human Rights, Conflicts of Interest, Business Records and 
Communications, Anti-Corruption, and Internal Investigations 
Training to Live By Every Day
Employees are the face of our Company. They are empowered to shape and strengthen the McDonald’s way of 
doing business and share a responsibility to protect our brand. Training helps employees fully understand and 
apply the Standards of Business Conduct, and recognize their obligations under applicable laws, regulations and 
Company policies. A series of online courses for corporate staff covers topics such as:
  • An overview of the Standards of Business Conduct,  
employee responsibilities, and available resources
  • Confidential information and records management
  • “E-compliance” associated with email and  
web-based communications
  • Anti-trust policy for employees responsible  
for supplier relationships
  • Anti-corruption training
The Ethics Champion program recognizes 
employees across the globe who are 
advancing ethics and integrity by:
  • Taking a leadership role in promoting awareness
  • Coaching others on ethical decision-making  
  • Helping the Global Compliance team coordinate training 
  • Going above and beyond expectations in demonstrating ethics
Standards of  
Business Conduct
The Promise of the Golden Arches
110

Additional Policies
A variety of other standards, codes, policies and frameworks that provide guidance 
about the Company’s commitments, expectations, and practices can be found on our 
corporate website. Examples include:
Animal Health & Welfare Guiding Principles
Global Children’s Marketing Guidelines
Energy and Climate Change Position 
Global Environmental Commitment
Political Contribution Policy
Global Policy on Antibiotic Use in Food Animals
Rainforest Policy
Supplier Code of Conduct
Political Contributions
McDonald’s Political Contribution Policy, which has been in place since 2006, was amended in 2011 to reaffirm 
our long-standing practices regarding contributions to political parties, candidates for public office and political 
organizations. 
Generally, the Company does not make political contributions to political parties, candidates for public office 
or political organizations. However, because public policy issues have the potential to affect McDonald’s 
restaurants and the communities in which McDonald’s operates, political contributions may be appropriate in 
certain cases. The Political Contributions Policy is designed to ensure that contributions are consistent with 
law and our Standards of Business Conduct and appropriate in the overall context of our business and meet 
other requirements, including advance approval. In the U.S., the Company does not make any independent 
expenditure or pay for any electioneering communications, as those terms are defined by applicable law.
In keeping with the policy, management reports semi-annually to the Board of Director’s Sustainability and 
Corporate Responsibility Committee on corporate political contributions. Contributions made in the U.S. are 
also disclosed semi-annually on our corporate website.
Anti-Corruption Practices
McDonald’s Global Anti-Corruption Policy is the foundation for the anti-corruption compliance program. 
This Policy applies to all directors, officers and employees of the Company, as well as third parties acting on 
the Company’s behalf. Examples of such third parties include consultants, contractors, tax advisors, brokers, 
architects, attorneys, lobbyists, licensing or permitting agents, public relations firms and others who are retained 
to represent the Company. 
The Global Compliance team provides anti-corruption training for Company employees, with priority given 
to markets considered to have high levels of corruption based on a risk matrix. In addition to in-person 
compliance visits, in 2013 a new mandatory online training course focused on anti-corruption was distributed to 
all Company employees. This specialized training supports compliance with all applicable anti-corruption laws, 
including the U.S. Foreign Corrupt Practices Act, the U.K. Bribery Act and local laws and regulations. 
The Global Anti-Corruption Policy has also been translated into numerous languages, and was updated in 
2013. Additionally, a two-page quick reference summary was developed for Company employees on key policy 
and procedural requirements.
Open Lines of Communication
McDonald’s employees are encouraged to speak honestly and openly. They are expected to raise questions or 
issues and, where appropriate, use the McDonald’s Business Integrity Line, a phone line reserved for employee 
calls about ethics and compliance issues. The Business Integrity Line is staffed 24 hours a day, 7 days a week, 
365 days a year by an outside firm experienced in handling sensitive calls. Calls are free of charge, regardless 
of an employee’s location, and interpreters are available. Employees may report anonymously, where allowed by 
law, and no attempt will be made to identify them. The Company follows a strict No Retaliation Policy, which 
ensures that employees are safe in speaking up and reporting concerns.
Supporting Public Policy
McDonald’s operates in a complex and constantly changing world. Sometimes addressing issues of concern 
to our business involves working with government agencies, both directly and through trade associations. 
We engage with policy makers at the international, national, state and local levels, and provide education 
and guidance for McDonald’s Franchisees involved in the public policy making process. McDonald’s Global 
Political Activity Guidelines help Company employees around the world determine which political activities are 
permissible and which are not. 
Not surprisingly, many of the issues on which we engage are related to food. For example, we have supported 
strong food safety regulations for many years, sharing our technical expertise with government agencies in 
several countries. In addition, we have advocated our position on regulations and policies for responsible 
marketing to children, nutrition labeling and tracking systems for increased traceability in the beef supply chain.
111

In 2012 the Company also implemented a new organizational structure for CSR & Sustainability to improve alignment, decision-making and integration with core business strategies and initiatives. Advised by McDonald’s Global 
Sustainability Council, our new organization includes various groups working on key elements of our CSR & Sustainability strategy. These investments put our CSR & Sustainability approach on solid footing for the future. 
Global Corporate Responsibility, Sustainability & Philanthropy Team
senior
leadership
team
OPERATIONS
RESTAURANT DEVELOPMENT
GLOBAL HUMAN
RESOURCES
COMMUNITY
ENGAGEMENT
MENU STRATEGY 
& NUTRITION
WORLDWIDE
SUPPLY CHAIN
GLOBAL SUSTAINABILITY COUNCIL, CONSISTING OF
GLOBAL ENERGY LEADERSHIP BOARD
GLOBAL ENVIRONMENTAL COUNCIL
WORLDWIDE SUSTAINABLE
SUPPLY STEERING COMMITTEE
GLOBAL SUPPLIER WORKPLACE
SUPPLIER ACCOUNTABILITY
WORKING GROUP
GLOBAL ANIMAL HEALTH
& WELFARE COUNCIL
GLOBAL MENU COUNCIL
GLOBAL HR
LEADERSHIP TEAM
WORLDWIDE CORPORATE
RELATIONS COUNCIL
APMEA
EUROPE
LATIN
AMERICA
CANADA
USA
 
ORGANIZING THE COMPANY FOR CSR & Sustainability
112

PERFORMANCE METRICS 
Since establishing our social and environmental indicators in 2006, we have continued to refine our approach 
for gathering and evaluating quantitative measures of our performance. In addition, we continue to evaluate 
options for additional key performance indicators that contribute to our continuous improvement goals and 
meet the transparency expectations of our stakeholders.
This report includes 2012 and 2013 performance data, as well as historical data for indicators established in 
previous years. We have established 2012 as our baseline year for tracking progress toward our 2020 goals, 
with the exception of our energy efficiency goal.  
In addition, select indicators from the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines, 
as described in GRI 3.1, are included in this report. The GRI Index, available as a separate addendum on 
our corporate website, details our alignment with the GRI guidelines. Because application levels have been 
eliminated with the latest iteration of the GRI guidelines, we have not declared an application level, but we are 
pleased that this report includes more indicators than our last report in 2010 and reflects continued growth in 
our reporting. Specific performance periods are shown in the appropriate chapters of the report. 
Of course, good work is not limited to our top 9 markets, so we have also included stories from other markets 
around the world. Some of these initiatives were launched in 2012 or 2013, while others began earlier but 
achieved a milestone during the reporting period.
BETTER DATA TRACKING  
AND REPORTING
During 2012 and 2013 we worked to improve our data collection, analysis and tracking. We enhanced the 
global database we use to compile performance data from our markets and provided additional training 
and support to those who track performance in McDonald’s markets. Calculation methodologies and any 
assumptions or estimates are explained in the appropriate chapters. Going forward we will continue investing in 
our measurement, performance tracking and validation systems to ensure ongoing consistency and quality  
of reported data. 
=
Clearer 
PROGRESS 
toward 
our goals
BETTER 
PERFORMANCE 
MEASUREMENT
APPENDIX
113

2011 Enterprise Carbon Footprint  
Methodology Details
As stated on page 57, to deepen our understanding of our global carbon footprint and GHG emissions, in 
2012-2013 we worked with scientists at Enviance and outside experts to develop a hybrid LCA using both 
input-output and process LCA methods to estimate 2011 GHG emissions associated with our restaurant 
operations, Company offices, and food and packaging supply chains worldwide using an approach compliant 
with the World Resources Institute/World Business Council for Sustainable Development GHG Protocol. 
 The GHG Protocol categorizes direct and indirect emissions in three scopes. 
  • Scope 1: All direct GHG emissions 
  • Scope 2: Indirect GHG emissions from consumption of purchased electricity, heat, or steam
  • Scope 3: Other indirect emissions, including those from our supply chain and Franchises 
For McDonald’s, Scopes 1 and 2 reflect GHG emissions associated with our Company-owned restaurants and 
offices, and include purchased fuel, electricity, and refrigerants. Most Scope 3 emissions are mostly associated 
with Franchisee restaurants and our supply chain.
Carbon footprint methodology
  • Please note that the results of Enviance’s analysis are approximate, based on limited best available data,  
as described above.
  • Enviance quantified our 2011 Scope 1, 2, and 3 GHG impacts based on our available data to identify the 
greatest sources of impacts throughout our System and determine priorities. For Scope 1 and 2 analyses, 
Enviance utilized fuel and country-specific emissions factors from the GHG Protocol.
  • The analysis of 2011 data excluded information on Company vehicles (Scope 1), Capital Goods (Scope 3), 
and Purchased Goods and Services beyond the Food and Packaging supply chain (Scope 3), due to lack 
of available data in the format Enviance’s analysis required. We intend to include all relevant, but currently 
excluded, GHG Protocol emissions categories in future analyses as data becomes available.
  • Enviance used available data on energy consumption and refrigerants from our top 9 markets to extrapolate 
and estimate worldwide restaurant emissions, Company office energy consumption, expenditures on our top 
20 commodities, and restaurant waste data adjusted for recycling. 
  • Our global carbon footprint based on Enviance’s analysis accounted for carbon impacts at each tier of 
the McDonald’s supply chain, extending from the distribution centers that purchase raw materials from 
suppliers to the farm.
  • Enviance applied the GHG Protocol Scope 1, 2, and 3 accounting standards.
  • Enviance incorporated input-output data to refine results.
  • We compared results to previous assessments conducted in 2007 and 2010.
  • Together with Enviance we further investigated the Scope 3 results to identify hotspots within the  
supply chain, including activities such as farming and environmental outcomes such as methane production 
from livestock.
Disclaimer
Care and diligence has been taken in collecting and processing the data contained in this report. Nevertheless, 
it is not always possible to exclude errors and inaccuracies entirely. This report contains statements about 
future developments in addition to past occurrences, and is based on information presently available and on 
assumptions derived from current forecasts. Even where great care has been taken in preparing the latter, 
numerous variables that cannot now be anticipated may result in deviations.
114

115

Visit us at our website to learn more at: http://www.aboutmcdonalds.com/mcd/sustainability.html Contact: Kathleen Bannan, Kathleen.Bannan@us.mcd.com.
All trademarks used herein are the property of their respective owners. Published 4/30/2014.
©2014 McDonald’s
Cynthia Booth
Franchisee
Cincinnati, Ohio, USA
J.C. Gonzalez-Mendez
Senior Vice President
Global CSR, Sustainability & Philanthropy 
McDonald’s Corporation
Emily Pang
Vice President, Training, Learning  & Development,  
Dean of Hamburger University, China 
McDonald’s China
Francesca DeBiase
Vice President, Strategic Sourcing,  
World Wide Supply Chain Management 
McDonald’s Corporation
Stephen Hobbs
Beef farmer, Buckinghamshire, U.K.
Wh
o w
e’r
e m
ad
e o
f
At McDonald’s, our CSR & Sustainability journey is a collective effort that includes the contributions  
of individuals from all legs of our three-legged stool—Our Company employees, our Franchisees and our suppliers. 
We all have a role to play. Below are just a few of the people who are helping us advance
our commitment to creating shared value for our business and society.
 L
ET’
s C
ONT
INU
E T
HE 
JOU
RN
EY
Kelly Ludwig
Manager
Strategic Supply Team 
McDonald’s USA
Pierre Woreczek
Senior Vice President and Chief Brand and Strategy Officer 
McDonald’s Europe
Ric Richards 
Franchisee 
Raleigh and Cary, North Carolina, USA
Anne Wainwright
Franchisee
Leeds and Wakefield, Yorkshire U.K.
Kelli Campos da Silva
Restaurant Manager
McDonald’s Brazil
Pat Harris
Global Chief Diversity Officer
McDonald’s Corporation
Nicola Pitman
Food Development Manager 
European Food Studio, McDonald’s Europe