© 2023 Quality Is Our Recipe, LLC
2022
CORPORATE
RESPONSIBILITY
REPORT

INTRODUCTION
FOOTPRINT
METRICS
PEOPLE
FOOD
FOOD GOALS AND PROGRESS
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
2
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TA B L E  O F  CONTENTS
2 0 2 2  C O R P O R A T E  R E S P O N S I B I L I T Y  R E P O R T
A letter from Todd A. Penegor
Goals and key progress
Business snapshot
Reporting & stakeholder engagement
Governance
Food
• Food goals and progress
• Responsible sourcing
• Food safety
• Food quality and innovation
People
• People goals and progress
• Workplace
• Community
Footprint
• Footprint goals and progress
• Climate and energy
• Water
• Waste
• Squarely Sustainable Council

Metrics
3
4
5
6
7
11
22
32
43

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A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
our goal to set greenhouse gas (GHG) emissions reduction targets 
in accordance with the Science Based Targets initiative (SBTi), which 
we announced in early 2023. We also aim to reach 100% sustainable 
customer-facing packaging by 2026, and we are already more than 
halfway to meeting that goal. We continue to push the boundaries 
of waste diversion in our restaurants, most notably through the 
rollout of new, clear drink cups that more customers can recycle.
At the beginning of 2022, we announced that we would be tying 
executive compensation to Good Done Right performance with 
a portion of executives’ 2022 incentive compensation linked to 
the Company’s achievements in our Food, People and Footprint 
focus areas. I’m pleased to share that we extended this incentive 
to all bonus eligible employees after demonstrating strong 
performance against our goals this year and recognizing that so 
many employees play an important role in the success of this work.
Forward momentum 
Whether Wendy’s is helping to stem the flow of energy, water and 
waste; reaching deeper into our supplier relationships to ensure 
that our food is high quality and responsibly sourced; or creating 
more inclusive communities and workplaces for a first job or 
lifelong career, we are encouraged by our progress to date. Yet we 
are never satisfied. 
I am honored to lead this special organization and energized to 
see how our efforts continue to shape and accelerate the future 
of our business. 
Thank you, 
Todd A. Penegor, President and CEO
This progress would not be possible without the partnership of 
our franchisees, suppliers, employees and restaurant teams, 
and the support of our Board of Directors and stockholders. 
The collaboration among these groups is what makes the 
Wendy’s family truly special. 
Markers of progress 
In Food, we made considerable headway toward our goal of 
responsibly sourcing our top 10 priority food categories by 
2030. Of note, we identified approximately 140 suppliers in 
scope for our responsible sourcing program, established 
criteria for measuring progress and enlisted a technology 
partner to assess supplier performance. We also achieved 
the 10-year goal we set in 2012 to transition our pork 
supply chain in the U.S. and Canada away from sow 
gestation stalls in favor of open pen or group housing for 
confirmed pregnant sows. 
From our executive leaders to the crew in each restaurant, we 
have set high goals for our People, who continue to rise to the 
occasion. We are building more pathways aimed at increasing 
the diversity of representation across our restaurant support 
staff, Company restaurant teams and franchise community. We 
also unlocked opportunities to increase franchise ownership 
among diverse candidates by launching a new recruiting initiative, 
Own Your Opportunity, which is creating opportunities to 
franchise ownership for all, increasing our total franchise base by 
approximately 10%. We celebrated 30 years of partnership with 
the Dave Thomas Foundation for Adoption® and reinforced our 
commitment to giving back to the communities we serve through 
our Community Giving Program. 
Our work to improve Wendy’s Footprint is tracking ahead of key 
milestones we set for ourselves. We are nearly one year ahead of 
It’s my pleasure each year to present this summary of our 
team’s work to make Wendy’s a more responsible brand, 
partner, employer and corporate citizen. As we set our sights on 
becoming a brand of global significance, we take seriously our 
responsibility as an industry leader to drive positive change. 
In recent years, many of our corporate responsibility 
accomplishments revolved around laying foundations: formalizing 
our program, setting goals, forging relationships and developing a 
roadmap for success. In 2022, we took significant steps forward 
in our journey and made meaningful progress. We continue to 
accelerate change across our Good Done Right pillars of Food, 
People and Footprint, the key components of our ESG strategy.
A letter from Todd A. Penegor

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Benchmark, track and reduce our 
Scope 1, Scope 2 and Scope 3 greenhouse 
gas (GHG) emissions
Set a science-based target to reduce 
Scope 1, 2 and 3 GHG emissions, validated 
by the Science Based Target initiative
Compared to a 2019 base year, reduce: 
	
→Absolute Scope 1 and 2 greenhouse 
gas emissions by 47% 
	
→Scope 3 greenhouse gas emissions 
intensity by 47% per metric ton of 
purchased goods
	
→Scope 3 greenhouse gas emissions 
intensity by 47% per franchise 
restaurant
Sustainably source 100% of our 
customer-facing packaging in the 
U.S. and Canada
Through the U.S. Department of 
Energy’s Better Buildings® Challenge, 
reduce energy consumption in 
Company-operated restaurants by 20% 
per transaction, from a 2012 baseline
A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
FOOD
PEOPLE 
FOOTPRINT
Responsibly source our 
top 10 priority food categories 
in the U.S. and Canada
	
→
Have a comprehensive 
accounting of animal welfare 
best practices for beef, pork, 
chicken, eggs and dairy 
through the Wendy’s Animal 
Care Standards Program

	
→
Transition our pork supply chain 
in the U.S. and Canada away 
from sow gestation stalls for 
confirmed pregnant sows to 
open pen/group housing


	
→
Source 100% of our U.S. and 
Canadian beef, chicken and pork 
from suppliers that prohibit 
the routine use of medically 
important antibiotics1.
Increase the representation of 
underrepresented populations among our 
Company’s leadership and management, 
as well as the diversity of our franchisees
	
→
Increase representation of women 
in leadership 
	
→
Increase diverse representation in 
management and leadership 
	
→
Understand and address what has 
been referred to as the “broken rung” 
of leadership
	
→
Increase representation of diverse 
and women-owned franchisees
	
→
Continue to drive diversity on 
the Board of Directors
Goal year
2030


2024
2022
2030
Status
Status
Goals and key progress
Goal year
2023


2023
2030
2030
2030
2026
2025
Status
On track
Needs attention
Complete
Legend
New
1	 To inform solutions that will aim to eliminate the routine use of medically important antibiotics, we will need to gain greater visibility into the use of antibiotics further upstream than our direct and approved raw materials suppliers. This will help us to better understand 
which antibiotics are being used and for what purposes. This applies to our beef and pork supply chains in the U.S. and Canada and our chicken supply chain in Canada. More information is available here.

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A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
$13.3B+
In Systemwide sales 
$2.1B 
In revenue 
4.9%
Global same-restaurant 
sales growth
10%+ 
Global digital sales mix 
at year end 2022
7,095
Restaurants across 
the globe
415
Company-operated 
restaurants
6,680
Franchise-operated 
restaurants
14,500
Company employees
Business snapshot
GUAM
USVI
ARUBA
Curaçao
Restaurant Support 
Center located 
in Dublin, Ohio
COUNTRIES & U.S. 
TERRITORIES
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A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
Reporting
This report provides an overview of The Wendy’s Company’s 
activities related to corporate responsibility topics. 
Unless otherwise indicated, it covers activities during the 
2022 calendar year. Our most recent annual Corporate 
Responsibility report, prior to this document, was published 
in 2022 and covered the 2021 calendar year. The material 
business updates in this report primarily concern our U.S. 
and Canadian restaurants, which constitute nearly 90% of 
our restaurant footprint, unless otherwise indicated. Where 
Wendy’s is mentioned as an employer, the reference is to The 
Wendy’s Company and employees in our Company-operated 
restaurants, field support roles and corporate staff. 
We recognize leading reporting standards such as the Global 
Reporting Initiative (GRI), the Sustainability Accounting 
Standards Board (SASB) and United Nations Sustainable 
Development Goals. We strive to embed their principles and 
frameworks throughout our report. The reporting indices 
included at the end of this report reflect disclosures against 
those standards. The United Nations Sustainable Development 
Goals that we have identified in alignment with our priority 
impact areas can be found on our website.
We intend to continue issuing annual versions of this report 
to disclose our corporate responsibility strategy and 
initiatives, including progress on our goals. For any questions 
or comments regarding topics covered in this report, please 
contact us at corporateresponsibility@wendys.com.
Reporting & stakeholder engagement
Stakeholder engagement
Our stakeholders help inform how we do business every day, 
and we regularly communicate with them in a variety of ways. 
Formal communications include our Corporate Responsibility 
report, website updates, SEC filings, earnings releases and 
presentations and our annual stockholder meeting. We also 
participate in one-on-one engagements, such as calls and 
meetings with suppliers, investors, NGOs and others. What we 
learn when we listen to these valued groups helps us consider 
outside perspectives alongside those of our internal team.
In 2020, we relied on significant stakeholder involvement to 
complete a comprehensive ESG materiality assessment to 
better understand which topics were most important to these 
groups. That process shaped the material topics in this report 
that fall under our three Good Done Right pillars: Food, People 
and Footprint. On our website, readers can view our materiality 
assessment and its findings along with a matrix that visually 
presents our priority topics. We plan to periodically update our 
materiality assessment in future years. 
The following table provides a snapshot of the additional 
stakeholders we engaged with in 2022 to hear their views 
on corporate responsibility topics. It also lists the topics we 
covered as part of our communications. 
Chief Executive Officer of Coralsa, Rodrigo Aldana (pictured holding award), was named the 2022 Founder’s Award recipient. 
The Founder’s Award, which is also considered Wendy’s “Franchisee of the Year” award, is presented to a Wendy’s franchisee 
with record sales and customer count increases attributed to excellent operations, people development, local marketing, 
and reinvestment. Rodrigo is seen here accepting the award with his team at Wendy’s Annual Franchise Convention.

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STOCKHOLDERS 
In 2022, we conducted a comprehensive ESG-focused stockholder outreach campaign covering holders of nearly 60% of our outstanding stock, 
including 1:1 meetings with holders of more than 50% of our outstanding stock.
FRANCHISEES
We engage with franchisees through regular meetings with various franchise councils focused on specific subject matter such as national 
marketing and technology, and regional franchise associations in the U.S. and Canada. The results of the 2022 Franchise Business Review survey 
indicate a high overall satisfaction rating among our franchisees, and paced more than 10 percentage points ahead of the industry in the U.S. and 
Internationally. 
SUPPLIERS
In 2022, Wendy’s enlisted a technology partner to begin conducting individual sustainability performance assessments of suppliers considered to be 
in scope for the Responsible Sourcing program. This tool will help us continue to evaluate our suppliers, recognize where each of them are on their 
own sustainability journey and benchmark their progress. So far, approximately half our 140 suppliers in scope have been invited to participate.
EMPLOYEES
Wendy’s maintains and supports Employee Resource Groups (ERGs) for Company employees to function as forums for learning and inclusion, 
each with an executive sponsor from our senior leadership team. Our newest ERG, GiveCare, launched in 2022 to provide support and resources 
for parents and caregivers and to offer a safe space for employees to share these experiences. Additionally, for the seventh consecutive year, 
Wendy’s administered our Voice of Wendy’s employee engagement survey for all Company employees.
CUSTOMERS & COMMUNITIES
Wendy’s engages with customers through a number of platforms including through our Customer Care channels, Voice of the Customer survey, 
customer taste panels, the Square Deal Blog, social media and WendyMail. We also conduct an annual survey in the U.S., Canada and the U.K. to 
identify consumer preferences, trends and points of view on ESG topics. 
INDUSTRY GROUPS AND
THIRD-PARTY COUNCILS
Wendy’s engages with several industry and third-party groups engaged in ESG topics. For instance, the U.S. Roundtable for Sustainable Beef 
and the Canadian Roundtable for Sustainable Beef are focused on responsible beef production throughout the value chain. Our Animal Welfare 
Council includes internal and external experts working to enhance animal welfare standards in our supply chain. And the NextGen Consortium 
combines leading brands and industry experts to reimagine foodservice packaging.
POLICY LEADERS 
Wendy’s engages with policy leaders to inform them of our ESG goals and key progress. We also advocate for public policies that align with our Good 
Done Right platform. Our key trade association memberships include the International Franchise Association, National Restaurant Association (U.S.), 
Canadian Franchise Association, Restaurants Canada, U.S. Chamber of Commerce and the Sustainable Restaurant Association (U.K.).
STAKEHOLDER GROUPS
ENGAGEMENT ACTIVITIES
Reporting & stakeholder engagement
A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE

INTRODUCTION
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A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
Governance
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Board of Directors
Our directors have a diversity of experience and perspective 
that spans a broad range of industries in the public, private and 
not-for-profit sectors. They bring to our Board a wide variety 
of skills, attributes, qualifications and experiences that 
strengthen the Board’s ability to carry out its oversight role 
on behalf of our stockholders.
Our Board of Directors oversees the Company’s corporate 
governance strategy, policies and programs and monitors 
emerging best practices in corporate governance. Members 
of our Board sit on various standing committees, many of 
which oversee functions responsible for carrying out our 
ESG objectives. 
These Board committees include Wendy’s:
•	 Nominating and Corporate Governance Committee: Assists 
the Board in reviewing and overseeing the membership of 
the Board and corporate governance principles applicable 
to the Company
•	 Corporate Social Responsibility Committee: Assists the 
Board in reviewing the Company’s CSR initiatives, including 
ESG topics, community outreach and philanthropy
•	 Compensation and Human Capital Committee: Assists 
the Board in discharging its responsibilities relating to 
compensation of non-employee directors and executive 
officers and reviewing the Company’s human capital 
management strategies and policies, including those 
regarding Diversity and Inclusion
•	 Audit Committee: Assists the Board in overseeing the 
Company’s accounting and financial reporting processes 
and the integrated audits of the Company’s financial 
statements, as well as the Company’s risk assessment and 
risk management policies
•	 Technology Committee: Assists the Board in overseeing the 
Company’s overall development, use and risk management 
of information technology, including digital customer 
engagement initiatives and the Company’s cybersecurity 
and data privacy programs and policies
Additional information regarding our Board of Directors can be 
found in The Wendy’s Company’s proxy statement for our 2023 
annual meeting of stockholders.
Director Skills and Attributes
Corporate Strategy and Planning
● ● ● ● ● ● ● ● ● ● ● ●
Operations
● ● ● ● ● ● ● ● ● ● ● ●
Industry Experience
● ● ● ● ● ● ● ● ● ● ● ●
International
● ● ● ● ● ● ● ● ● ● ● ●
Marketing, Brand Management and Digital
● ● ● ● ● ● ● ● ● ● ● ●
Franchise
● ● ● ● ● ● ● ● ● ● ● ●
Financial Reporting, Oversight and Accounting
● ● ● ● ● ● ● ● ● ● ● ●
Public Co. Board Experience and Corporate Governance
● ● ● ● ● ● ● ● ● ● ● ●
Human Capital Management
● ● ● ● ● ● ● ● ● ● ● ●
Sustainability/ESG
● ● ● ● ● ● ● ● ● ● ● ●
Senior Leadership Experience
● ● ● ● ● ● ● ● ● ● ● ●
B O A R D  D I V E R S I T Y
B O A R D  I N D E P E N D E N C E
T E N U R E
Contribute to gender or 
racial/ethnic diversity
58%
42%
25%
75%
Independent
Not independent
0-4
Years
25%
50%
17%
8%
5-9
Years
10-14
Years
15+
Years
Number of Directors

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A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
Governance
Management
To support our overall ESG strategy, build a sustainable and 
resilient supply chain, manage climate risk and support safe 
and responsible work environments, it is vital to establish and 
observe sound governance and risk management practices.
To ensure we meet that standard, our Chief Corporate 
Affairs & Sustainability Officer has exercised management 
accountability for corporate responsibility efforts since 2014, 
including overseeing steps to formalize those initiatives in 2019. 
Additionally, Wendy’s Chief Financial Officer and our Chief 
Corporate Affairs & Sustainability Officer jointly lead our ESG 
Steering Committee. The ESG Steering Committee, made up of 
senior management personnel, is responsible for:
•	 Identifying and monitoring ESG risks and opportunities
•	 Setting global ESG strategies
•	 Overseeing activities and strategic rollouts across 
the business
•	 Approving ESG goals, key performance indicators (KPIs) 
and metrics

As Wendy’s ESG efforts continue to gather momentum, the 
ESG Steering Committee is taking steps to shift focus from 
foundational, strategic work to driving direct action that 
builds on the groundwork we’ve established. For example, 
working groups under the committee are creating action 
plans on food and packaging procurement, renewable 
energy and energy efficiency and other areas. Since Q4 
2022, a working group on climate risk has been creating an 
action plan to better evaluate and manage the physical and 
transition risks associated with climate change.
A variety of cross-functional working groups support the ESG 
Steering Committee in shaping and carrying out our global 
ESG strategy. Their focus is on our Good Done Right goals. 
These groups are responsible for:
•	 Staying current on risks and opportunities
•	 Implementing activities and executing global ESG strategies
•	 Recommending and monitoring progress against ESG 
goals, KPIs and metrics
•	 Supporting the development of and approving Wendy’s 
annual Corporate Responsibility reporting processes
C O R P O R AT E  R E S P O N S I B I L I T Y  A N D  E S G  G O V E R N A N C E
Oversees the Company’s corporate governance strategy, policies and programs and monitors emerging best practices in corporate governance
B O A R D  O F  D I R E C T O R S
N O M I N AT I N G 
A N D  C O R P O R AT E 
G O V E R N A N C E 
C O M M I T T E E
C O M P E N S AT I O N  A N D 
H U M A N  C A P I TA L 
C O M M I T T E E
A U D I T 
C O M M I T T E E
T E C H N O L O G Y
C O M M I T T E E
C O R P O R AT E  S O C I A L
R E S P O N S I B I L I T Y
( C S R )  C O M M I T T E E
O F F I C E  O F  D I V E R S I T Y, 
E Q U I T Y  A N D  I N C L U S I O N
E S G  S T E E R I N G
C O M M I T T E E
E N T E R P R I S E 
R I S K 
M A N A G E M E N T 
C O M M I T T E E
E N T E R P R I S E 
D ATA 
G O V E R N A N C E 
C O M M I T T E E
E T H I C S  A N D 
C O M P L I A N C E
T E C H N O L O G Y/ 
T R A C K I N G 
W O R K I N G 
G R O U P
P R O C U R E M E N T 
W O R K I N G 
G R O U P
E N E R G Y 
W O R K I N G 
G R O U P
C L I M AT E 
R I S K 
W O R K I N G 
G R O U P

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2 0 2 2  C O R P O R A T E  R E S P O N S I B I L I T Y  R E P O R T
A LETTER FROM TODD A. PENEGOR   
GOALS AND KEY PROGRESS 
BUSINESS SNAPSHOT 
REPORTING & STAKEHOLDER ENGAGEMENT 
GOVERNANCE 
Beyond our ESG Steering Committee and working groups, we 
have dedicated teams that lead strategy and execution for 
specific components of our ESG programs, including our:
•	 Office of Diversity, Equity and Inclusion: Sets strategy 
and oversees programs to create a culture in which all 
members of the Wendy’s family can bring their true, 
authentic selves to work and have a sense of belonging
•	 Enterprise Risk Management Committee: Oversees the 
Company’s Enterprise Risk Management program to 
support the Company’s efforts to assess, monitor and 
mitigate a broad range of enterprise risks
•	 Enterprise Data Governance Committee: Advances 
Company objectives and business strategy through the 
development, implementation and effective operations of 
the protection and management of data throughout its 
lifecycle
•	 Ethics and Compliance Team: Fosters a culture of high 
performance with integrity through partnership with 
the business to minimize compliance risk, protects the 
Company’s brand and reputation and provides employees 
an anonymous channel for reporting concerns
Data privacy & information security
Wendy’s respects the privacy of the people and 
organizations we work with. We are committed to 
protecting the personal information we collect 
or receive about our customers, employees, 
franchisees and other business partners. Wendy’s 
privacy policy makes these practices transparent 
to everyone, including what kinds of information we 
collect and how we use it, the options people have 
in providing information to us and our commitment 
to protecting privacy.
Wendy’s maintains a comprehensive cybersecurity 
program, led by our Chief Information Security 
Officer and dedicated team that directs, 
coordinates, plans and organizes information 
security activities throughout the Company. This 
includes daily activity as well as annual mandatory 
training sessions for Company employees. 
Wendy’s also manages another program focused 
on international and domestic data privacy and 
information protection compliance. Accuracy and 
verification are an important part of responsible 
data practices, and we account for those in our 
security and privacy protocols.
Governance
We adhere to the Center for Internet Security (CIS) 
Critical Security Controls Framework in designing 
and operating our controls. We undergo an annual 
assessment by CIS to track the maturity of our 
program. We also submit to multiple annual external 
assessments against the Payment Card Industry 
Data Security Standard (PCI DSS).
Several dedicated teams of specialists within our 
Information Security Department routinely conduct 
internal and external vulnerability and penetration 
assessments in accordance with both PCI DSS and 
industry-accepted practices. We regularly conduct 
tabletop exercises and incident response plan testing 
to evaluate our incident response capabilities.
Wendy’s is active in the information security 
community. We are a core member of the Retail 
and Hospitality Information Sharing and Analysis 
Center, which represents more than 200 companies 
in retail, restaurant, hotel, gaming, casino and other 
consumer-facing industries. As a member, Wendy’s 
benefits from real-time collaboration, industry-
specific benchmarking, threat intelligence reports 
and analysis, industry-relevant committees and 
working groups, and numerous training, education 
and networking opportunities.

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FOOD GOALS AND PROGRESS
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
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FOOD SAFETY
FOOD QUALITY AND INNOVATION
RESPONSIBLE SOURCING
Delivering high-quality food, transparently
FOOD

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FOOD GOALS AND PROGRESS
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
Food goals and progress
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FOOTPRINT
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Animal Care Standards Program: 
Evaluated about 30 suppliers spanning 
90 facilities across our beef, pork, chicken 
and egg supply chains, helping us benchmark 
performance and identify trends and areas 
for improvement
Sow housing: 
Achieved our 10-year goal to transition our 
pork supply chain in the U.S. and Canada away 
from sow gestation stalls in favor of open pen 
or group housing for confirmed pregnant sows
Supplier engagement and auditing: 
Conducted and reviewed about 775 audits, 
including a mix of Wendy’s-led and third-party 
audits, in the U.S. and Canada as part of our 
food safety and quality programs
Responsible sourcing: 
Identified approximately 140 suppliers in 
scope for the program, established the 
criteria we will use to measure progress 
and enlisted a technology partner to aid in 
assessing supplier performance
Food safety: 
Completed more than 11,500 global Food 
Safety Assessments at Wendy’s restaurants 
this year
Food quality and innovation: 
Developed and launched 13 new menu items 
in the U.S., including new and returning 
seasonal favorites and launched the new 
breakfast daypart in Canada

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FOOD GOALS AND PROGRESS
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
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Setting the scope
A major step in program activation involved outlining which 
suppliers fall within the scope of the program, including 
those who:  
•	 Supply at least one product included in a Wendy’s 
top 10 priority food category 
•	 Control or influence manufacturing for at least one 
product in a Wendy’s top 10 priority food category 
•	 Exceed an annual threshold in global spending 
with Wendy’s
 
We have identified about 140 in-scope suppliers, and we have 
begun to engage them in the program. We also plan to conduct 
an annual review of program eligibility so that relevant suppliers 
are notified and can be engaged. 
Solidifying the criteria 
One of the more complex aspects of our work to date has 
been establishing the specific criteria we will use to measure 
performance and progress toward our responsible sourcing 
goal and establishing our baselines and roadmap toward our 
goal in each category. This is especially true for the priority food 
categories for which established frameworks and certifications 
do not exist. In these cases, we have and will continue to engage 
industry associations, subject matter experts, our Animal Welfare 
Council and NGOs to further refine applicable standards. 

The responsible sourcing program criteria, which is summarized 
on the following page, will require our in-scope suppliers to: 
	
→Participate in the risk-based ESG disclosure and audit 
program, which includes: 
•	
Participation in EcoVadis sustainability performance 
assessments and demonstration of continuous 
improvement
•	
Submission of audit findings and summary reports from 
approved audit protocols, if requested 
	
→Acknowledge and comply annually with the Wendy’s 
Supplier Code of Conduct
	
→Demonstrate greenhouse gas (GHG) emissions reduction 
	
→Demonstrate progress against specific criteria pertaining 
to the relevant top 10 priority food category they supply, 
with a goal of achieving the criteria by 2030
As we work toward our responsible sourcing goal, we will 
improve the ways we source our ingredients, engage with our 
suppliers and demonstrate accountability for ethical business 
practices, sustainability and social responsibility. Since 
announcing the goal in 2021, we’ve been working diligently 
to lay the groundwork for the changes the goal requires, 
including engaging suppliers and establishing measurable 
baselines, and we are now putting that progress into action.
Responsibly source our top 10 
priority food categories by 2030 
in the U.S. and Canada
GOAL
Implementing the program 
In 2021, we convened a responsible sourcing working group 
to drive progress, including establishing boundaries for each 
of the priority food categories to identify the products on our 
menu included in each category, determining potential focus 
areas for each, and specifying the metrics we plan to use to 
evaluate continuous improvement with our suppliers and allow 
Wendy’s to demonstrate progress to the goal. In 2022, we built 
on this foundation by defining which suppliers fall within scope 
for this program and solidifying the topics into specific criteria 
to measure success for each priority food category. We also 
used EcoVadis ratings and scorecards to assess supplier data to 
demonstrate alignment and advancement toward our responsible 
sourcing goal.

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A L L  S U P P L I E R S  I N  S C O P E
C AT E G O R Y  S P E C I F I C
IMPROVE 
OPERATIONAL 
SUSTAINABILITY2
DEMONSTRATE 
CERTIFIED-
SUSTAINABLE 
SOURCING2
PROVIDE HUMAN 
RIGHTS ASSURANCE
ANIMAL CARE 
STANDARDS 
PROGRAM 
PROGRESSION
ACHIEVE 
ANTIBIOTICS GOAL
EXAMPLES OF CERTIFICATIONS / FRAMEWORKS3
PROTEINS
Beef
Beef for hamburger patties
•
•
•
•
U.S. Roundtable for Sustainable Beef, Canadian Roundtable for 
Sustainable Beef, Global Roundtable for Sustainable Beef 
Chicken
Filets for chicken sandwiches and 
white meat chicken included in nuggets
•
•
•
U.S. Roundtable for Sustainable Poultry & Eggs
Pork
Pork products including bacon 
and sausage
•
•
•
Food Alliance Certification
Dairy
Frosty, milk and cheese 
•
•
FARM, ProAction, Sustainable Dairy Initiative
Eggs
Shell eggs 
•
•
U.S. Roundtable for Sustainable Poultry & Eggs
PRODUCE
Fresh Tomatoes and 
Lettuce / Leafy Greens
•
Farm Sustainability Assessment, Field to Market, 
SMETA 4 Pillar, SA8000
Potatoes
Fries, baked and seasoned potatoes
•
•
Potato Sustainability Alliance
OTHER
Beverages
Cold drinks, coffee and tea
•
•
Sugar: Bonsucro, 
Coffee & Tea: Rainforest Alliance, Fair Trade
Buns and Bakery
Wheat, oils and sweeteners in buns 
and bakery products
•
•
Wheat: Farm Sustainability Assessment
Oils: Roundtable on Sustainable Palm Oil, Round Table on 
Responsible Soy Association, U.S. Soy Sustainability Assurance 
Protocol
Sugar: Bonsucro
Oils 
Fryer oil/shortening, dressings, 
margarine
•
•
Roundtable on Sustainable Palm Oil, Round Table on Responsible 
Soy Association, U.S. Soy Sustainability Assurance Protocol
FOOD GOALS AND PROGRESS 
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
2030 Responsible Sourcing Program 
criteria for the U.S. and Canada
•	 Acknowledge and comply with 
Supplier Code of Conduct 
•	 Participate in the disclosure and audit program​
•	 Demonstrate GHG emissions reduction
2	Where indicated, industry certifications and frameworks are required to demonstrate achievement of criteria ​
3	Example certifications and/or frameworks are noted; others may be submitted for review / approval by Wendy’s​

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Responsible sourcing
Assessing performance
Another critical component of our work has been enlisting 
a technology partner to help us measure progress. In 2022, 
we began working with EcoVadis to conduct individual annual 
sustainability performance assessments of our in-scope 
suppliers. The information we gain will help us evaluate our 
suppliers against our specific responsible sourcing criteria 
as well as broader, industry-wide indicators. The visual below 
summarizes the topics EcoVadis uses to assess various 
suppliers and industries. 
 
Our suppliers’ participation in EcoVadis will allow us to recognize 
where they stand on their sustainability journeys, help us 
benchmark our performance against our peers’ progress and 
hold Wendy’s accountable to advance progress toward our 
responsible sourcing goal. In conjunction with these efforts, we 
are also in the process of building out the tools we will use to 
manage supplier participation and performance.
Actions to date 
•	 ~50% of in-scope suppliers have been invited to 
participate, with the remaining in-scope suppliers to be 
invited in 2023, including select raw material suppliers 
•	 Approximately 70% of those invited have engaged, 
meaning the supplier is already in the process of or has 
completed its EcoVadis assessment 
Driving progress  
Looking ahead, we plan to begin reporting against category-
specific responsible sourcing criteria, based on supplier 
disclosures, in 2024. We also plan to explore place-based 
pilot programs tailored to local and/or regional ecosystems 
in priority focus areas, such as emissions reduction in the 
agriculture supply chain, with select suppliers, NGOs and 
industry organizations.
ENVIRONMENT
SOCIAL
ETHICS
SUSTAINABLE PROCUREMENT
•	 Energy Consumption & GHGs
•	 Water
•	 Biodiversity
•	 Local & Accidental Pollution
•	 Materials, Chemicals, & Waste
•	 Product Use
•	 Product End-of-Life
•	 Customer Health & Safety
•	 Environmental Services 
& Advocacy
•	 Employee Health & Safety
•	 Working Conditions
•	 Career Management & Training
•	 Child Labor, Forced Labor 
& Human Trafficking
•	 Diversity, Discrimination 
& Harassment
•	 External Stakeholder 
Human Rights
•	 Corruption
•	 Anticompetitive Practices
•	 Responsible Information 
Management
•	 Supplier Environmental 
Practices
•	 Supplier Social Practices
Beef is one of our most complex top 10 priority food 
categories with the greatest potential for impact. In 2022, 
Wendy’s engaged The Nature Conservancy (TNC), a global 
environmental nonprofit, to help shape the responsible 
sourcing program for Wendy’s beef. As part of the project, 
TNC provided recommendations on sourcing criteria, 
certification programs, ways to engage suppliers and 
thoughts on how to scale our program. As members of the 
U.S. Roundtable for Sustainable Beef and the Canadian 
Roundtable for Sustainable Beef, we look forward to 
continuing to collaborate to scale the availability of 
sustainable beef. 
Wendy’s is among the latest businesses to set an 
industry example for sourcing of responsibly produced 
beef by committing to goals, defining criteria and 
making plans for action. We are excited that they are 
taking a multi-pronged approach to advancing their 
goals in their own supply chain and across the industry. 
We expect that Wendy’s actions will make a lasting 
difference for conservation, climate and the business 
of producing beef.
- WILLIAM BURNIDGE, DEPUTY DIRECTOR, REGENERATIVE GRAZING 
LANDS STRATEGY, NORTH AMERICA AGRICULTURE PROGRAM
Engaging The Nature Conservancy for a better view 
of beef sourcing 
E C O V A D I S  A S S E S S M E N T  T O P I C S

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Wendy’s Animal Care Standards Program 
continues its progress
Animal care is a vital component of our commitment 
to responsible sourcing, and the Wendy’s Animal Care 
Standards Program (ACSP) is the cornerstone of that effort. 
In partnership with our Animal Welfare Council, Wendy’s has 
continued to implement the ACSP, which uses a detailed 
assessment tool to evaluate standards and practices within 
our protein supply chain. By the end of 2024 in the U.S. and 
Canada, Wendy’s aims to have a comprehensive accounting 
of animal welfare practices for beef, pork, chicken, eggs and 
dairy through this program. The findings will allow us to better 
monitor farm conditions and animal care, quantify the results, 
identify best practices and better recognize progressive 
suppliers for their efforts. 
While we’ve long conducted animal welfare audits to monitor, 
verify and evaluate proper animal handling, we are now 
cataloging the animal welfare practices across our key proteins 
through the ACSP and working to gain greater visibility further 
back within our supply chain in the process. A snapshot of our 
progress toward our vision of greater visibility is included in the 
graphic to the right. 
EGGS
Pullet Farm
Laying Hen 
Farm
Breeder
Hatchery
Plate
CHICKEN
Growout
Plant
Breeder
Hatchery
Plate
BEEF
Feedlot
Plant
Cow/Calf
Backgrounder/
Stocker
Plate
PORK
Finishing
Plant
Breeding/
Farrowing
Nursery
Plate
DAIRY
Breeding/
Calves
Dairy
Plate
The broiler chicken industry is 
almost completely vertically 
integrated, meaning in most cases 
the production companies own 
and operate each part of the life 
cycle at their own facilities.
The egg layer industry is 
moderately integrated. Most 
production companies do not 
own their own breeder stock.  
The beef industry is very 
decentralized, with each part 
of the life cycle independently 
owned and operated.  
The pork industry is moderately 
integrated, with some production 
companies owning and operating 
each part of the lifecycle while 
others do not.
The dairy industry is very 
decentralized, comprised of 
many independent owners and 
regional co-ops throughout the 
life cycle.  
INDUSTRY OVERVIEW
SUPPLY CHAIN
Responsible sourcing
I N C R E A S I N G  S U P P LY  C H A I N  V I S I B I L I T Y  T H R O U G H  A N I M A L  C A R E  S TA N D A R D S 
P R O G R A M  ( A C S P )  I M P L E M E N TAT I O N  I N  T H E  U . S .  A N D  C A N A D A
Greater or full visibility at this stage
Partial or no visibility at this stage

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Key findings
In 2022, we evaluated approximately 30 suppliers to 
benchmark performance and identify trends and opportunities 
for improvement across the key focus areas of animal 
management programs; animal health; physical alterations and 
animal husbandry, housing and slaughter, with more details 
about each available on our website. As part of this process, 
we collaborated with each supplier to discuss their program 
and results in detail, and as a follow-up, we plan to blind-share 
data across suppliers to further share learnings and areas for 
continuous improvement. 
Suppliers who go above and beyond
One of the key benefits of the ACSP is that it allows us to 
better identify progressive practices across the four key 
areas we assess, which are detailed on our website. We 
consider progressive and innovative practices to be those 
that seek to improve upon the ways animals are raised 
today, exceeding regulatory standards as well as what are 
considered current industry best practices. For example, 
within our Animal Husbandry, Housing and Slaughter 
focus area, one of our Canadian chicken suppliers uses 
Controlled Atmosphere Stunning (CAS) as the means of 
rendering chickens insensible to pain before processing. 
Within our animal management program focus area, 
several of our U.S. chicken suppliers have continued to 
invest in internal research capabilities, including building 
dedicated chicken research houses, that enable them 
to study feed, housing conditions and enrichments and 
measure key animal welfare outcomes.
Tracking antibiotic use
By the end of 2030, our goal is that 100% of our U.S. and 
Canadian beef, chicken and pork will be sourced from suppliers 
that prohibit the routine use of medically important antibiotics. 
In the U.S., we have already achieved 100% of our goal within 
our chicken supply chain. 
Through the ACSP, we gained a greater sense of the scope of 
antibiotic use within our chicken supply chain and the tools 
and practices that enabled our U.S. chicken suppliers to meet 
our goal. This included leveraging custom blends of probiotics 
and essential oils and strictly adhering to daily management 
practices that support overall bird health. As it relates to beef 
and pork, we are seeing some supply chain partners innovating 
in this area, but overall, there is a lot of needed progress yet 
to be made. Wendy’s largest beef producer consortium is 
conducting a series of studies on the most commonly used 
antibiotic for cattle feeding strategies. The results will enable 
cattle producers to make science-based decisions regarding 
the judicious use of antibiotics. Through the ACSP, we are 
working to increase our visibility into these more complex 
and decentralized supply chains in order to better establish 
baselines and set strategies for achieving our goal.
Responsible sourcing
4	 All suppliers across all categories and species must meet or exceed regulatory standards.
ANIMAL MANAGEMENT PROGRAMS
ANIMAL HEALTH
MEETS REGULATORY 
STANDARDS4
PROGRESSIVE AND
INNOVATIVE PRACTICES
PHYSICAL ALTERATIONS
ANIMAL HUSBANDRY,
HOUSING AND SLAUGHTER
SPECIES AVERAGE SCORE
Layers
Broilers
Beef
Pork
Scoring Range

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Responsible sourcing
In addition to continuing to implement the Wendy’s Animal Care Standards Program and broader responsible sourcing 
program, we progressed within our priority food categories:   
Sustained progress across priority food categories in 2022
Produce 
We work to bring freshness, peak quality and great flavor 
to every item on our menu, and produce is an area of 
continued focus. In 2022, we marked four full years 
of exclusively providing greenhouse-grown tomatoes 
to Wendy’s restaurants in the U.S. and Canada and 
our second full year of sourcing greenhouse-grown 
lettuce for salads and sandwiches in Wendy’s Canadian 
restaurants. 
Coffee 
In alignment with our responsible sourcing program and 
criteria, the coffee served in Wendy’s U.S. and Canadian 
restaurants is sourced from certified-sustainable 
suppliers, which meet comprehensive standards for 
environmental stewardship and improved farmer 
livelihoods at the time of delivery to Wendy’s.
Pork 
Wendy’s met the 10-year goal we set to transition our 
pork supply chain in the U.S. and Canada away from sow 
gestation stalls, in favor of open pen or group housing, 
for confirmed pregnant sows. 
Innovating today, for tomorrow
In early 2023, Wendy’s began testing greenhouse-grown 
spring mix salad greens for the U.S. from AppHarvest, a 
certified B Corp and Public Benefit Corporation that is 
working to create quality jobs and prosperity in the heart 
of Appalachia, as well as contribute to a climate resilient, 
domestic food supply.
Beef 
In 2018, Wendy’s began partnering with Progressive 
Beef, an innovative animal care and sustainability 
program built on industry-leading best practices and 
third-party verification. In 2022, we continue to see 
participation in the program among our beef suppliers, 
with about half of our U.S. beef supply coming from 
Progressive Beef-certified feed yards.

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Implementing Wendy’s Food Safety 
Assessments program  
In 2022, we continued our enhanced Restaurant Food Safety 
Assessments (FSAs) program in partnership with EcoSure®, 
a public health, food safety and brand protection division of 
Ecolab®. These assessments help Wendy’s restaurant operators 
around the globe build food-safe behaviors and adhere to best-
in-class food safety and operational procedures while noting 
areas for continued improvement and education.
Through the FSAs program, restaurants are evaluated and 
scored on their performance against food safety and critical 
risk factors. Restaurant teams are then given tools to address 
any needed corrective actions and receive follow-ups by our 
quality assurance team as needed to coach and train. As a 
result, we are seeing stronger relationships develop and better, 
more consistent food safety results.  
This year, Wendy’s:  
•	 Conducted more than 11,500 global FSAs at Wendy’s 
restaurants across the globe
•	 Achieved an overall score improvement since we launched 
the program in 2021 and doubled the number of scores 
rated exceptional or better in that same period
We embed food safety throughout our quality assurance 
(QA) processes, procedures and equipment—from auditing 
our suppliers’ farms and facilities to setting standards for 
our Company and franchised restaurants around the globe. 
We also look for ways to continually accelerate food safety 
innovation and education. 
Building out our end-to-end data platform: 
WeSafe
For the past several years, Wendy’s has invested in WeSafe, an 
innovative platform designed to help streamline data tracking 
in our supply chain as part of our food safety and QA program. 
In 2022, we added additional partners and data streams 
to expand the scope of the data we track from supplier to 
customer, and we now employ WeSafe as our risk assessment 
platform to help us monitor, assess and address food safety 
and quality risks throughout that journey. This year, we tracked 
nearly 10 million data points across all major Wendy’s food 
products, with data spanning:  
	
→Third-party plant audits 
	
→Plant production data and audits 
	
→Shipping trailer temperatures 
	
→Analytical laboratory results and weekly product cuttings 
	
→Wendy’s plant certification audits 
	
→Microbiological results 
	
→Feedback from customers, distribution centers and 
restaurant operators 
	
→Animal Care Standards Program evaluations 
	
→Animal welfare audits 
	
→Specification management system inputs and validations 
 
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Adding augmented reality smart glasses to our 
QA toolbox
In 2021, we joined forces with TeamViewer (formerly NSF 
EyeSucceed) on a pilot program to support food safety 
and QA practices and oversight with augmented reality 
smart glasses. Wendy’s suppliers and distribution centers 
in the U.S. and Canada tried the new tools, and some 
restaurant team members also used them for remote 
training and education. 
In 2022, we bought more smart glasses and upgraded the 
TeamViewer initiative from a pilot to a standard part of 
our QA program. Now, we use the technology for a wider 
variety of purposes—conducting product evaluations in our 
labs, leading remote guided trainings and for one-on-one 
communication during remote audits and assessments. 
Smart glasses with augmented reality capabilities will not 
replace in-person visits, but they extend our reach and help 
strengthen our relationships with supplier partners and 
restaurant operators. We will continue to look at ways to 
expand the program in the future.

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Expanding food safety education and training  
The importance of reinforcing and continually enhancing 
our food safety culture is why we invested in new training 
and education opportunities, including in-person, hands-on 
training, added field-based restaurant QA team members 
to provide more localized support and expanded our global 
food safety team internationally. We also sought additional 
occasions outside of regular training and assessments to share 
educational materials with our employees, restaurant team 
members and franchisees, and recognized the work everyone 
does collectively in this critical area. 
Key 2022 highlights included: 
•	 Revising the questions in our food safety certification, 
which is an online course through Wendy’s training 
platform, WeLearn, that every new Company and franchise 
employee must complete within the first two weeks of 
onboarding, to align closely with the FSAs program after it 
was introduced
•	 Leveraging field-based QA teams to conduct in-restaurant 
food safety workshops, which have translated to improved 
FSAs results; these trainings are also available online for 
remote learning and education
•	 Celebrating World Food Safety Day (June 7) throughout the 
month of June via informative articles written by Wendy’s 
experts about food safety risks and opportunities, and 
regular coaching about the tools available to team members
•	 Supporting “train the trainer” opportunities for team 
members so they can be better equipped to share expertise 
with others. For example, our QA team attained ServSafe 
“train the trainer” certification, and we conducted training 
for franchisees’ field trainers to bring increased food safety 
awareness and management in the Asia-Pacific, Middle 
East and Africa region
Ecolab
This year, Ecolab, through its EcoSure program, helped 
Wendy’s complete more than 11,500 FSAs at Wendy’s 
restaurants across the globe, helping instill best-in-class 
practices and strengthen our culture of food safety at 
restaurants. That’s one of the reasons why Ecolab is the 
2022 recipient of Wendy’s Good Done Right Award, which 
recognizes suppliers who exemplify a commitment to 
enhancing Wendy’s corporate responsibility pillars of 
Food, People and Footprint.  
Beyond supporting Wendy’s food safety efforts, Ecolab, 
which also provides cleaning supplies to Wendy’s, 
has helped remove more than 630,000 plastic gallon 
bottles from cleaning materials a year from our System 
through proactive back-of-house packaging changes. 
This represents approximately 187,000 pounds of plastic 
and 70,000 pounds of corrugate. It is also a generous 
supporter of Wendy’s signature charity partner, the Dave 
Thomas Foundation for Adoption.   
In addition, two valued partners received Honorable 
Mentions as part of the Good Done Right Award. 
	
→Sysco, one of our largest distributor partners in the 
U.S. and Canada, recently announced the creation 
of a solar farm in Canada to help it reach its global 
goal of reducing carbon emissions by 27.5% by 2030.
	
→Mother Parkers Tea & Coffee partners with 
Wendy’s to source certified-sustainable coffee 
to our restaurants in Canada. Mother Parkers is 
also committed to combatting climate change, 
reducing emissions, restoring forests and 
supporting communities.
Food safety

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Kicking off in February 2022, our Crispy Panko Fish Sandwich 
made a limited-time appearance, featuring Wild Alaskan Pollock 
from the world’s largest certified-sustainable fishery. Soon 
after that offer concluded, our Summer of Strawberries began, 
featuring the Strawberry Frosty, the Strawberry Chicken Salad 
and a kids’ meal side of fresh strawberries. In May, we launched 
breakfast in Canada, inviting Canadians to wake up to the bold 
flavor of innovation and fresh-made, high-quality ingredients 
they have come to expect from us. Other notable breakfast 
menu items included the introduction of French Toast Sticks in 
the U.S. and Canada and the return of the popular Hot Honey 
Chicken Sandwich as an LTO. Following the summertime hit, 
Strawberry Frosty, the new Peppermint Frosty was introduced 
in the U.S. to celebrate the holidays and continue tapping into 
iconic seasonal flavors. 
Guided by our food vision, Fast Food Done Right, we will 
continue delivering high-quality menu items, while providing 
consumers with choices and the ability to customize items to 
meet their lifestyle needs. 
Fueling fast food forward 
Wendy’s vision for the food we serve is specific and demanding: 
Our food is Real, Fresh, Craveable, Forward-Leaning and 
Doesn’t Cost a Fortune. Fast Food Done Right is a standard we 
hone every day at the Restaurant Support Center and in our 
restaurants across the globe. In 2022, we delivered our vision 
through the development and launch of 13 new menu items, 
including new and returning seasonal favorites and limited-time 
offers (LTOs). A few examples follow. 
 
Food quality and innovation
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Inside the test kitchen
Fast Food Done Right remains at the core of our culinary 
team’s work, as we test and create new menu items. We 
keep our customers at the forefront of our development 
with craveable options that are easy to prepare for our 
crew. In 2022, we celebrated several victories in pushing 
flavor with forward-leaning menu items, including: 
	
→Launching our first major breakfast innovation 
menu item, Homestyle French Toast Sticks, which 
have quickly become a momentum driver for the 
morning daypart. 
	
→After introducing our highly rated Hot & Crispy Fries in 
2021, we were able to explore various topping options, 
including the launch of Garlic Fries. We completed 
roughly 22 iterations of Hot and Crispy Garlic Fries, 
including both sauce and dry seasoning versions before 
we found the perfect recipe.
In 2023, we’re not going to shy away from high-impact 
flavors on our menu. To continue to deliver what we 
know Wendy’s fans crave, our team brings a variety of 
backgrounds from food science, animal science, nutrition 
and biology to formal chef training. Together, Vice 
President of Culinary Innovation John Li and his team 
bring forward best practices and bold flavors to our menu 
of iconic items and new additions.

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WORKPLACE
COMMUNITY
Fostering more equitable workplaces and communities 
PEOPLE

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People goals and progress
Awards and recognition: 
	
→QSR Magazine: Best Restaurant Brands 
to Work For
	
→Forbes: World’s Best Employers 2022 list
	
→Human Rights Campaign (HRC): Best Place 
to Work for LGBTQ+ Equality according to 
the HRC’s Corporate Equality Index, scoring 
a 100% for the third year in a row
	
→Engage for Good’s Halo Awards: 
2023 consumer donation finalist for 
the 2022 “Wendy’s Frosty Treats Warm 
Hearts Campaign” 
Supporting foster care adoption: 
Broke in-restaurant fundraising records with 
more than $8.2 million raised5 across the 
Wendy’s System through Boo! Books sales, 
benefitting the Dave Thomas Foundation 
for Adoption, which celebrated its 30th year 
of helping find forever families for children 
waiting in foster care. 
Diversity, Equity 
and Inclusion: 
Increased the diversity 
of representation 
among management and 
leadership at the Company, 
and, for the first time, 
received recognition from 
McKinsey & Company and 
LeanIn.org’s 2022 Women 
in the Workplace Study for 
meeting all recommended 
DE&I actions
Expanded employee support: 
Introduced a new Employee Resource Group, 
GiveCare, to support employee caregivers  
Franchisee recruitment: 
Nearly doubled new, approved franchise 
candidates entering the Wendy’s System, 
compared to the prior year, through 
our new franchisee recruiting initiative, 
Own Your Opportunity
5	 At participating U.S. Wendy’s restaurants. 85¢ of every $1 coupon book sold from 9.5.2022 - 10.31.2022 benefited the Dave Thomas Foundation for Adoption.

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To support these areas, we have developed a multi-year 
strategy focused on education, training, recruitment, hiring, 
talent development and retention. This includes:
•	 Actively monitoring and reporting on current demographic 
data by gender, race and ethnicity   
•	 Expanding our recruiting efforts to include educational 
institutions known for having a strong, diverse talent pool  
•	 Continuing to offer training and development in this area, 
including on allyship and mitigating unconscious bias   
•	 Leveraging our Employee Resource Groups (ERGs)
Diversity, Equity and Inclusion 
We know that to have a culture in which our employees 
feel empowered to be their true, authentic selves at work 
requires a partnership at all levels of our organization. The 
Company’s senior leaders and Board of Directors play 
a pivotal role in defining our DE&I goals and guiding our 
efforts to achieve them. Our Office of Diversity, Equity and 
Inclusion serves as a resource for education, training and 
initiatives to support all employees.
Our DE&I focus areas:   
•	 Increase representation of women in leadership   
•	 Increase diverse representation in management and 
leadership   
•	 Understand and address what has been referred to as the 
“broken rung” of leadership    
•	 Increase representation of diverse and women-owned 
franchisees   
•	 Continue to drive diversity on the Board of Directors 
PEOPLE GOALS AND PROGRESS
WORKPLACE
COMMUNITY
Our vision is to become the world’s most thriving and beloved restaurant brand. We rely on the diverse 
perspectives of our people at all levels to make us stronger as an organization. Progress toward our vision is only 
possible when our people, our franchisees and our partnerships reflect the diversity of the communities we serve. 
– DR. BEVERLY STALLINGS-JOHNSON, CHIEF DIVERSITY, EQUITY AND INCLUSION OFFICER
There are many roles at Wendy’s, and we want each one to 
offer satisfaction, respect and a chance to grow. In 2022, 
we continued to demonstrate our intent to be an employer 
of choice. We made progress against our Diversity, Equity 
& Inclusion (DE&I) focus areas, continued supporting 
flexible work arrangements for field and restaurant support 
employees and introduced new initiatives to support 
our employees’ well-being. To make the most of career 
opportunities for employees at all levels, we enhanced our 
training offerings with new, supportive resources.
 
Workplace
6
Wendy’s aims to increase 
the representation of 
underrepresented populations 
among our Company’s leadership 
and management, as well as the 
diversity of our franchisees. 
GOAL
6 Unless otherwise expressly stated, this section is limited to Wendy’s Company employees, not franchisees or their employees.

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PEOPLE GOALS AND PROGRESS
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ETHNICITY
GENDER
NUMBER
2 OR MORE
NATIVE 
HAWAIIAN 
/ OTHER 
PACIFIC 
ISLANDER
AMERICAN 
INDIAN OR 
ALASKA 
NATIVE
ASIAN
BLACK
HISPANIC 
OR LATINX
WHITE
WOMEN
MEN
EMPLOYEES
0%
NC
<1%
NC
1%
NC
2%
-1%
34%
+6%
39%
+2%
24%
-7%
53%
-4%
47%
+4%
11,050
+50
RESTAURANT CREW MEMBERS
VS. 2020
0%
NC
1%
NC
3%
+1%
3%
-1%
29%
+6%
36%
NC
28%
-7%
68%
+1%
32%
-1%
2,400
+300
RESTAURANT MANAGEMENT
VS. 2020
0%
NC
1%
NC
<1%
NC
4%
+2%
12%
+1%
11%
+2%
72%
-6%
53%
+1%
47%
-1%
900
+150
MANAGERS & PROFESSIONALS
VS. 2020
0%
NC
0%
-1%
1%
+1%
6%
+1%
7%
+2%
9%
+3%
77%
-6%
36%
+6%
64%
-6%
150
NC
COMPANY LEADERSHIP (DIR+)
VS. 2020
<1%
NC
<1%
NC
1%
NC
2%
-1%
32%
+6%
36%
+1%
28%
-6%
55%
-3%
45%
+3%
14,500
+500
ALL COMPANY EMPLOYEES
VS. 2020
2022
Diversity
Building an inclusive workplace
As Wendy’s continues our DE&I journey, we are proud of the 
progress we have made to educate Company leaders, increase 
representation from diverse groups and create an environment 
where employees feel included and engaged.
According to our recent Voice of Wendy’s engagement survey, 
94% of Company employees who participated in the survey 
across our restaurant and support team locations “agree” 
or “strongly agree” with the statement that “diversity is valued 
at Wendy’s.” We also asked employees to list three to five 
words that describe our Company’s culture today. One of the 
words most frequently used by Company corporate employees 
was “inclusive.”
Once again, this year we collaborated with McKinsey & Company 
and LeanIn.org on a survey for Company employees which 
allowed us to benchmark our results against other companies, 
identify our strengths and development areas to address and 
track our progress over time. The Women in the Workplace 
Study, the largest study of women in corporate America, 
included data from more than 333 companies employing 
more than 12 million people. Our results demonstrated that 
out of 39 categories comparing HR policies, programs and 
DE&I practices, Wendy’s met all recommended actions, 
outperforming our peers across multiple categories and 
showing tremendous improvement since we first began 
participating in the Women in the Workplace Study in 2018.
Training
In May 2022, we launched a new training resource, GlobeSmart®, 
a cross-cultural and inclusion learning platform, to provide all 
Company corporate employees with user-friendly resources 
and learning opportunities that can help educate on cultural 
differences that may be relevant in the workplace and help to 
equip employees to make stronger cross-cultural connections 
and relationships both internally and externally. GlobeSmart has 
various resources and materials that are aimed at helping to bridge 
work style, communication and cultural differences, all of which we 
believe will further support our teams in creating and maintaining 
an inclusive culture. We also introduced a new training program 
available to Company leaders and hiring managers focused on 
further developing capabilities around the hiring process, including 
strategies for mitigating unconscious bias. 
Recruitment and hiring efforts 
An important part of our workforce strategy is our partnership 
with the Thurgood Marshall College Fund (TMCF). As a key 
sponsor of TMCF’s Leadership Institute conference, which 
hosted more than 400 students from 47 historically black 
colleges and universities (HBCUs), we participated in the 
organization’s career fair and hosted career sessions for 
attending students.  
During the summer, we were fortunate to welcome another 
diverse class of interns to the Wendy’s family, both virtually and 
in-person in Dublin, Ohio. While focusing on individual projects, 
they all had the opportunity to learn more about Wendy’s, learn 
new skillsets, build connections and support one another’s 
professional development. 
  
Workplace
This chart covers Wendy’s Company employees across our global presence in 2022, except the race and ethnicity 
information, which reflects U.S. employees only. 
R E P R E S E N TAT I O N  B Y  G E N D E R ,  R A C E  &  E T H N I C I T Y

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Talent development and retention  
We strive to demonstrate Wendy’s DE&I values as part of the 
employment experience. Each new restaurant support hire 
receives a welcome letter from Dr. Beverly Stallings-Johnson 
as part of their onboarding, which reinforces the Company’s 
commitment to DE&I and shares resources for joining ERGs. 
To create opportunities for education and to build allyship 
with employees and franchisees across the globe, Wendy’s 
collaborated with Company employees from all different 
backgrounds and cultures to build a robust calendar of 
culturally significant events, which are recognized in our daily 
email newsletter.
Wendy’s had strong representation from both women and allies 
at the 2022 Women’s Foodservice Forum (WFF) Leadership 
Conference, which focused on leadership topics for women in 
the foodservice industry. Extending beyond the conference, 
attendees have access to the WFF Connect member 
community, which offers unique learning resources and career 
development guidance tailored to advancing women in the food 
industry. The Company was also able to offer WFF memberships 
to additional employees sourced through our ERGs.
Franchise recruitment 
In 2022, Wendy’s made bold moves to increase 
underrepresented populations within the franchisee 
candidate pipeline and create expanded restaurant ownership 
opportunities for all. 
Own Your Opportunity 
Wendy’s launched a new franchise recruitment 
initiative, Own Your Opportunity, to create 
more franchise ownership pathways for 
entrepreneurs, including underrepresented populations 
such as women and people of color. Through the Own Your 
Opportunity initiative, Wendy’s:
•	 Lowered liquidity and net worth requirements for all new 
franchise applicants 
•	 Expanded financing opportunities with three preferred U.S. 
lenders: City National Bank, Huntington National Bank and 
Wintrust Franchise Finance
•	 Introduced new restaurant formats that carry a lower 
initial financial commitment
By removing traditional barriers to franchise ownership, we aim 
to attract new candidates to the Wendy’s System, including 
diverse candidates. Today, new approved franchise candidates 
entering the Wendy’s System have nearly doubled, compared 
to the prior year, representing an increase of approximately 
10% of Wendy’s total franchise base. 
Our commitment to pay equity
Consistent with our policies and values, the Company 
is committed to an equitable approach to our pay 
practices. As part of our ongoing commitment, we 
signed The Columbus Commitment Pledge created 
by the Columbus Women’s Commission. The pledge 
is a voluntary, employer-led initiative to further 
education, innovation and information sharing with 
other organizations in Columbus, Ohio to help support 
equitable pay practices.
Workplace

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Supporting employees  
Wendy’s regularly adjusts compensation and benchmarks our 
benefit program offerings to keep pace with industry standards 
at all Company employee levels. We also offer a variety of 
resources to support our Company employees both while at 
work and beyond.
Employee Resource Groups   
Wendy’s maintains and supports ERGs which help create 
forums for learning and inclusion, each with an executive 
sponsor from our senior leadership team. These employee-
led groups heighten our opportunities to celebrate diverse 
backgrounds, empower employees to bring their authentic 
selves to work and offer leadership and professional 
development opportunities. They also allow our leaders to 
actively participate in grassroots mentoring and coaching 
and help deepen connections between our employees and 
the community. Each group holds events and participates 
in programming to further promote its internal mission. 
Additionally, the ERG employee leaders participated in a 
meeting with our Board members to highlight ERG engagement, 
accomplishments and demonstrate their alignment to the 
Company’s DE&I focus areas and impact on helping to create a 
more inclusive culture. 
Facilitating participation in the democratic process  
Ahead of the 2022 midterm elections, we promoted our 
Wendy’s WeVote website to allow users to validate voter 
registration information, preview ballots and find essential 
state-specific election details. The site also includes a 
candidate research feature with easily accessible links to public 
resources for Company employees and franchisees. 
GiveCare 
This new ERG focuses on caretakers for children, siblings, parents, 
partners and/or other family members and aims to provide 
support and a safe space for working caregivers. GiveCare hosted 
a self-care day in November for National Caregivers Month, 
complete with take-home meals, chair massages and yoga.
WeQual 
Wendy’s Equality ERG kicked off Pride Month by hosting the second 
annual Pride Flag Raising at the Restaurant Support Center (RSC) 
in Dublin, Ohio. The Company also supported participation in the 
Columbus Pride March and the Chicago Pride Parade.
WenGen 
Wendy’s Young Professional ERG hosted an Investing 101 
Lunch and Learn in partnership with WeBERG and WeQual 
focused on personal finances and how employees can take 
steps to secure their financial future. The session featured 
Wendy’s employees who shared their experiences with 
investment, real estate, saving and managing their own 
personal finances. 
Wendy’s Cultural Diversity
Wendy’s Cultural Diversity ERG partnered with WeBERG by 
inviting their members to participate in the YWCA Columbus 
21-Day Racial Equity Challenge. The challenge created 
dedicated time and space to build more effective social justice 
habits, particularly those dealing with issues of race, power, 
privilege and leadership. 
WOW
Women of Wendy’s members took part in this year’s Ohio 
Diversity Council Central Ohio Leadership Symposium which 
focused on exploring the ways women can reintegrate, restore 
and reemerge in the workplace.
WeVets 
Wendy’s Veterans ERG supported the Wounded Warriors 
Project by hosting a virtual Carry Forward 5K in which the 
Wendy’s community was encouraged to complete a 3.1 mile run 
while carrying a flag, a weight or another person.  
WeBERG 
In February, Wendy’s Black ERG hosted a conversation
with Junior Bridgeman, an American businessman and 
former professional basketball player, and the Bridgeman 
family, who are current Wendy’s franchisees, on Building 
Generational Wealth.
E M P L O Y E E  R E S O U R C E  G R O U P S
E R G  E V E N T  H I G H L I G H T S
Black 
Employees
(WeBERG)
Military
Veterans &
Families
(WeVets)
Women of
Wendy’s
(WOW)
LGBTQ+
(WeQual)
Young
Professionals
(WenGen)
Care Givers
(GiveCare)
Wendy’s 
Cultural
Diversity

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Workplace
Flex Work Program
We have embraced a flexible work environment to best meet 
the needs of employees and expand our opportunity to attract 
the highest quality talent from a broader candidate pool. In 
2022, the majority of Company restaurant support roles were 
open to remote or hybrid work.
WeCare  
Wendy’s launched the WeCare program in 2017 to offer short-
term financial assistance to team members within the Wendy’s 
System in the U.S., U.S. Territories and Canada who were 
negatively affected by provincial, state or federal-declared 
natural disasters or states of emergency and experienced 
financial hardship. Since 2017, we have awarded nearly 400 
grants totaling more than $150,000. 
In 2022, WeCare distributed more than 110 grants to Wendy’s 
franchise and Company employees across the U.S. and Puerto 
Rico in response to events like flooding in South Carolina and 
Kentucky and Hurricanes Fiona (Puerto Rico) and Ian (Florida).  
2022 details:  
•	 5 weather events supported 
•	 More than 110 grant recipients across both Company and 
franchise restaurants   
•	 Majority of grants given in Puerto Rico and Florida in 
response to Hurricanes Fiona and Ian 
•	 $28,250 in total grant money distributed  
 
Education and training 
Wendy’s offers robust training and development programs to 
help team members achieve their true potential. Our training 
journey is based on a progression — from functional, operational 
training such as sandwich builds to more sophisticated programs 
team. The onboarding experience also helps new employees 
learn about different business functions and encourages 
understanding of the brand in new ways. We plan to continue 
hosting this event several times each year to capture as many 
new employees as possible.
  
WeLEAD  
Our people drive Wendy’s success and help us stand apart. 
We are focused on building a performance-driven culture and 
developing talent at all levels of our organization.  
We all like to think the best of ourselves, but being able to 
say, ‘Am I really great at this, or can I stand to improve, 
and what impact does that have to the business?’ opens 
up the opportunity to truly learn at the highest level. 
–	 FRANCHISE OPERATIONS COACH AND 2022 WeLEAD PARTICIPANT
  
In 2022, we introduced WeLEAD, an intensive small-group 
training program focused on essential leadership skills. WeLEAD 
is intended to kick start individual leadership journeys through 
customized learning experiences rooted in Wendy’s five Leadership 
Success Factors: Inclusive Mindset, Develops Self and Others, 
People Effectiveness, Business-Focused and Results-Driven. The 
curriculum readies participants to make a difference and covers 
to help amplify leadership. In 2022, across the Wendy’s System, 
team members completed nearly 1.7 million hours of training 
globally, including a mix of online and hands-on training in 
restaurants, as well as mandatory food safety standards courses.  
Eligible Company employees can take advantage of additional 
education and training opportunities. These range from virtual 
and in-person courses hosted and/or led by Wendy’s, such 
as the GlobeSmart learning modules, to opportunities to 
participate in third-party industry conferences and trainings. 
Wendy’s also offers a wide variety of training and development 
programs that interested managers can use to invest in their 
own personal and professional development. 
  
Welcome to the Family: Wendy’s new onboarding experience
In 2022, Wendy’s debuted a new Welcome to the Family 
experience: an onboarding event that provides new Company 
employees the opportunity to build connections and learn 
about the Wendy’s brand. Led by the Training and Development 
team, the one-and-a-half-day event for new Restaurant 
Support Center and Field Support team members from all 
over the world provides opportunities to build relationships, 
participate in an immersion session at the Culinary Kitchen and 
have dinner with members of the Wendy’s senior leadership 
As a leader, I see the benefits of Wendy’s flexible work 
program allowing our teams to recruit talent from 
across the country. We have attracted and retained 
some of the best and brightest in the market because 
we allow employees to work either remotely or in a 
hybrid environment. 
- KEVIN VASCONI, CHIEF INFORMATION OFFICER

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Workplace well-being  
As the Company and our communities transitioned from 
pandemic crisis intervention to ongoing prevention and 
protection, we continue to prioritize workplace well-being, 
by reinforcing the expectation that our Company employees 
respect and support their colleagues and take advantage of 
sick time when needed. Across the System, we continue to 
focus on food handling and handwashing through processes 
like reviewing cleaning procedures, maintaining an adequate 
supply of cleaning products at our restaurants and our Annual 
Food Safety Recertification, which all restaurant crew and 
managers System wide are required to complete.  
Mental health in focus  
A focus on mental health in the workplace is critical to employee 
well-being. The Wendy’s Company offers several benefits that can 
help support the health and well-being of our employees.
In 2022, we offered an online training program called Notice. Talk. 
Act. at Work®, developed by the American Psychiatric Association, 
to help people managers effectively navigate difficult situations. 
Notice. Talk. Act. at Work strengthens employees’ knowledge of 
the impact of mental health in the workplace and helps people 
managers be better equipped to: 
•	 First, NOTICE changes that are not typical and may be 
signs of a potential mental health concern,
•	 Second, TALK by checking in and letting the person know 
that you care and 
•	 Third, ACT by connecting a person with available services 
and support.  
Workplace
core learning experiences as well as ones that reflect individuals’ 
interests, all with an emphasis on Wendy’s “people-first” business 
approach. Each six-month WeLEAD program includes both 
corporate and Company restaurant leadership participants who 
were nominated by their functional leadership teams. 
 
Mentoring program
In 2022, we piloted a new mentoring program with mentees 
from our ERGs. In 2023, we will expand the mentoring program 
to include all Company field and restaurant support employees 
to encourage ongoing career advancement. 
 
Supporting well-being  
From enhancements to our paid sick time policy to our flexible 
work policy, over the last several years we have increased 
resources for employees to support their own well-being and 
each other.
For the seventh consecutive year, Wendy’s administered our 
Voice of Wendy’s employee engagement survey for all Company 
employees, with an opportunity for interested franchisees 
to participate as well. In 2022, Wendy’s partnered with a new 
survey vendor to provide restaurant managers and operators 
with more data capabilities, including industry benchmarks 
such as “Best Employer” norms, and actionable insights that 
they can use to help support their efforts to better attract, 
engage and retain employees. 
 


Recognition
We are incredibly proud of the collective and 
individual progress we made throughout the Wendy’s 
System and believe in the importance of celebrating 
our people. In 2022, this included recognizing our 
restaurant teams through platforms like the Top 
General Manager, which honored our System’s best of 
the best for their strong leadership and dedication to 
creating great restaurant experiences.

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Community
Wendy’s Wonderful Kids®
To enrich the people and communities around us, Wendy’s 
and our people share time, donate money and cultivate hope. 
As one example, our System delivered record-breaking in-
restaurant fundraising campaigns to support the work of the 
Dave Thomas Foundation for Adoption, which marked its 30th 
anniversary in 2022. Financial grants through our Community 
Giving Program continue to provide funds for education and 
opportunity, fight hunger and promote equity. The big steps we 
take as a company are mirrored in the everyday commitments 
our people make—often without fanfare— to driving personal, 
local change for the better.
Wendy’s support of the Dave Thomas Foundation 
for Adoption 
Created by Wendy’s founder Dave Thomas who was adopted, 
the Dave Thomas Foundation for Adoption and the Dave 
Thomas Foundation for Adoption-Canada have a singular focus: 
to find safe, loving and permanent families for the longest-
waiting children in foster care. As of 2022, the Wendy’s System 
and its customers have raised nearly $300 million to support 
the Foundation’s implementation of critical national service 
programs, foster care adoption awareness campaigns and 
innovative grantmaking. This partnership has helped establish 
influential programs, including Adoption-Friendly Workplace™, 
National Adoption Day and Wendy’s Wonderful Kids®.
 
In 2022, Wendy’s employee, franchisee and customer support 
of the Foundation was as strong as ever, raising more than 
$19 million for the Foundation:
•	 In-restaurant campaigns, including Boo! Books and Frosty® 
Key Tags, collected more than $13 million  
•	 Other fundraising activities, including the Frosty® 5K, 
Wendy’s Convention, Company and franchise giving, raised 
more than $6 million 
The 2022 Wendy’s Season of Giving results showed an 
incredible 38% year-over-year increase from 2021.
 
 
There is no relationship like the one between 
Wendy’s and the Dave Thomas Foundation for 
Adoption. Individuals and other organizations 
look to our relationship as the high bar they need 
to reach if they want to accomplish a profound 
difference-making partnership. 
-	 RITA SORONEN, PRESIDENT & CEO OF THE
DAVE THOMAS FOUNDATION FOR ADOPTION 
Through the Wendy’s Wonderful Kids program, the 
Dave Thomas Foundation for Adoption provides grants 
to organizations to hire adoption professionals, known 
as recruiters, who serve children most at risk of aging 
out of foster care without a permanent home, including 
teenagers, children with special needs and sibling groups. 
These professionals use an evidence-based, child-focused 
recruitment model to find the right family for every child. 
A rigorous, five-year evaluation in the U.S. revealed that 
children referred to Wendy’s Wonderful Kids are up to 
1.7 times more likely to be adopted. Thanks to Wendy’s 
unwavering support, the Foundation has grown the 
program from seven recruiters in 2004 to more than 500 
recruiters supported in all 50 states and six provinces in 
Canada. Thanks to this commitment, the Foundation has 
found forever homes for nearly 13,000 children and counting.

Jermesha, Floyd and Jermain were placed in foster care after 
enduring abuse, malnourishment and neglect. For five long 
years, the siblings were often separated and longed for a safe, 
permanent home. Thankfully, they were adopted by Mark 
and Celeste with help from the Dave Thomas Foundation for 
Adoption and the generosity of the Wendy’s family. Now, with 
the support and safety of their forever family, the siblings can 
focus on their future, together.

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Founder’s Week Volunteer Day 
To celebrate our values and support our local community, 
Wendy’s hosted a Volunteer Day as part of the 2022 Founder’s 
Week. Wendy’s Company and QSCC employees in Central 
Ohio joined in a Takeover Day at the Mid-Ohio Food Collective, 
working as food pantry shopping assistants or sorting and 
packing food in the collective’s warehouse. Company employees 
not local to Central Ohio were encouraged to volunteer the 
same day with organizations in their area that focused on one of 
Wendy’s pillars of charitable giving.
PEOPLE GOALS AND PROGRESS
WORKPLACE
COMMUNITY
Community
Supporting social justice in our communities 
Wendy’s launched a number of partnerships focused on social 
justice in 2020. In 2022, we continued to support those causes 
and strengthened relationships with the Thurgood Marshall 
College Fund (TMCF), YWCA Columbus and the Columbus 
Urban League.  

Our partnership with TMCF entered its fourth year, 
supporting social justice, youth and education in the 
Black community, while also playing a key part in 
Wendy’s workforce strategy to recruit diverse talent. 

We supported the Columbus Urban 
League (CUL) through sponsorship of their 
HerStory Makers Event, Empowerment 
Day and a recruiting fair for working moms. Additionally, Wendy’s 
employees volunteered for the league’s Diaper Drive, Juneteenth 
on the Ave and Mock Interview Sessions. To further CUL’s mission 
to advance racial equity and social justice, Stephanie Shaw, 
Wendy’s Vice President of Enterprise Technology, joined the 
organization’s Board of Directors.

Since 2020, Wendy’s has supported the 
important work of the YWCA Columbus 
through grants to the Leadership and Social 
Justice Department, DE&I training services and scholarships 
for educational summer camps and after-school programs. This 
year, Wendy’s sponsored the YWCA Columbus’ Activists and 
Agitators event, which helped drive action on housing justice.  
As part of Wendy’s ongoing philanthropic efforts, we also support 
a variety of organizations across the globe that align with our core 
categories of charitable support: foster care adoption, hunger 
and food integrity, youth and families and vibrant communities. 
In 2022, Wendy’s continued its four-year commitment to support 
the Mid-Ohio Food Collective’s Rooted in You campaign, in 
addition to donating nearly $130,000 to 26 U.S. and Canadian 
organizations through the Wendy’s Community Giving Program.   
2022 Community Giving Program (CGP) Highlights 
Foster Care Adoption
Foster Source – This Colorado-based cause’s 
mission is to support and wrap their arms around 
foster parents so they may foster longer and 
better. Foster Source has sponsored private 
therapy for nearly 400 foster and kinship 
caregivers, nearly 100 more foster parents in 
the last year. Wendy’s CGP grant helped the 
organization offer the same mental health 
services and trauma parenting support to kinship 
parents without having to turn families away. 
Hunger and Food Integrity
Common Grounds Free Store provides about 
100 free meals 5 days a week for its neighbors 
who need them in Delaware, Ohio, along with 
free clothes, shoes, household goods, and 
personal and infant care items. Wendy’s CGP 
grant helped the Free Store serve nearly 
13,000 meals throughout the year.
Youth and Families 
Casa Valentina – Casa Valentina’s mission 
is to provide at-risk and former foster care 
youth with safe, affordable housing, life skills 
and continued support, so they can achieve 
and maintain self-sufficiency. Wendy’s CGP 
grant was used to purchase furniture for 
apartments that house 14 youth. The remaining 
funds are earmarked to assist with a Backyard 
Beautification project to create a comfortable 
backyard space for 21 residents.
Vibrant Communities
Crisis Text Line – The Crisis Text Line is a 
national organization that provides free, 
24/7, high-quality text-based mental 
health support and crisis intervention by 
empowering a community of trained 
volunteers to support people in their 
moments of need. Wendy’s CGP grant 
enabled Crisis Text Line to support 217 
texters during their urgent moments 
of crisis.

INTRODUCTION
FOOTPRINT
METRICS
PEOPLE
FOOD
FOOD GOALS AND PROGRESS
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
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Delivering more with less environmental impact
FOOTPRINT
SQUARELY SUSTAINABLE 
COUNCIL

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FOOTPRINT GOALS AND PROGRESS
CLIMATE AND ENERGY
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INTRODUCTION
FOOD
Footprint goals and progress
Climate
Completed our goal to benchmark and track our 
Scope 1, Scope 2 and Scope 3 greenhouse gas 
(GHG) emissions and set a science-based target 
by the end of 2023 
Set near-term science-based targets 
committing to GHG emissions reductions 
across our System by 2030
Sustainable packaging
Surpassed the halfway mark on our goal of 
sustainably sourcing 100% of our customer-
facing packaging by 2026 following the rollout 
of our clear plastic drink cups that more 
customers can recycle
Energy efficiency 
Introduced Wendy’s Global Next Gen design, our 
new restaurant build standard, which includes 
several energy efficient features and technologies

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This designation is the most ambitious designation available 
through the SBTi’s validation process, which aims to avoid the 
worst impacts of climate change. Our Scope 3 targets are 
aligned to SBTi’s well below 2°C criteria.
The process of setting and submitting our science-based 
target has helped us better understand our greatest emissions 
sources and areas of opportunity to make significant 
emissions cuts across our operations and supply chains. The 
SBTi assessed Wendy’s proposed targets against the group’s 
quantitative and qualitative criteria and validated that the 
targets meet all the criteria for timeframe, emissions coverage 
and ambition. 
Through the process of setting science-based targets, Wendy’s 
identified two areas of focus for scaling Scope 3 emissions 
reductions across its System: purchased goods, which 
represent nearly 85% of the Company’s Scope 3 emissions, and 
franchised restaurants, which contribute 10%. The bulk of our 
purchased goods emissions are aligned to food and packaging, 
with beef, chicken, dairy and pork comprising our most 
significant specific emissions categories.
The following visual details prospective operational actions to 
reduce GHG emissions in line with our goal. We continue to 
explore new ways to reduce our emissions footprint and will 
continue to communicate our progress.
FOOTPRINT GOALS AND PROGRESS
CLIMATE AND ENERGY
WATER
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SQUARELY SUSTAINABLE COUNCIL
Wendy’s embraces our role and responsibility in mitigating 
our climate impact. To meaningfully reduce Company and 
value chain emissions, Wendy’s has committed to significant 
cuts in emissions. 
Increasing transparency on our journey to 
achieving our greenhouse gas reduction targets 
In 2021, Wendy’s began the pursuit of science-based targets 
to address Scope 1, 2 and 3 greenhouse gas (GHG) emissions in 
accordance with the Science Based Targets initiative (SBTi), a 
global body that enables businesses to set ambitious emissions 
reduction targets in line with the latest climate science. In 
early 2023, we announced The Wendy’s Company’s near-
term science-based emissions reduction targets, which were 
validated by SBTi in late 2022, achieving our commitment nearly 
a year ahead of schedule.
Wendy’s Scope 1 and 2 science-based target aims to reduce 
emissions within Company operations at a pace consistent with 
keeping warming below 1.5°C, which aligns to the latest science7.
Climate and energy
Our near-term science-
based target
Compared to a 2019 base year, by 2030, 
Wendy’s goal is to reduce: 
	
→Absolute Scope 1 and 2 GHG emissions by 47% 
	
→Scope 3 GHG emissions from purchased goods and 
services 47% per metric ton of goods
	
→Scope 3 GHG emissions from franchises 47% per 
restaurant
GOAL
Energy Efficiency
•	 Improving energy efficiency with 
new equipment retrofits and 
upgrades 
•	 Leveraging Wendy’s more efficient 
Global Next Gen design standard for 
new builds
•	 Engaging franchisees to reduce 
emissions through the Wendy’s 
Energy Challenge
•	 Reducing fuel use in Wendy’s 
Company-operated fleet
Purchasing Practices
•	 Updating procurement and operational 
policies and considering sustainability 
in procurement decisions 
•	 Collaborating with suppliers, in scope 
for Wendy’s responsible sourcing goal, 
to identify ways to reduce emissions or 
sequester carbon in their operations 
and shared supply chain
Low-GWP Refrigerants
•	 Transitioning to refrigerants with a 
lower global warming potential (GWP)
Agriculture
•	 Exploring place-based projects that assist 
suppliers in adopting more climate-friendly 
practices and are tailored to local and/or 
regional ecosystems 
•	 Evaluating projects to reduce emissions in 
grazing and feeding, while maintaining 
or improving animal welfare
Renewable Energy
•	 Identifying projects that enable a renewable 
energy transition 
•	 Developing a renewable electricity procurement 
strategy across System operations
7 Based on findings from the Intergovernmental Panel on Climate Change (IPCC)
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CLIMATE AND ENERGY
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Climate and energy
8	 Scope 1 emissions are defined as direct Company GHG emissions, including natural gas, propane, mobile and stationary fuels and refrigerants; Scope 2 as indirect emissions derived from energy sources (electricity, steam, heat and cooling); and Scope 3 as all indirect 
upstream and downstream emissions that occur in the value chain, including franchised operations. 
9	 Our science-based target covers all Scope 1 and 2 emissions in The Wendy’s Company’s GHG inventory and was developed in line with the GHG Protocol Corporate Standard. The Scope 3 target includes Category 1: Purchased Goods & Services and Category 14: 
Franchises, which comprise approximately 95% of Wendy’s Scope 3 emissions. 
15%
Refrigeration
and Ice Making
20%
HVAC
10%
Lighting
5%
Other Equipment
50%
Kitchen Equipment
Wendy’s Restaurant
Energy Use Breakdown
Approximations based on Wendy’s commissioned Energy Breakdown Study for Smart 2.0 Company 
restaurants located in the United States in 2021. 
Completing our initial climate roadmap
—and resetting our focus
In 2021, we committed to a climate roadmap for completion 
by the end of 2023, with the goal of establishing a science-
based target and interim milestones. With the publication 
of our near-term science-based target, this roadmap is 
complete ahead of schedule. Now, the real work begins to 
scale up emissions reduction activities in our restaurants 
and supply chains.
2020
2020
2019
2019
2021
2021
2022
2022
Greenhouse gas (GHG) emissions8
Metric Tons Carbon Dioxide Equivalent (MTCO2e)
METRIC
SCOPE 1 + 2
84,398
184.25
76,172
168.95
70,883
149.89
75,456
164.30
SCOPE 3 
(EMISSIONS PER FRANCHISED RESTAURANT)
2020
2019
2021
2030
GOAL
6.86
6.67
3.63
6.87
SCOPE 3 PURCHASED GOODS & SERVICES 
(PER METRIC TON OF GOODS PURCHASED)
2030
GOAL
44,731
2030
GOAL
97.65
2022
6.65
In compliance with the SBTi, Wendy’s will review the approved 
target(s) at least every five years and, if necessary, recalculate 
and revalidate them for continued recognition by SBTi. SBTi also 
requires us to set a Forests, Land and Agriculture (FLAG) target, so 
we aim to have a FLAG emissions goal in place by the end of 2024. 
 
As part of our ongoing dedication to climate transparency, we 
also reported 2022 data to the CDP Climate Change Disclosure 
for the second year. See our disclosure here.
Reducing our energy consumption and emissions
In 2022, Wendy’s reduced Scope 1 and 2 emissions by 16%
compared to our 2019 base year9, achieving 34% of our 
Scope 1 and 2 emissions reduction goal, primarily associated 
with implementing energy efficiency projects as part of the 
Wendy’s Energy Challenge. We have also made progress against 
our Scope 3 targets, achieving nearly 40% of our franchise 
reduction goal and more than 6% of our purchased goods and 
services reduction goal. We look forward to accelerating our 
progress in reducing emissions tied to our purchased goods 
and services as we explore and implement practices to support
and engage our suppliers. 

Wendy’s Scope 1 and 2 emissions, those resulting from our 
operations, are primarily associated with energy use in our 
Company-operated restaurants, which is essential to making 
them suitable for food production and storage and providing a 
welcoming environment for our customers. This includes the 
kitchen equipment our restaurant team members use to cook, 
the refrigeration equipment that keeps our ingredients fresh, 
and the heating, cooling and lighting systems that keep our 
restaurants comfortable.

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CLIMATE AND ENERGY
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Climate and energy
Company-operated restaurants participating in our program 
continued to implement energy efficiency and emissions 
reductions projects in 2022, including:  
•	 Retrofitting 83 interior and exterior lighting projects 
•	 Updating 28 HVAC systems to high efficiency units  
•	 Transitioning freezers or refrigerators in 88 restaurants 
to R-290 refrigerant, a refrigerant with a lower global 
warming potential
•	 Completing 138 projects to replace kitchen equipment with 
newer, more efficient models
GridPoint 
Wendy’s continues to install GridPoint® systems in Company-
operated restaurants to capture real-time, equipment-level 
energy and facility data. In 2022, we installed these systems 
at 50 more Company-operated restaurants, bringing the total 
to 240. 
In 2022, we continued to implement solutions to reduce 
our energy use through energy efficiency projects, with the 
introduction of updated design standards and by procuring 
more efficient equipment and lighting. 
To reduce Scope 1 and 2 operational emissions, Wendy’s 
is making investments to improve energy efficiency within 
Company-operated restaurants and increase the share of 
renewable energy that powers them. At the same time, energy 
efficiency initiatives within franchised Wendy’s restaurants 
will address a portion of the emissions reductions needed to 
achieve our Scope 3 franchisee goal. 
Improving energy efficiency 
Since 2015, a critical component of Wendy’s energy efficiency 
efforts has been our participation in the U.S. Department of 
Energy’s Better Buildings® Challenge. We set a goal to reduce 
the energy used by Company-operated restaurants and 
the Restaurant Support Center by 20% per transaction by 
2025, from a 2012 baseline year. In 2022, Wendy’s Company 
operations and the 388 Company-operated restaurants 
reporting data achieved a 17% reduction in energy use per 
transaction and a 28% reduction in energy per square foot. 
Wendy’s Energy Challenge 
Our own Wendy’s Energy Challenge, inspired by the Better 
Buildings Challenge, invites our franchisees within and 
outside the United States to implement energy efficiency 
improvements and track and report their energy use. The 18 
franchisees participating in the Wendy’s Energy Challenge in 
2022 represent a total footprint of 3.1 million square feet. 
 
Renewable energy
In 2022, Wendy’s began exploring sourcing options in each of 
our markets, considering everything from on-site generation to 
utility procurement options for retail and regulated markets to 
the procurement of renewable energy certificates (RECs). We 
will continue to develop and implement our renewable energy 
strategy as our renewable energy program matures. 
The Wendy’s Company is a subscriber to Duke Energy 
Florida’s Clean Energy Connection program. Currently, seven 
Company-operated restaurants in this region are being 
powered by solar energy through participation in the program, 
totaling 1,274 kilowatts (kW). 
 
As one of the inaugural subscribers to the Duke Energy 
community solar program, Wendy’s aims to source 22 
Company-operated restaurants with renewable electricity 
by the end of 2023 and approximately 35 Central Florida 
restaurants with 100% renewable electricity by 2025 based on 
Duke Energy’s current development plans. Wendy’s sourced 
1,274 kW of clean energy from the program in 2022 and will 
ramp up to 6,363 kW by 2025.


TOTAL ENERGY USE (kWh)
2020
2019
2021
2022
804,288
763,708
775,065
760,746
Total Company energy consumed
Gigajoules (GJ)

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FOOTPRINT GOALS AND PROGRESS
CLIMATE AND ENERGY
WATER
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Global Next Gen—a more efficient restaurant design standard
Wendy’s announced a new traditional 
restaurant build, featuring a sleek 
and modern design. With an 
optimized layout and next-generation 
technology, the design will deliver 
more Wendy’s to more people with an 
emphasis on convenience, speed and 
accuracy. The Global Next Gen design 
also includes several energy-efficient 
features and technologies to better 
serve today’s customers: 
•	 Optimized infrastructure: New 
restaurants use more efficient and 
right-sized building elements to 
decrease energy usage and costs: 
	
→13% smaller footprint 
	
→Right-sized kitchen and 
HVAC equipment 
	
→Automated lighting 
controls and HVAC 
through building 
management system  
	
→Additional roof insulation 
•	 Enhanced efficiency: When 
modelled against our most 
efficient existing restaurant 
design, the new design is up to 
10% more energy efficient and 
saves 8% in energy costs 
Climate and energy
Low Carbon Building Pilot
In 2021, Wendy’s committed to participating in the U.S.
Department of Energy Better Buildings® Low Carbon Building
Pilot. This program is intended to help the Department of
Energy and its partners understand and demonstrate ways
to achieve real CO2 emissions reductions through currently
available pathways in building operations with the goal of
sharing these solutions with the market. 
Wendy’s committed to piloting the Low Carbon Building 
program at two Company-operated restaurants. This year, 
those programs focused on:  
•	 Identifying energy efficiency measures, with the goal of 
implementation happening and results to be demonstrated 
in 2023 
•	 Identifying two different renewable energy pathways in two 
states: Ohio, a deregulated state for energy utilities, and 
Florida, a regulated state
We recognize our role in using resources and energy 
responsibly. With the introduction of our newly 
validated science-based targets, we enter our next 
phase of climate action and are exploring new ways 
to deliver more to our customers with a smaller 
emissions footprint.
–	 LILIANA ESPOSITO, CHIEF CORPORATE AFFAIRS 
AND SUSTAINABILITY OFFICER
 
Rendering of Global Next Gen restaurant design

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CLIMATE AND ENERGY
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Water
Wendy’s is working to eliminate water waste and surpass 
water reduction targets across our System by accelerating 
our use of updated, water-saving technologies.  
 
Curbing water use within our operations 
Wendy’s joined the U.S. Department of Energy’s Better Buildings® 
Water Savings Network in 2019 and set a goal to reduce water 
use in U.S. Company-operated restaurants and the Restaurant 
Support Center by 20% compared to a 2018 baseline. Two 
Wendy’s franchise organizations, Wendium and Carlisle, also 
joined the challenge. The Wendy’s Company achieved our goal 
in 2021, as did Wendium. And in 2022, Carlisle achieved its water 
reduction goal seven years ahead of schedule, reducing their 
water intensity by 28% compared to a 2018 baseline. 
The conversion to new automated dishwashing equipment, or 
“warewash,” is the single biggest water conservation measure 
Wendy’s has implemented across the System, helping 
Wendy’s, Carlisle and Wendium meet their goals. This new 
equipment reduces the average water use for dishwashing 
by 47% per cycle, and with almost 1,580 warewash machines 
in place to-date across the System, the total annual water 
reduction is more than 142 million gallons per year, enough 
to fill more than 215 Olympic-sized swimming pools. In 2022, 
our Company water use increased as a result of irrigation. 
Wendy’s is piloting irrigation management systems to reduce 
this water use.
226,546
200,003
159,646
250,000
200,000
150,000
100,000
50,000
2020
2021
2022
35,525
31,940
26,504
40,000
30,000
20,000
10,000
2020
2021
2022
TOTA L C O M PA N Y WAT E R  W I T H D R AW N  ( KGA L)
Water from all sources
T O TA L  C O M P A N Y  W AT E R  C O N S U M E D  ( K G A L )
Water used in irrigation
By joining The Wendy’s Company in committing to the 
Better Buildings Water Savings Network, Carlisle was able 
to hold ourselves to substantial reductions in our water 
consumption. This is about more than just setting and 
surpassing a goal, it’s about adopting innovative solutions 
that allow us to conserve the water used in our Wendy’s 
restaurants. Our collaboration with Wendy’s offers a 
forum for sharing best practices and coming together 
to do more with less across sustainability focus areas. 
Many actions contributed to Carlisle meeting their goal, 
such as adding new taps to monitor irrigation usage, 
replacing water-cooled ice machines with condenser-
cooled machines and tightening leak detection at 
high-use locations. 
– CHANCE CARLISLE, CHIEF EXECUTIVE OFFICER, CARLISLE LLC

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CLIMATE AND ENERGY
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Waste
Wendy’s waste reduction efforts span our sustainable 
packaging commitment, which covers our customer-facing 
food packaging, management of front- and back-of-house 
waste and our diversion of food from landfills.
Sustainable packaging
Over the past year, Wendy’s continued to partner across 
our industry to assess opportunities to transition into more 
sustainable packaging alternatives for our current customer-
facing restaurant packaging and to develop category-specific 
improvement plans. As we evaluate new packaging options, 
we look for ways to balance the sustainability attributes we 
seek with materials and formats that meet the performance 
needs of their contents and our customers. To validate the 
sustainable sourcing of our packaging materials, we are 
working with recognized third-party certification groups such 
as the Forest Stewardship Council (FSC), Sustainable Forestry 
Initiative (SFI) and Programme for the Endorsement of Forest 
Certification (PEFC). 
Update on cups with increased recyclability 
In 2021, we announced a collaboration to help us transition 
from plastic-lined paper cups with limited recyclability to 
single-substrate, clear plastic drink cups that more customers 
can recycle. In 2022, we focused on putting those new plastic 
cups into use and planning for and testing packaging for future 
years. We rolled the cups out to all markets10, which has played 
a significant part in advancing progress on our sustainable 
packaging goal. Our aim across U.S. and Canadian restaurants is 
for our cups to be made from 20% recycled content. These cups 
are measured using a mass balance approach with the potential 
to increase the amount of recycled plastic used in the future.
0
20
40
60
80
100
6%
6%
19%
9%
42%
8%
44%
8%
48%
69%
72%
73%
96%
97%
97%
58%
73%
96%
56%
6%
2019
2020
2021
2022
Bags & Carriers
Cartons, 
Containers 
& Wraps
Cups & Lids
Liners, Napkins, 
Straws & Cutlery
Total

We made progress on our goal to sustainably source 100% 
of our customer-facing packaging in the U.S. and Canada by 
202611 increasing the percentage of packaging meeting our 
sustainable packaging goal from 48% in 2021 to 56% in 2022.   
To achieve our goal, we are working to transition to customer-
facing packaging that:   
•	 Has higher recycled content   
•	 Uses fewer raw materials   
•	 Adheres to a restricted substance list12
•	 Is recyclable, compostable or reusable    
•	 Is sourced from areas that do not contribute to deforestation
Sustainably source 100% of our 
customer-facing packaging in 
the U.S. and Canada by 2026
GOAL
P R O G R E S S  T O W A R D  S U S TA I N A B L E 
P A C K A G I N G  G O A L
S TAT U S  A C R O S S  C U S T O M E R - F A C I N G 
P A C K A G I N G  C AT E G O R I E S
10	 Some locations prohibit plastic packaging, and Wendy’s has identified alternatives in those markets. 
11	 Unless otherwise noted, statements about packaging refer to brand-standard customer-facing packaging available in Wendy’s restaurants in the U.S. and Canada.
12	 Wendy’s is working to establish a restricted substance list.
Bags &
Carriers
Cartons,
Containers
& Wraps
Cups
& Lids
Liners,
Napkins,
Straws &
Cutlery
Total
Identified 
alternative
More research needed  
to identify alternative
Sustainable
0
20
40
60
80
100
96%
23%
3%
71%
6%
25%
17%
58%
17%
10%
73%
19%
26%
56%
1%
Line represents the percent of category packaging meeting 
“sustainably sourced packaging” definition

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Chicago recycling pilot
In 2022, Wendy’s kicked off a pilot that introduced recycling for customers and restaurant teams at eight Company-
operated restaurants in the Chicago area. We installed recycling bins and posted signage encouraging customers and 
employees to use them properly.

Through the pilot, we are monitoring recycling at participating locations using waste metering technology from 
RoadRunner (formerly Compology) to determine what and how much is put in the bins and use that information to
gauge improvements. 
We hope to build on this experience to change customer behavior as we expand our sustainable packaging offerings and 
continue educating consumers on proper disposal using the How2Recycle® label on recyclable food packaging, and as 
infrastructure enhancements support sustainable disposal of packaging.
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Waste
Collaborating for industry-wide change 
A barrier we face in achieving our sustainable packaging goal 
is lagging composting and recycling infrastructure. Most of 
our packaging leaves our restaurants with our customers, and 
while we are working to implement packaging that is recyclable 
or compostable, infrastructure to easily recycle or compost at 
home and curbside programs that accept foodservice packaging 
are limited. We are working with Closed Loop Partners’ NextGen 
Consortium, a multi-year, global consortium that aims to 
address single-use foodservice packaging waste by advancing 
the design, commercialization and recovery of packaging 
alternatives, to improve both the recyclability of packaging and 
the building of infrastructure in locations that need it.   
 
Since 2018, the Consortium has focused on redesigning 
the single-use hot and cold fiber beverage cup and has 
since expanded to focus on improving the recyclability of 
polypropylene packaging, the material used in our updated 
beverage cups. The group supports materials recovery facility 
(MRF) grants and tests cups at paper mills and MRFs across 
the country to evaluate cup recovery. In 2022, the Consortium 
supported targeted interventions with strategic players to 
increase community access and create end markets for the 
fiber cup.
Solving for single-use plastic alternatives 
in Canada
Canada has introduced a ban prohibiting the manufacture or sale 
of certain single-use plastic items as of the end of 2022. The ban 
includes single-use plastic checkout bags, cutlery, foodservice ware, 
stir sticks and straws. In preparation for the 2023 implementation 
deadline, Wendy’s collaborated with our suppliers to identify 
alternatives for our affected packaging types, including eliminating 
plastic stir sticks and straws from our restaurants in Canada. This 
ban has also led to the increased exploration of and innovation in 
fiber-based packaging.

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Restaurant Support Center composting program 
As a result of an employee proposal, in the summer of 2022, 
employees from Corporate Services and Corporate Social 
Responsibility partnered with our Innovation Kitchen to 
implement its first-ever composting program. Equipped with 
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Managing our waste 
Managing our waste goes beyond the packaging we use in our 
restaurants. We take care to handle both our packaging and 
food waste in a way that limits waste to landfill. Some of our 
efforts have been in practice for many years while others are 
still in early and exploratory phases.
Food waste 
While our made-to-order menus help us minimize leftovers 
and waste at our restaurants, we continue to work to reduce 
food waste further within our restaurants and the Restaurant 
Support Center. 
 
Wendy’s Quality Assurance (QA) team regularly tests our 
products in the QA kitchen. Through continuous improvement 
projects, we have reduced the volume of product samples we 
receive and donated unused ingredients to charitable causes 
to minimize waste. In 2022, we donated nearly 3,000 pounds 
of unused product samples, ranging from chicken and fries 
to lemonade, to the Mid-Ohio Food Collective. Wendy’s also 
donated nearly 16,000 pounds of food to the Plain City Food 
Bank. Through these partnerships, we also help feed local 
community members in central and eastern Ohio and prevent 
viable product from reaching landfills.  
 
Although our food waste footprint is low within Wendy’s 
distribution and operations systems, our ongoing partnerships 
recover cooking oil from our fryers and convert it into renewable 
diesel, a cleaner-burning biofuel that can reduce greenhouse 
gas emissions by approximately 65%, compared to traditional 
fossil fuels. In the U.S. and Canada, we converted more than 
22.5 million pounds of used cooking oil into about 2.5 million 
gallons of renewable diesel, an amount of fuel replacing mileage 
equivalent to more than 120 trips to the moon and back.

Waste
composting knowledge provided by our local hauler, Earth Peak 
Organics, the Innovation Kitchen has so far diverted more than 
1,320 pounds of food from landfills. Instead, Earth Peak will 
convert the food waste into nutrient-rich fertilizer and fertilizer 
blends and sell it back to the community.

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Idea Forum and Competition 
To harness the creativity of our people and crowdsource 
new and innovative ideas to help the Company reduce its 
environmental footprint, the SSC held its second annual Idea 
Forum and Competition. Four contestants pitched their ideas 
to members of Wendy’s senior leadership team and leaders 
overseeing sustainability programming for a chance to win 
funding for their projects. A requirement of the competition, 
each competing project aligned with council pillars: use less, 
use better, spark action and engage partners as well as council 
success metrics.  
 
In 2022, the winning project, “We-Cycle,” proposed an on-site 
e-waste collection program to make it easier for employees 
to dispose of old computer equipment, cell phones, batteries, 
fluorescent lightbulbs and similar items. The program launched 
earlier this year on National Battery Day, February 18, 2023. 
WeCycle provides a collection point at the RSC for hard-to-
recycle items, separated into five battery categories, which are 
then picked up by a certified electronics recycler.
Campus garden 
In June, employees from across the RSC came together to 
plant our campus organic garden. Over the summer, the garden, 
which is managed by the SSC, boasted shishito peppers and 
a variety of herbs including basil, cilantro, dill, mint, tarragon 
and more. Our on-site café used the peppers and herbs for 
employees to enjoy.     
 
As the weather changes, so does our garden produce. In the 
winter months, our garden will grow garlic to be used in café 
meals and the SSC will offer educational opportunities for 
its members and the wider RSC employee base.
Earth Week 
As part of our annual Earth Week celebration, the SSC hosted a 
variety of activities at the RSC, including:  
•	 A campus clean-up consisting of both interior decluttering 
and exterior beautification projects, through which 
participating employees collected and recycled nearly 
2,500 pounds of waste 
•	 A spring-cleaning donation drive which resulted in donating 
2,100 pounds of household items to Goodwill Dublin, a 
$1,500 retail value, creating 40 hours of job services to 
unemployed and underemployed people in Central Ohio
•	 Speaking engagements on planting a pollinator garden and 
generating at-home energy savings 
•	 Our annual Idea Forum and Competition 
Under the sponsorship of Wendy’s Chief People Officer 
Coley O’Brien and Chief Financial Officer Gunther Plosch, 
our employee-led Squarely Sustainable Council (SSC) brings 
together employees and subject matter experts who share a 
passion for sustainability to advance environmental efforts at 
our Restaurant Support Center (RSC).  
 
Squarely Sustainable Council

INTRODUCTION
FOOTPRINT
METRICS
PEOPLE
FOOD
FOOD GOALS AND PROGRESS
RESPONSIBLE SOURCING
FOOD SAFETY
FOOD QUALITY AND INNOVATION
4 3
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Reporting
METRICS

INTRODUCTION
FOOTPRINT
METRICS
PEOPLE
FOOD
4 4
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PEOPLE
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SUSTAINABILITY
Metrics: Food
 
External Framework Alignment
Topic
Metric
2022
SASB
GRI
Food Safety
Percentage of restaurants inspected by a food safety 
oversight body
All our restaurants operate in locations that are subject to regular inspections 
by public health authorities. Additional information is included in the Food 
Safety section of our report.
 FB-RN-250a.1

Number of recalls issued
Zero recalls were issued in 2022. A regional product withdrawal of sandwich 
romaine lettuce was initiated as a precautionary measure. Additional 
Information can be found below and in Wendy’s 10-K.
FB-RN-250a.2
Responsible
Sourcing
Percentage of food purchased that meets environmental 
and social sourcing standards
Refer to the Responsible Sourcing section of our report 
for information on our approach to responsible sourcing 
of our ingredients.
FB-RN-430a.1
Percentage of food purchased that is certified to 
third-party environmental and/or social standards
See next page. 
Additional information is included in the 
Responsible Sourcing section of our report.
FB-RN-430a.1
Percentage of eggs that originated from a cage-free 
environment
7% of the eggs we purchased for our U.S. restaurants were cage-free. 
Additional information is included in the Responsible Sourcing section 
of our report.
FB-RN-430a2.
Percentage of pork that was produced without the use 
of gestation crates
100% of confirmed pregnant sows in the U.S. and Canada supply chain.
Additional information is included in the 
Responsible Sourcing section of our report.
FB-RN-430a.2
Percentage of food purchased that meets environmental 
and social sourcing standards[13]
FB-RN-430a.1
All ingredients: Wendy’s Code of Conduct (U.S. and 
Canada restaurants)
100%
FB-RN-430a.1

INTRODUCTION
FOOTPRINT
METRICS
PEOPLE
FOOD
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FOOD
PEOPLE
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SUSTAINABILITY
Metrics: Food
External Framework Alignment
Topic
Metric
2022
SASB
GRI
Responsible
Sourcing
Beef: Progressive Beef (U.S. restaurants)
49%
FB-RN-430a.1
Beef: Beef Quality Assurance (U.S. restaurants)
100%
FB-RN-430a.1
Beef and Pork: Professional Animal Auditor 
Certification / North American Meat Institute 
Animal Welfare (U.S. and Canada restaurants)
100%
FB-RN-430a.1
Chicken: Professional Animal Auditor Certification / 
National Chicken Council Animal Welfare (U.S. restaurants)
100%
FB-RN-430a.1
Chicken: Raised Without Antibiotics Important to Human Medicine[13] 
(U.S. restaurants)
100%
FB-RN-430a.1
Pork: Pork Quality Assurance Plus (U.S. restaurants)
100%
FB-RN-430a.1
Fish: Marine Stewardship Council (U.S. restaurants)
100%
FB-RN-430a.1
Dairy Products: National Dairy FARM Program (U.S. restaurants)
100%
FB-RN-430a.1
Fresh Produce: Certain suppliers of fresh produce are subject to Wendy’s 
requirement to provide additional third-party assurances and requirements 
related to human rights and labor practices
Additional information can be found on 
our Supply Chain Practices webpage.
FB-RN-430a.1
Coffee: Sourced with a 3rd party sustainability certification 
(U.S. and Canada)
100%
FB-RN-430a.1
Palm Oil: Roundtable on Sustainable Palm Oil 
(All U.S. and Canadian restaurants)
100% RSPO certified through RSPO-MB 
or Palm Trace credits.
FB-RN-430a.1

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PEOPLE
FOOD
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PEOPLE
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SUSTAINABILITY
Metrics: People
External Framework Alignment
Topic
Metric
2022
SASB
GRI
Community
Charitable giving as cash per year
The Company, together with franchises and employees, raised more than 
$19 million to DTFA (Give Something Back) and the Company donated more 
than $130,000 to additional charitable organizations (Community).
Number of children adopted through DTFA
Refer to the Community section of our report for information on Wendy’s 
continued support of DFTA’s mission to find forever families for children in 
foster care.
Number of Company- and franchise-operated 
restaurants
Company-operated restaurants: 415
Franchise-operated restaurants: 6,680
FB-RN-000.A
Number of Company-employees and franchise team 
members
The number of Company employees worldwide, including our corporate 
employees and Company-operated restaurant employees, was 
approximately 14,500 at year-end 2022. 
Approximately 225,000 team members work across our franchised 
locations globally.
FFB-RN-000.B
System 
Health and 
Engagement
Franchise financial health reviews[14]
On an annual basis, the Company collects financial statements from our 
franchisees to review and understand overall System financial health and 
also to review health at an individual franchise level. This information is also 
used in determining if a franchisee can continue to grow with the Wendy’s 
brand through new restaurant development or acquisition of additional 
restaurants.
In 2021, our U.S. franchisee sales and EBITDA dollars grew by approximately 
8% and over 1% respectively compared to the prior year. These strong 
results laddered to approximately 10% sales growth and 20% EBITDA dollar 
growth on a 2-year basis.

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METRICS
PEOPLE
FOOD
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PEOPLE
FOOTPRINT
SUSTAINABILITY
Metrics: People
External Framework Alignment
Topic
Metric
2022
SASB
GRI
System 
Health and 
Engagement
Total number of jobs created, by employment category, at 
Company-operated restaurants
On average, every new restaurant we open creates 
35-40 new jobs in that local community.
401-1
Average hours of training per year per employee
Approximately 20 hours per restaurant employee globally, across our 
System. Additional information is included in the Education and Training 
section of our report.
404-1
People
Percentage of diversity representation (1) across the 
workforce, (2) at senior management level, and (3) at 
board level
Refer to the Diversity and Inclusion section of our report for the 
percentage of diversity representation of Company employees globally.
405-1
Ratio of basic salary and remuneration of women to men
For our U.S. Company employees at all levels of our restaurant employees 
(crew to District Manager), the base salary ratio ranges from 1 : 0.96 to 1 : 
1.01 (male : female).
For our U.S. Company employees that support restaurants, the base 
salary ratio ranges from 1 : 0.93 to 1 : 1.07 (male : female).
405-2
Labor 
practices
Total amount of monetary losses as a result of legal 
proceedings associated with labor law violations and 
employment discrimination
Refer to the Workplace section of our report for information 
on our labor practices.
FB-RN-310a.3
406-1

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METRICS
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FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
4 8
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Metrics
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
Metrics: Footprint
External Framework Alignment
Topic
Metric
2019
2020
2021
2022
SASB
GRI
Greenhouse 
Gas (GHG) 
Emissions
Scope 1+2 Emissions by Source (metric tons CO2e)
84,398.14
76,172.31
75,456.16
70,882.76
305-1
Scope 1
16,319.51
15,197.81
14,945.10
14,404.56
305-1
Natural Gas
10,808.20
10,119.22
9,811.03
9,641.34
305-1
Propane
177.88
139.33
159.98
150.59
305-1
Generator Fuel
3.98
3.98
3.62
2.36
305-1
Fleet Fuel
2,042.45
1,648.29
1,683.47
1,948.25
305-1
Jet Fuel[15]
_
_
_
567.63
305-1
Refrigerants[16]
3,287.00
3,287.00
3,287.00
2,094.39
305-1
Scope 2 (Electricity)
68,078.64
60,974.50
60,511.06
56,478.21
305-2
2030 Scope 1+2 Emissions Reduction Goal (47% = 44,731.02 mtCO2e)
Absolute emissions reduction compared to 2019
_
8,225.83
8,941.98
13,515.38
305-2
% Emissions reduction compared to 2019
_
_
_
-16%
305-2
% Goal Achieved
34%
305-2
Scope 1+2 Emissions by Type (metric tons)
305-1
CO2
81,032.82
72,739.55
72,673.27
68,772.95
305-2
CH4
1.23
1.77
0.29
0.27
305-2
N2O
0.17
0.36
0.04
0.03
305-2
HFCs (in CO2e)[16]
3,287.00
3,287.00
3,287.00
2,094.39
305-2

INTRODUCTION
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METRICS
PEOPLE
FOOD
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
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Metrics
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
Metrics: Footprint
External Framework Alignment
Topic
Metric
2019
2020
2021
2022
SASB
GRI
Greenhouse 
Gas (GHG) 
Emissions
Scope 3 Emissions by Category (metric tons CO2e)
 11,935,994
 11,145,086
    11,751,193
  9,639,630
305-3
Category 1: Purchased goods and services[17]
    10,143,417 
    9,464,892 
    10,028,674 
    8,007,224 
305-3
Metric tons purchased goods
      1,479,744 
    1,418,833 
      1,459,485 
    1,203,315 
Metric tons PG&S CO2e / metric ton purchased goods
               6.85 
             6.67 
               6.87 
             6.65 
2030 Scope PG&S Reduction Goal (47% reduction = 3.63 mtCO2e / metric ton purchased goods)
% Goal Achieved
_
_
_
6.26%
Category 14: Franchisees[17]
 1,184,881 
 1,092,584 
 1,074,674 
 1,001,261 
305-3
Franchise-operated restaurants
 6,431 
 6,467 
 6,541 
 6,680 
Metric tons franchisee CO2e / restaurant
 184.25 
 168.95 
 164.30 
 149.89
2030 Scope Franchise Reduction Goal (47% reduction = 97.65 mtCO2e / metric ton purchased goods)  
  
% Goal Achieved
_
_
_
39.67%
Category 2: Capital goods
 53,635 
 36,207 
 40,282 
 48,802 
305-3
Category 3: Fuel and energy-related activities
 20,080 
 14,591 
 16,079 
 14,897 
305-3
Category 4: Upstream transportation and distribution
 277,538 
 277,935 
 309,890 
 269,267 
305-3
Category 5: Waste generated in operations
 9,242 
 9,739 
 9,317 
 12,302 
305-3
Category 6: Business travel
 6,121 
 1,575 
 2,100 
 6,136 
305-3
Category 7: Employee commuting
 22,610 
 23,800 
 24,650 
 24,650 
305-3
Category 8: Upstream leased assets[18]
 -   
 -   
 -   
 -   
305-3
Category 9: Downstream transportation and distribution
 71,524 
 74,100 
 81,739 
 86,924 
305-3
Category 10: Processing of sold products[18]
 -   
 -   
 -   
 -   
305-3
Category 11: Use of sold product[18]
 -   
 -   
 -   
 -   
305-3
Category 12: End of life treatment of sold products
 146,947 
 149,664 
 163,789 
 168,167 
305-3
Category 13: Downstream leased assets[18]
 -   
 -   
 -   
 -   
305-3
Category 15: Investments[19]
 -   
 -   
 -   
 -   
305-3

INTRODUCTION
FOOTPRINT
METRICS
PEOPLE
FOOD
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
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Metrics
External Framework Alignment
Topic
Metric
2019
2020
2021
2022
SASB
GRI
Energy 
Consumed[20]
Total Energy Consumed (GJ)
 804,288 
 763,708 
 760,746 
 775,065 
FB-RN-130a.1(1)
302-1
Diesel - Mobile
 2 
 2 
 -   
 -   
FB-RN-130a.1(1)
302-1
Diesel - Stationary
 57 
 57 
 52 
 34 
FB-RN-130a.1(1)
302-1
Gasoline (Petrol) - Mobile
 30,580 
 24,678 
 25,207 
 29,272 
FB-RN-130a.1(1)
302-1
Natural Gas
 214,692 
 201,006 
 194,885 
 191,514 
FB-RN-130a.1(1)
302-1
Propane
 2,974 
 2,329 
 2,674 
 2,517 
FB-RN-130a.1(1)
302-1
Jet Fuel (Jet A or A-1)
 -   
 -   
 -   
 8,265 
FB-RN-130a.1(1)
302-1
Electric Power
 555,984 
 535,637 
 537,928 
 543,463 
FB-RN-130a.1(1)
302-1
Percentage grid energy consumed
69%
70%
71%
70%
FB-RN-130a.1(2)
Percentage renewable energy consumed
0%
0%
<1%
1%
FB-RN-130a.1(3)
302-1
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
Metrics: Footprint
External Framework Alignment
Topic
Metric
2020
2021
2022
SASB
GRI
Packaging[21] 
and waste
Total amount of waste (metric tons)
FB-RN-140a.1
306-2
Percentage of food waste (metric tons)
FB-RN-140a.1
306-2
Total weight of packaging (metric tons)
92,459
87.560
FB-RN-140a.1
301-2
Percentage of packaging made from recycled and/or 
renewable materials
33%
37%
FB-RN-140a.1
301-2
Percentage of packaging that is recyclable, reusable 
and/or compostable
48%
56%
FB-RN-140a.1
301-2
Please refer to the Waste section of our report for more 
information on our approach to food waste management

INTRODUCTION
FOOTPRINT
METRICS
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FOOD
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
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Metrics
FOOD
PEOPLE
FOOTPRINT
SUSTAINABILITY
Metrics: Footprint
External Framework Alignment
Topic
Metric
2020
2021
2022
SASB
GRI
Water[22]
Total water withdrawn (kgal)
226,546 kgal
159,646 kgal
200,003 kgal
FB-RN-140a.1
303-3
Total water consumed (kgal)[23]
35,525 kgal
26,504 kgal
31,940 kgal
FB-RN-140a.1
303-5
Percentage of water withdrawn 
in High Water Stress Markets
–
13%
15%
FB-RN-140a.1
303-5
Percentage of water withdrawn in 
Extremely High Water Stress Markets
–
38%
30%
FB-RN-140a.1
303-5
Methodology: Water use in Company operated restaurants and the RSC is measured annually via utility bills. Water stress was most recently evaluated in 2021, utilizing the World 
Resource Institute’s Water Risk Atlas tool. Additional information is included in the Water Conservation section of our report.

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FOOD
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SUSTAINABILITY
Metrics: Sustainability Accounting Standards Board (SASB)
 
SASB is an independent nonprofit organization that sets standards to guide the disclosure of financially material sustainability information by companies to their investors. We are reporting in line with the 
voluntary SASB Restaurants Standard.
Topic
Accounting Metric
Code
2022
Energy management
1) Total energy consumed[24], (2) percentage grid electricity, (3) percentage 
renewable
FB-RN-130a.1
(1) Total energy consumed: 775,065 GJ
(2) Percentage grid electricity: 70%
(3) Percentage renewable: 1%
 
Additional information is included in the Climate and 
Energy section of our report.
Water management[25]
(1) Total water withdrawn, (2) total water consumed[26] , percentage of each in regions 
with High or Extremely High Baseline Water Stress
FB-RN-140a.1
(1) Total water withdrawn: 200,003 kgal
      % in High Water Stress markets: 15%
      % in Extremely High Water Stress markets: 30%
 
(2) Total water consumed: 31,940kgal
      % in High Water Stress markets: 8%
      % in Extremely High Water Stress markets: 1%
 
Additional information is included in the Water section 
of our report.
Food & packaging 
waste management
(1) Total amount of waste, (2) percentage food waste, and (3) percentage diverted
FB-RN-150a.1
Refer to the Waste section of our report for information 
on our approach to food waste management.
(1) Total weight of packaging, (2) percentage made from recycled and/or renewable 
materials, and (3) percentage that is recyclable, reusable, and/or compostable
FB-RN-150a.2
(1) 87,560 metric tons
(2) 37%
(3) 56%
Food safety
(1) percentage of restaurants inspected by a food safety oversight body, 
(2) percentage receiving critical violations
FB-RN-250a.1
All our restaurants operate in locations that are subject 
to regular inspections by public health authorities. 
Additional information is included in the Food Safety 
section of our report.

INTRODUCTION
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METRICS
PEOPLE
FOOD
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PEOPLE
FOOTPRINT
SUSTAINABILITY
Metrics: Sustainability Accounting Standards Board (SASB)
 
 
Topic
Accounting Metric
Code
2022
Food safety
(1) Number of recalls issued and (2) total amount of food product recalled
FB-RN-250a.2
Zero recalls were issued in 2022. A regional product withdrawal 
of sandwich romaine lettuce was initiated as a precautionary 
measure. Additional Information can be found below and in 
Wendy’s 10-K.
Number of confirmed foodborne illness outbreaks, percentage resulting in 
U.S. Centers for Disease Control and Prevention (CDC) investigation
FB-RN-250a.3
In August 2022, the CDC investigated a multistate outbreak of 
E. coli in which many of the impacted individuals reported having 
eaten at a Wendy’s restaurant and most reported consuming 
sandwich romaine lettuce. In October 2022, the CDC announced 
that the outbreak was over and that the specific source of the 
outbreak had not been confirmed. Additional information can be 
found on the CDC’s website and in Wendy’s 10-K.
Nutritional content
(1) percentage of meal options consistent with national dietary guidelines 
and (2) revenue from these options
FB-RN-260a.1
Refer to our Nutrition & Allergens webpage for information on our 
approach to nutritional content.
(1) percentage of children’s meal options consistent with national dietary 
guidelines for children and (2) revenue from these options
FB-RN-260a.2
Refer to our Nutrition & Allergens webpage for information on our 
approach to nutritional content.
Number of advertising impressions made on children, percentage 
promoting products that meet national dietary guidelines for children
FB-RN-260a.3
Refer to our Nutrition & Allergens webpage for information on our 
approach to nutritional content.
Labor practices
(1) Voluntary and (2) involuntary turnover rate for restaurant employees
FB-RN-310a.1
Refer to the Workplace section of our report for information on 
our labor practices.
(1) Average hourly wage, by region and (2) percentage of restaurant 
employees earning minimum wage, by region
FB-RN-310a.2
Refer to the Workplace section of our report for information on 
our labor practices.
Total amount of monetary losses as a result of legal proceedings associated 
with (1) labor law violations and (2) employment discrimination
FB-RN-310a.3
Refer to the Workplace section of our report for information on 
our labor practices.

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FOOTPRINT
METRICS
PEOPLE
FOOD
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SUSTAINABILITY
Metrics: Sustainability Accounting Standards Board (SASB)
 
 
Topic
Accounting Metric
Code
2022
Supply chain 
management 
& food sourcing
Percentage of food purchased that (1) meets environmental and social sourcing 
standards and (2) is certified to third-party environmental and/or social standards
FB-RN-430a.1
Additional information is included in the 
Responsible Sourcing section of our report.
Percentage of (1) eggs that originated from a cage-free environment and 
(2) pork that was produced without the use of gestation crates for confirmed 
pregnant sows
FB-RN-430a.2
(1) 7% of the eggs we purchased for our U.S. restaurants 
were cage-free; (2) 100% of pork purchased in U.S. and 
Canada, to align with our goal.
 
Additional information is included in the 
Responsible Sourcing section of our report.
Discussion of strategy to manage environmental and social risks within the supply 
chain, including animal welfare
FB-RN-430a.3
We strive to continuously improve how we source 
ingredients and how we demonstrate accountability 
for ethical business practices, sustainability and social 
responsibility. Our strategy and approach is included in 
the Responsible Sourcing section of our report.
Activity metric
Code
2022
Number of (1) Company-owned and (2) franchise-operated 
restaurants
FB-RN-000.A
(1) Company-operated restaurants: 415
(2) Franchise-operated restaurants: 6,680
Number of employees at (1) Company-operated and 
(2) franchise-operated locations
FB-RN-000.B
(1) The number of Company employees worldwide, including our corporate employees and 
Company-operated restaurant employees, was approximately 14,500 as of year-end 2022.
(2) Approximately 225,000 team members work across our franchised locations.

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SUSTAINABILITY
Metrics: Sustainability Accounting Standards Board (SASB)
[13]	 We require all chicken suppliers in the U.S. to maintain the Raised Without Antibiotics Important to Human Medicine certification by the United States Department of Agriculture Process Verified Program.
[14]	 As we collect franchise financials after they complete their year-end close and reporting processes, this metric is reported on a one-year lag.
[15]	 Wendy’s started collecting jet fuel data in 2022.
[16]	 Wendy’s began collecting refrigerant data in 2021 and used that information as an estimate for 2019 and 2020.
[17]	 Wendy’s began calculating progress against our Scope 3 emissions reduction targets in 2022.
[18]	 Categories 8, 10, 11 and 13 are not applicable to Wendy’s.
[19]	 Category 15 is included in Category 14 (franchisees), as our investment properties are franchise-operated.
[20]	 Total energy consumed includes Diesel – Mobile, Diesel – Stationary, Natural Gas, Propane, Gasoline, Jet Fuel and Electric Power used, converted to gigajoules (GJ).
[21]	 This refers to consumer-facing packaging in the U.S. and Canada. 
[22]	 Water metrics cover Company-operated restaurants and corporate offices where Wendy’s receives utility invoices and does not include facilities where water is provided by the landlord and not metered or invoiced by a utility company. Additionally, any well water 
used is not reflected.
[23]	 Water consumed reflects water usage that is separately metered for irrigation and does not include instances where irrigation usage is not metered or water that may be consumed through other uses, such as that used as drinking water in our restaurants.
[24]	 Total energy consumed includes Diesel – Mobile, Diesel – Stationary, Natural Gas, Propane, Gasoline, Jet Fuel and Electric Power used, converted to gigajoules (GJ).
[25]	 Water metrics cover Company-operated restaurants and corporate offices where Wendy’s receives utility invoices and does not include facilities where water is provided by the landlord and not metered or invoiced by a utility company. Additionally, any well water 
used is not reflected.
[26]	 Water consumed reflects water usage that is separately metered for irrigation and does not include instances where irrigation usage is not metered or water that may be consumed through other uses, such as that used as drinking water in our restaurants.