Employment Experience8
EMPLOYEE TRAINING AND DEVELOPMENT
| Crew members satisfied that they receive the training needed to do a good job | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | 79.4%9 | 80.6%9 | 82%1 | 84% |
| Managers who feel the person they report to supports their professional development | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | 80.3%10 | 81.6%10 | 82%11 | 83%11 |
| Company-operated restaurant managers who started as crew members | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | NA | 63.6% | 64.9% | 53% |
| Worldwide top management team who started as crew members | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | NA | 42% | 42% | 42% |
MANAGEMENT OPPORTUNITIES FOR WOMEN
| Company-operated restaurant managers who are women | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | NA | 44% | 46.2% | 49% |
| Worldwide leadership (VP and above) team who are women | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | NA | NA | 26.4% | 26.7% |
Community
PHILANTHROPIC ACTIVITIES (WORLDWIDE)
| Money raised by the McDonald's System, including employees, owner/operators, and suppliers, and with the help of customers, for RMHC and other charities | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Total in millions | NA | $60.9 M | $40.5 M | NA |
| Total corporate cash & in-kind contributions | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Contributions in millions | $9.2 M | $13.3 M | $13.6 M | $10.6 M |
LOCAL ECONOMIC IMPACTS
| Total capital expenditures worldwide (investments in new and existing restaurants) | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Investments in billions | $1.4 B | $1.6 B | $1.7 B | $1.9 B |
SOCIAL TAXES
| Total social taxes paid by McDonald's | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Taxes Paid in millions | $345.3 M | $382.3 M | $493 M6 | $621 M6 |
McDonald’s Key Performance Indicator Summary: Measuring Performance
For our 2006 Worldwide Corporate Responsibility Report, we took a major step forward by establishing initial key performance indicators (KPIs) for each of our most material issues.
In the course of reviewing the 2006 KPI data, we have updated to reflect improved processes for data collection, analysis and reporting. Working with subject-matter experts and our internal audit team, we have clarified terms and instructions, developed additional reporting forms, and worked with field staff to strengthen their understanding of the process.
With this report, we are able to report metrics representing a greater number of markets with improved accuracy. We will continue our work to embed the process in our ongoing operations and expand it, for all KPIs, to all of our largest markets.
Sustainable Supply Chain
SUPPLIER SOCIAL ACCOUNTABILITY (WORLDWIDE)
| Food, packaging and tier-1 equipment suppliers that have affirmed our Code of Conduct2 | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| % of Supplier facilities | 57.0% | 89.0% | 93.5% | 92% |
ANIMAL WELFARE (WORLDWIDE)
| Supplier meat (including beef, pork and poultry) processing plants audited | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| # of Suppliers | 534 | 521 | 562 | 513 |
Nutrition & Well-being
OFFERING MENU CHOICE
| Items, per market menu, that contain at least 1 serving of fruit or vegetables | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Average # | NA | NA | 6.1 | 6.1 |
| Items, per market menu, that contain at least ½ serving of fruit or vegetables | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Average # | NA | NA | 9.9 | 10.9 |
PROVIDING NUTRITION INFORMATION
| Nutrition information available In-restaurant | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| % of Top 9 markets | 100% | 100% | 100% | 100% |
| Nutrition information available Out-of-restaurant | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| % of Top 9 markets | 100% | 100% | 100% | 100% |
Environmental Responsibility
RESTAURANT-LEVEL ELECTRICAL ENERGY USE3
| Kilowatt hours used per transaction count (TC), resulting from electrical energy use in the restaurant | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| KwH/TC | NA4 | NA4 | 1.15 | 1.15 |
GREENHOUSE GAS EMISSIONS3
| CO2 emissions (in tons) resulting from electrical energy use in the restaurant | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Tons of CO2 | NA4 | NA4 | 1.71 M | 1.88 M |
ENVIRONMENTAL IMPACTS OF CONSUMER PACKAGING5
| Packaging used, by weight, per transaction count | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Amount in lbs. | NA | 0.1396 | 0.1387 | 0.1357 |
| Packaging material that is made from recycled paper | ||||
| Year | 2004 | 2005 | 2006 | 2007 |
| Percentage | NA | 31.5%6 | 33.1%7 | 29.8%7 |
1 Except as otherwise noted, figures are for our nine largest markets: Australia, Brazil, Canada, China, France, Germany, Japan, the U.K. and the U.S. Organizational structures vary by market. McDonald’s Japan is a publicly traded company and is approximately 50% owned by McDonald’s Corporation. Effective 2007, McDonald’s Brazil is owned by a developmental licensee.
2 Total number of suppliers varies from year to year based upon business needs. Includes suppliers identified to and confirmed by our program management firm as having signed the Code. Data reported is based on a cumulative total.
3 Includes energy data exclusively from company-operated restaurants except in Brazil and Japan where franchisee/developmental licensee restaurants are included due to organizational structure.
4 Data reported in 2004-05 cannot be compared with the most recent data and has been excluded from this chart to avoid confusion. Detailed methodology and historic data are available in the environmental responsibility section of this report.
5 Consumer packaging does not include pre-packaged items such as salad dressings.
6 Not including Brazil.
7 Not including China.
8 Data for restaurant employees are for company operated restaurants.
9 Not including Australia, Canada, China, Japan.
10 Not including Australia, Canada, China, Japan, U.K..
11 Not including Japan, Canada.
12 Not including Japan.
13 Not including Japan, Brazil.