Contents

McDonald’s Malaysia
Corporate Responsibility Report 2009

About the Report

About McDonald’s Malaysia

Food, Nutrition, Supply and Halal

Commitment to Environment

People

Commitment to Community

Summary

Contact Details
About the Report
This is the first Corporate Responsibility Report from
McDonald’s Malaysia. The content of this report is limited
to the activities and responsibilities of McDonald’s Malaysia
only.

The choice of content has been determined with reference to

our stakeholders’ areas of interest and focuses on the subjects
with the greatest impact on our customers, employees,
neighbors and suppliers.

The key external stakeholders that are anticipated to use

this report include environmental organizations, dieticians
and nutritionists, government authorities, media, education
and employment organizations, business partners and our
customers who are particularly interested in our sustainability
performance.

McDonald’s Malaysia is fully owned by McDonald’s Corporation.

Around 90% of its restaurants in Malaysia are company-
owned while the remaining are owned and operated by local
franchisees.

2
About McDonald’s Malaysia The story of McDonald’s first began in 1955 when Ray Kroc
opened the first restaurant in Des Plaines, Illinois. It then grew
on to be a worldwide corporation spanning 117 countries and
serving more than 60 million customers everyday.

In December 1980, Golden Arches Restaurants Sdn. Bhd.

(GARSB) won the licence to operate McDonald’s in Malaysia.
The first McDonald’s restaurant subsequently opened its
doors at Jalan Bukit Bintang on 29 April 1982.

The global business is managed by McDonald’s Corporation

as distinct geographic segments: United States; Europe; Asia
Pacific, Middle East and Africa (APMEA); Latin America; and
Canada. McDonald’s Malaysia operates under the umbrella
arm of the APMEA group.

As of December 2009, McDonald’s Malaysia has 194

restaurants located nationwide, serving 10 million customers
a month and expanding at a rate of 15-20 restaurants
annually. McDonald’s Malaysia is fully owned by McDonald’s
Corporation, and the restaurants throughout Malaysia
are either operated by GARSB or franchisees.

McDonald’s Malaysia and our franchisees employ more than

8,000 locals with 150 support staff at the headquarters
managing the day-to-day operations of the business.

The key external stakeholders that

are anticipated to use this
report include environmental
organizations, dieticians and
nutritionists, government
authorities, media, education
and employment organizations,
business partners and our
customers.
About Mcdonald’s Malaysia

Our Values
Our actions and decisions reflect tremendously on our values, which are a set of guidelines that we strongly believe in.
They become our day-to-day basis on how we should operate, sincerely and responsibly.

The following are the criteria in which we uphold when we conduct our business:

We place the customer experience at We operate our business ethically

the core of all we do Sound ethics is good business. At McDonald’s, we hold
ourselves and conduct our business to the highest
Our customers are the reason for our existence. We
possible standards of fairness, honesty and integrity. We
demonstrate our appreciation by providing them with high
are individually accountable and collectively responsible.
quality food and superior service, in a clean, welcoming
environment, at great value. Our goal is outstanding
QSC&V for each customer every time. We give back to our communities
We take seriously the responsibilities that come with being
a leader. We help our customers build better communities,
We are committed to our people support Ronald McDonald House Charities, and leverage
We provide opportunity, recognize talent, and develop
our size, scope and resources to help make the world a
leaders. We believe that a diverse team of well-trained
better place. We are committed to sustainable business
individuals working together in an environment that fosters
practices and are determined to conduct our operations in
respect and drives high levels of engagement is essential
a manner that does not compromise the ability of future
to our continued success.
generations to meet their needs.

We believe in the McDonald’s system We grow our business profitably

McDonald’s business model, depicted by the “three-
Our stakeholders support our ability to serve our customers.
legged stool” of owner/operators, suppliers, and company
In return, we work to provide sustained, profitable growth
employees, is our foundation, and the balance of interests
for all members of our system and our investors.
among the three groups is key.

We strive continually to improve

We consider ourselves a learning organization that is
green and growing, which anticipates and responds to
changing customer, employee, system and community
needs through constant evolution and innovation.

4
Our Business Model At the heart of McDonald’s operations lies three essential
players: our employees, our suppliers and our franchisees
“The Three-Legged Stool” (sometimes referred to as owner/operators). This band of
three is called the “Three-Legged Stool”, forming a close-knit
foundation that supports our business.

The three-legged stool functions as our core strength as a

company. Each leg delivers its respective function equally,
channeling a balance of interests that ultimately makes up
our brand.

Employees – Support and deliver restaurant operations around

the world
Suppliers – Provide food and packaging and other products
and services
Franchisees – Own and operate the restaurants

Currently, about 10% of McDonald’s restaurants nationwide

The force behind are owned and operated by local franchisees while the rest
our business are managed by GARSB employees. About 7.5% of McDonald’s
worldwide restaurant business are owned and operated by
independent business people. In Malaysia, we want to extend
this opportunity to Malaysians interested in becoming our
franchisees, running a quick service restaurant with the most
reputable brand in the world.

Under the conventional franchise arrangement, franchisees

provide a portion of the required capital by initially investing
in the equipment, signs, seating and decor of their restaurant
businesses, and by reinvesting in the business over time. The
Company owns the land and the building or secures long-term
leases for the restaurant sites. The remaining of McDonald’s
restaurants are operated under other ownership structures,
depending on what best serves the needs of a particular
market. For example:

Developmental Licensee (DL) – Under this license

agreement, a developmental licensee provides capital for
the entire McDonald’s restaurant business, including the
real estate interest, and operates the business.
Company-operated restaurants – These restaurants
are owned and operated by McDonald’s subsidiary
companies.
About McDonald’s Malaysia
Global Restaurant Operations
Improvement Process (GROIP)
To ensure we are meeting customer expectations, we
initiated the Global Restaurant Operations Improvement
Process (GROIP) to continuously measure and improve
restaurant performance and accountability in McDonald’s
restaurants around the world. GROIP features on-site
restaurant assessments that include ratings for quality,
service (fast, accurate, friendly), cleanliness and treatment
of employees. It also includes a focused verification of
critical food safety procedures.
Under GROIP, both franchised and company-operated
restaurants are subject to periodic on-site performance
reviews (announced and unannounced) and coaching on
areas of opportunity. We also conduct monthly mystery
shops, which assess both Drive-Thru and front counter
performance based on our quality, service and cleanliness
standards. Results of these mystery shops are shared with
the restaurants for diagnostic purposes and determine
performance incentives.
All of the GROIP performance data are captured in our
Global Data Warehouse and then reported by restaurant
via a Performance Matrix. Everyone responsible for
the performance of the restaurants has access to the
information.
The information is used by the system to help determine
which restaurants and areas we need to focus on to help
drive continuous improvement. It is also used to identify
people with leadership potential. An annual employee
satisfaction survey elicits valuable feedback from restaurant
employees.
In the end, the GROIP is all about the customer. Our
customers expect a quality experience every time they
decide to visit us. By constantly working to make sure
that every aspect of a visit is a good one, we will increase
loyalty, confidence and customer satisfaction.
Our customers have told us that the better job we do at
meeting or exceeding their expectations, the more often
they will visit us.
The information is used
by the system to help
determine which
restaurants and areas
we need to focus on to
help drive continuous
improvement.
Our Business Conduct At McDonald’s, we are individually accountable and collectively
responsible. Our Standards of Business Conduct are our
blueprint for living up to this responsibility. These Standards
provide clarity, guidance and resources on a wide range of
issues for operating on a daily basis with fairness, honesty
and integrity.

The Standards are updated regularly since published more

than 40 years ago, including enhancements such as:

Affirmative statements on McDonald’s policies related to

human rights and the right to association
Explanation of special responsibilities of supervisors and
officers and a greater emphasis on our policy protecting
our employees who report wrongdoing against retaliation
An expanded explanation of our anti-bribery and
anti-kickback policies
The duty of employees to cooperate in internal
investigations
Description of appropriate use of electronic
communications
Importance of protecting confidential information and
privacy of employee, franchisee and customer data

Employees at McDonald’s are always encouraged to speak

Each with its own role honestly and openly. They are expected to raise questions or
issues and, where appropriate, utilize the McDonald’s Business
Integrity Line – a telephone line reserved for employee calls
about ethics and compliance issues.

The Business Integrity Line is on call 24 hours everyday by

an outside firm experienced in handling sensitive calls.
Interpreters and reversal of charges are both available for
countries outside of the U.S.

Strengthening Our Ethics One of the most critical elements of the McDonald’s
compliance program is the employee training and education
and Compliance Program under applicable laws, regulations and company policies.

McDonald’s provides training on the Standards of Business

Conduct, as well as topics including anti-trust, confidentiality,
e-compliance, mutual respect, privacy, records management
and trademarks. The company also conducts anti-corruption
training for employees outside the U.S.

We have also expanded our compliance efforts to be more

collaborative and global in scope. One of the most effective
tools we have introduced is compliance service visits. These
visits present unique opportunities for compliance staff to
collaborate with our worldwide employees and business
partners in identifying and responding to specific risk areas
that are unique to certain countries.

We have also rolled out an expanded due diligence program,

which involves cross-functional collaboration to ensure
that the company is making well-informed decisions about
business relationships. We communicate our anti-bribery
policy to our suppliers, contractors, agents and partners and
require them to certify that they will abide by all applicable
laws and regulations.
Food, Supply, Nutrition and Halal

Food, Supply, Nutrition

and Halal
We know we have a responsibility to partner with suppliers that
operate ethically, and to leverage our influence as a purchaser
to help shape social, environmental, animal welfare, food
safety and quality issues.

We fully adhere to our stringent International Food Quality

and Safety standards, as well as to the local government’s
requirements.

We are constantly evaluating options that McDonald’s in

other parts of the world has successfully introduced as well
as looking at how other industries locally are managing
sustainability issues that are common to our business.

Food Safety When it comes to the safety and well-being of our customers,
they become our first priority. We maintain rigorous, science-
based standards and evaluations in critical areas throughout
our food supply chain.

Our food suppliers must have food safety management

systems in place, including Quality Assurance Program (QAP),
a verified Hazard Analysis Critical Control Point (HACCP) plan
and crisis management, food security and other applicable
programs.

In 2007, we updated our Supplier Quality Management System

to align food safety and quality expectations into one global
document.

In addition to developing and implementing our own policies

and programs, we have been leading the effort to harmonize
food safety standards and audits within the food industry by
working with the Global Food Safety Initiative (GFSI). This will
reduce redundant audits and enable our suppliers to focus
more resources on continuous improvement.

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Safety Practices in Restaurants

Apart from maintaining optimum food safety standards
with our suppliers, hygiene practices at McDonald’s extend
right down to all restaurants in Malaysia.
Employees
All restaurant crew members are trained and certified
in-house in basic hygiene practices, sanitation and
food safety.
McDonald’s managers and crew are required to wash
their hands at least every hour with Anti-Microbial
Handwash.
All restaurants crew members must get typhoid jabs.
Handling of raw and cooked foods
Restaurant cleanliness and maintenance
Planned maintenance is performed according to the
Planned Maintenance Calendar on all equipment used
for cooking, holding or storing foods to ensure proper
working order.
Tables are wiped clean every morning with a sanitizer
solution and thereafter every time each table is
cleared.
Sanitized towels used at the food preparation tables for
thorough cleaning are used only once and thereafter
placed in the soiled towel bucket.
The water filtration system in our restaurants is capable
of removing 99.9% of particles greater than 1 micron
(including bacteria) from the water.

All food delivered to the restaurant is inspected All food handling trays, utensils and utensil holders
routinely before acceptance. are disassembled, cleaned and sanitized at least every
4 hours.
Internal cooking temperatures of beef patties are
Clean towels are kept in sanitizer solution at proper
checked twice daily to ensure that they are cooked
concentration to ensure a ready supply of sanitized
right for consumption.
towels.
Raw food is stored in walk-in freezers in a systematic
manner according to their sensitivity to temperature
fluctuation.
Raw eggs are stored in the chiller at 1 – 4°C with a shelf
life of 14 days and a secondary shelf life of 30 minutes
once they are taken out of the chiller and stored at
room temperature.
Yellow Hutzler spatulas are used for breaking
raw eggs yolks when cooking and white Hutzler
spatulas for removing cooked eggs to prevent cross
contamination.
All raw food is handled using disposable gloves of
a different color from gloves for cooked food or
condiments.
Any cooked food held in holding cabinets must be at
or above 60°C.
Time control is used for products at the preparation
table. For example, 30 minutes for eggs and 2 hours
for onions, lettuce and tomatoes.
Food, Supply, Nutrition and Halal

Great taste comes from great quality,

and great quality can be sourced from
the finest and freshest ingredients.

Sourcing from the best Great taste comes from great quality, and great quality can be
sourced from the finest and freshest ingredients. That is why
McDonald’s demands the best from our food suppliers while
following the strictest food safety and preparation standards.

We work only with dedicated suppliers who meet our high

social, environmental and animal welfare standards, namely
leading companies such as Nestle, TPC Plus, Cargill, Dinding
Poultry, Dutch Lady and Fonterra.

We also work closely with the Malaysian government as well as

experts around the world to ascertain the most effective and
advanced programs and policies that prevent our food safety
standards from being compromised.

Our meat suppliers are ISO9001:2000 certified and awarded

the Veterinary Health Mark by the Department of Veterinary
Services, complying with all veterinary inspection regulations.

In addition, McDonald’s is the first Quick Service Restaurant in

Malaysia to receive the Halal certification by JAKIM (Malaysian
Islamic Development Department).

Once the ingredients reach our distribution center, they are

routinely subjected to a Quality Inspection Program to meet
the right physical standards for freshness and quality. The
ingredient supplies are again inspected at every restaurant,
and then handled and stored in specially designed walk-in
chillers and freezers set to precise temperatures.

10
Quality Ingredients

100% Halal Beef Potatoes

McDonald’s import meat patties that are produced from Our French Fries are produced from only the best quality
100% halal beef with no additives, preservatives or flavor potatoes specially grown for McDonald’s. The potatoes are
enhancers. They are approved and packaged at McDonald’s blanched and processed so that maximum nutrients are
approved meat plants. Inspections are carried out before retained.
the beef arrives at the plants, followed by several separate
quality checks by our suppliers.
Vegetables
Our vegetable ingredients are freshly shredded in our
Halal Farm-Fresh Chicken restaurants before they are used. The lettuce heads are
Our chicken products are selected for their wholesomeness grown in Malaysia, Australia, USA and China while tomatoes
and meet all our physical and bacteriological specifications. are locally sourced.

Fish Apples
We use skinless fresh wholesome fillets of mild flavored Our apple pies are made from real apple slices blended with
white-fleshed fish for our Filet-O-Fish. Upon arrival at the cinnamon and then covered in crisp short crust pastry.
plant in Malaysia, the fish blocks are stored in temperature-
controlled environment to maintain their freshness. They Oranges
are then cut, sliced, battered and breaded without added An excellent source of Vitamin C, McDonald’s imports pure
flavoring or coloring. concentrated orange juice with pulp. No preservatives or
sugar are added.
Eggs
Only farm-fresh, premium quality eggs are used in Buns
McDonald’s egg products. The eggs are washed and cleaned McDonald’s buns are baked locally and delivered fresh
with a special detergent to remove bacteria, then coated with several times a week.
a thin layer of food grade oil so that the eggs stay fresh and
safe. Eggs are chilled and cracked open only before cooking
to ensure freshness and hygiene.
Salt
McDonald’s French Fries are salted as part of their
preparation process but unsalted options are also available
for those who are cautious about their salt intake.
Food, Supply, Nutrition and Halal

Sustainable Future We strive to ensure that every step of the McDonald’s supply
chain contributes positively to the safety, quality, and
availability of our final products.

We also want our product ingredients to be produced in ways

that contribute positively to the development of sustainable
agricultural and food manufacturing practices.

We have a large number of direct suppliers – companies that

make or deliver final products for our restaurants – as wellas
an even larger number of indirect suppliers – companies and
farms that grow or process the ingredients that are eventually
delivered to our direct suppliers.

We work closely with our direct suppliers to continuously

improve the practices that impact their employees, their
communities, the environment, their own suppliers, and of
course, our customers.

Examples of this type of work include our Social

Accountability program and our Environmental Scorecard.
Review of adherence to these programs, and others related
to sustainable supply, are included in McDonald’s Supplier
Performance Index - the primary evaluation tool used to
evaluate our suppliers’ overall performance in serving
McDonald’s needs.

Animal Welfare McDonald’s cares about the human treatment of animals,

and we recognize that being a responsible purchaser of
food products means working with our suppliers to ensure
industry-leading animal husbandry practices.

Our approach is based on our Animal Welfare Guiding

Principles, which express our commitment to ensuring that
animals are “free from cruelty, abuse and neglect”.

Our practices are always driven by the latest available scientific

research, advice from respected animal welfare experts (such
as those on the U.S.-based Animal Welfare Council) and
potential environmental and food safety implications. We
audit all abattoir facilities for alignment with our Guiding
Principles.

We also continuously monitor research related to specific

animal welfare practices (e.g., broiler stunning, laying hen
housing and sow housing) to ensure that our system is aware
of the most up-to-date best practices. We do this by consulting
with animal welfare experts and actively supporting research.

12
Halal Food Production In February 1995, McDonald’s became the first Quick Service
Restaurant (QSR) to obtain Halal certification in Malaysia.
When it comes to food production in a predominantly Muslim
country, McDonald’s adheres to the strict policies issued
by the Malaysian Islamic Development Department (JAKIM).
Therefore, all McDonald’s Malaysia products are approved
and certified safe and Halal.

As a Halal food establishment, our entire food process chain

fulfills the requirements as of the following:

Our raw materials, processed products or additives are

certified Halal.
The preparation and handling of raw food meets Halal,
hygiene and safety standards.
Premises are constantly kept safe and clean with proper
and systematic cleaning schedules.
Equipments and utensils are cleaned every time before
and after they are used, and are strictly used for Halal
food cooking.
Packaging materials are made of substances approved by
Islamic Laws while the packaging process is handled with
utmost hygiene care.
Food storage is properly allocated according to wet and
dry food materials.
Our poultry products are sourced from a slaughterhouse
that has Halal Certification from JAKIM.

Halal slaughtering requires all animals and poultry to be

healthy and free from wounds or diseases. The animals and
poultry should be accorded with humane treatment prior
to slaughtering and actions that cause stress or fear are
prohibited. Halal slaughter is carried out according to the
following regulations:

Halal slaughter is performed by a Muslim who fully

understands the fundamentals, rules and conditions
related to the slaughter of animals in Islam.
The animals to be slaughtered are Halal and can eaten by
Muslims.
The animal is fully alive at the time of slaughter.
The slaughtering severs the trachea and esophagus.
The carotid arteries and jugular veins will automatically
be severed when both main vessels are cut off while the
head is not severed completely to bring about immediate
hemorrhage.
Slaughtering is done only once and the bleeding must be
spontaneous and complete.
Dressing of carcasses commences after assuring that the
animal is dead.
Slaughtering tools and utensils are kept sharp and utilized
only for the slaughter of Halal animals.
The slaughtering is done after invoking the phrase
Bismillah (in the name of Allah).
Food, Supply, Nutrition and Halal

Our Filet-O-Fish™ burger represents great

strides towards assuring sustainability of our
supply over the last several years.

Sustainable Fisheries Our Sustainable Fisheries program defines sustainability

standards that guide all of our purchases worldwide for
wild-caught fish. That is why our Filet-O-Fish burger
represents great strides towards assuring sustainability of
our supply over the last several years.

Worldwide, McDonald’s Japan and McDonald’s Thailand

advised their suppliers in 2007 to cease purchasing Russian
Alaskan Pollock (RAP) for the production of Filet-O-Fish
because those fisheries did not address sustainability
concerns. Suppliers to McDonald’s China transitioned away
from RAP in 2008, so none remains in our system today.

Our fisheries guidelines were developed in partnership

with Conservation International and our key fish suppliers,
and are currently implemented collaboratively with the
Sustainable Fisheries Partnership. The guidelines outline
clear, measurable criteria that rate currently approved and
potential future fisheries with the latest information.

Ratings address three criteria:

Fisheries management practices – Compliance and
monitoring
Fish stock status – Biomass levels
Marine environment and biodiversity conservation-
Protecting vulnerable marine habitats

This system is designed to help identify areas for

improvement and provides McDonald’s with a sustainability
snapshot for key source fisheries. If a fishery shows
signs that something may be amiss, we first support
improvements, but if those improvements are not made
within the agreed timeframes, we will cease sourcing from
that fishery.

Our Global Fish Forum – a mix of McDonald’s supply chain

and sustainability leaders, fish purchasing managers from
our local markets and representation from the Sustainable
Fisheries Partnership – reviews the ratings, shares updates
on global sourcing, investigates alternatives for stressed
species and develops recommendations for future species
usage.

McDonald’s standards are consistent with the Marine

External Validation Stewardship Council’s (MSC) Principles of environmentally
responsible and sustainable fishing. The vast majority of
McDonald’s fish is already sourced from MSC certified
fisheries. Working with the Sustainable Fisheries
Partnership, McDonald’s is supporting efforts of remaining
supply fisheries to seek additional verification of their own
sustainability through MSC or other credible, third party
certification programs.
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Nutrition & Well-being McDonald’s is committed to the well-being of our customers.
We work together with our employees, franchisees and our
suppliers to serve a balanced array of quality food products,
and provide the information needed to make individual
choices.

There is an increasing concern about obesity rates and

related risks to well-being among consumers, governments,
NGOs, and health and nutrition experts. We take these issues
seriously and we are working to do what we can as a company
to positively influence the situation. We know we cannot
address the problems alone, but we are committed to being
part of the solution.

The McDonald’s Global Advisory Council (GAC) is an

Engaging with Experts international team of independent experts assembled by
McDonald’s to provide us with the professional guidance in
the areas of nutrition and children’s well-being. The Council
plays a vital role in helping us to continuously evolve our
thinking and approach in these areas. Members provide us
with valuable insights, direction and recommendations about
how to continue delivering a more beneficial experience to
children and families.

Since 2004, the GAC has provided McDonald’s guidance on

key areas such as:
Global nutrition labeling
McDonald’s “What I Eat, What I Do” children’s well-being
platform
Potential risks and issues in the marketplace
Future trends

In Malaysia, we have been providing nutrition information

of our products since 2003 through our website, restaurant
leaflets and traymats. We have worked with the Health Ministry
of Malaysia to ensure that we comply with their Recommended
Nutrient Intake (RNI) and the Nutrition Information requirement
for adults and children. We are committed to providing
information to our customers to help them make informed
decisions of their food choices.
Food, Supply, Nutrition and Halal

A Holistic Approach As a Quick Service Restaurant where families and children

gather alike to have tasty and wholesome meals, we have
taken it upon ourselves to launch a set of comprehensive
commitments that epitomizes a holistic approach to our
customer’s well-being.

Quality and Safety

This is the first priority across all McDonald’s markets and
in every McDonald’s restaurants.We are committed to uphold
these standards and pursue additional policies and procedures
to ensure the safety and quality of McDonald’s products for
all consumers.

Happy Meal Choice

Adjusting to the taste preferences and dietary needs of
consumers is an ongoing priority for the entire McDonald’s
system. Choice in a Happy Meal is exceptionally important. We
offer a wide choice of food and beverages to our customers
to suit their needs.

Responsible Marketing
McDonald’s airs advertising only during television programs
that are watched by both parents and children. Advertisements
are not broadcast during programs designed solely for viewing
by children. In addition, we organize various physical activity
programs like the Olympic Day Run to encourage children to
engage in sport.

Environmental Responsibility
Preserving the environment is a priority for the entire
McDonald’s system. We continue to make enhancements
in all aspects of our operations to minimize environmental
impacts.

16
McChicken™
Serving Size = 156g 2130 Adult
kcal

Calories 19% 395

Carbohydrates 16% 46.3g

Protein 25% 14.4g

Fat 29% 17.2g

Salt 25% 1.5g

% RNI

Nutritional Information
The ability to read and understand nutrition labels is essential
to making informed dietary choices. As such, McDonald’s was
one of the first restaurant companies in the world to provide
customers with nutrition information about the products we
offer.

Since then, the ways we make our nutrition information

available have evolved with emerging technology. Since 2003,
we offered it on in-store traymats and brochures. Then we
began offering it on our website and subsequently, on our
packaging materials. Our expansion of alternative sources of
nutrition information helps customers make informed choices
based on facts, not perceptions.

The Nutrition Information Initiative (NII)

and Beyond
McDonald’s completed its rollout of NII to 20,000 restaurants
worldwide, providing easy-to-understand and globally
relevant bar chart icons to illustrate the number of calories,
fat, sodium/salt, carbohydrates and protein in most of the
core products.

The development of this iconic approach to communicating

nutrition information involved extensive research and
consultation with our Global Advisory Council, the McDonald’s
Europe Nutritionist Steering Group, other independent
experts and government officials. We also solicited customer
perspectives on the user-friendliest ways to communicate
nutrition information.

The resulting format enables customers to grasp, at a glance,

how our food can fit into a balanced diet. For example:

The format focuses on the five elements experts agree are

most relevant to consumer understanding of nutrition.

For each element, the percentage of the daily recommended

intake the product provides is indicated.
The format is icon-based and designed to be understood
independent of language. Although it provides a global
model, it is flexible enough to be adapted to local needs,
customs, menus and regulations.
Food, Supply, Nutrition and Halal
We remain confident that as customers
learn more about the nutrition profiles
of our food, it will positively
reflect on our commitment to serving
responsible food.
Informing Customers in the Future
Trans Fatty Acids (TFA)
18
We are constantly reviewing the effectiveness of the NII
and exploring alternatives to make nutrition information
practical for today’s consumer. Many McDonald’s local
business units are already using the latest advancements
in technology to make nutrition information even more
widely available.
In several of our markets, customers can create their own
McDonald’s meal and get its nutrition facts – all with a few
key strokes on a computer. McDonald’s Japan uses a code
on packaging that allows customers to access nutrition
information via web-enabled cell phones.
While we continuously work internally and with outside
experts to develop better ways to communicate nutrition
information, we are also committed to complying with
local laws and regulations that lead to alternative methods
for informing consumers.
We will continue to monitor the effectiveness of all
approaches and we remain confident that as customers
learn more about the nutrition profiles of our food, it will
positively reflect on our commitment to serving responsible
food.
In response to customer requests, and as part of our
ongoing dedication to offering quality products and
balanced choices, McDonald’s have substantially reduced
the trans fatty acids (TFAs) in food offerings across the
country by working with our suppliers to develop and test
many different cooking oil options.
In Malaysia, we use palm oil that do not undergo
hydrogenation process produced by Cargill Palm Products
for our French Fries, fried chicken and fish products, fried
pies and other promotional fried products.
Trans level analyses have confirmed that the level
frequently detected in the non-hydrogenated oil products
used ranged from 0% to 0.3%. In line with Malaysian Food
Act 1983, the oil supplies used can be considered as “low
trans” products. Therefore, McDonald’s customers can be
assured that trans level will not exceed 0.5%.
Commitment to
Environment
As a global corporation spanning 31,000 local restaurants
in 117 countries, it is imperative that we direct our journey
towards environment sustainability. We are improving our
environmental performance and as we listen and learn,
we see more opportunities emerging to progress our
sustainability efforts.

Like many individuals and other businesses, we are much

more aware of the impact our operations have or could
be having on our land, air and water. Our position as a
leading quick service restaurant brings with it significant
responsibility to promote change and implement improved
business practices.

Over recent years we have implemented a suite of

effective tactical environment management initiatives. We
have been working hard to minimize our impact on the
environment and identified the need for a more cohesive
and comprehensive environmental strategy to guide our
actions in the future.

This strategy will reflect the importance of climate change

in our plans and actions and provide us with a sustainable
business model for our operations moving forward.

Energy & Water Usage

Climate change is a crucial issue, generating growing interest from many sectors of society from individuals and NGOs, to
governments and corporations. The urgency of this issue means that everyone has a role to play in reducing our impacts,
including companies like ours.

McDonald’s has been working to minimize our environmental footprint by initiating energy conservation measures 30
years ago. Since then, we have continued to seek methods to improve our environmental performance – not just because
it is the right thing to do, but also because it is smart business.

Efficiency and innovation are natural by-products of thinking “green”. When we conserve energy, produce less waste and
minimize resources used by our suppliers, we use less and spend less. McDonald’s restaurant use of electrical energy and
natural gas accounts for the bulk of our direct greenhouse gas emissions. More efficient use of these resources helps us
save money and reduces our environmental impacts. Within the restaurant, our two key areas of focus are the heating
and cooling systems and the cooking appliances, which together account for approximately 80% of a typical restaurant’s
energy use.

McDonald’s Malaysia ensures that all restaurants are installed with power system stabilizers to provide improved
stabilization of the system. Power factor correction boards are also utilized to channel improved power factor and reduce
energy costs. To date, our efforts have resulted in electricity savings of 5% - 8% per month over the last four years.
Commitment to Environment

While our primary focus is on reducing waste at the outset, we

Recycling continue to seek ways to incorporate reuse and recycling into
our restaurant operations.

One of the biggest challenges to recycling for McDonald’s and

the food industry as a whole is that food packaging is not
widely accepted by recyclers.

As a result, the majority of our recycling currently involves

behind-the-counter materials, and that’s where we see the
greatest opportunity for continued improvement.

Recycling Cooking Oil

We practice an environmentally friendly approach in the
disposal of our cooking oil, by accumulating oil waste and
supplying it to environmentally supportive manufacturers.
They in turn will recycle these materials into household items
such as soaps and candles. More than 12,000 kilograms
of used cooking oil is recycled every month by McDonald’s
Malaysia.

Product Packaging
Packaging is such a critical part of our brand – not only for food
quality and safety, but also in its visibility to our customers.
Minimizing the environmental impacts of our packaging
starts in the design phase of packaging development. We
focus on minimizing the weight and maximizing the use of
recycled materials in our packaging. More than 60% of our
product packaging is made from paper instead of plastic or
polystyrene. And we will continue to look for ways to include
sustainable designs in our packaging in the future.

Rainwater Harvesting
With water being one of the most important resources in
the world, we have developed a system at our Drive-Thru
restaurants to harvest rainwater in our efforts to recycle this
precious resource. Rain gutters are placed on the roofs of our
restaurants to channel rainwater to a storage tank. The water
is then used to maintain the cleanliness of our Drive-Thru
lanes, and to water the plants at our premises. An estimated
500 gallons of pipe water nationwide is saved monthly through
this exercise.

20
We support fundamental human
rights for all people. That is why
we make people a priority.

People
It should go without saying that we support fundamental
human rights for all people. We comply with employment laws
in every market where we operate, and we will not employ
underage children or forced laborers.

We respect the right of employees to associate or not to

associate with any group, as permitted by and in accordance
with applicable laws and regulations.

Delivering on responsible food and customer expectations

demands an engaged, committed and talented workforce. We
know this, and so do McDonald’s franchisees.

People are absolutely fundamental to our brand and to building

our business. That is why we make people a priority.

Having been awarded Hewitt’s Best Employers 2009 in

Malaysia is proof that we pay strong emphasis on the core of
our business – our people.

In addition to that, we have also won the bronze award in the

HR Excellence Category at The Malaysia HR Awards 2008/09
for outstanding achievements in human resource management
by organizations and individuals.

We take a modern, strategic approach to address the

Our Approach challenges. Business is strong, and we need high-performing
employees to help us continue that trend. Our operations
span a range of cultural environments that makes us diverse
by design.

Hence, our people policies and programs are designed to meet

employee needs through three strategic priorities – respect,
commitment enhancement and talent management.

Maintaining a stable and qualified workforce, especially

at the restaurant level, is a challenge in the 21st century
global economy. The mobility of today’s workforce and poor
perceptions of employment in some area of the quick service
industry present special challenges for McDonald’s.

As a company, we continue to be adversely impacted, in some

markets where we operate, by the negativity associated with
the term “McJob”. So we recognize that we need to distinguish
ourselves as a great place to work, both at the staff level and
in our restaurants.
We take a flexible approach to employment as
part of our commitment to diversity.
Positive steps are taken to ensure that job
satisfaction and developmental potential
are enforced regardless of gender, age, race
and creed.

At McDonald’s, we are committed to providing a working

Equal Opportunities environment where everyone can be treated with dignity
and respect. We promote equal opportunities at all work
levels to ensure that our employees enjoy a harmonious
work environment that is free from harassment, bullying
and discrimination.

We take a flexible approach to employment as part of

our commitment to diversity. Positive steps are taken to
ensure that job satisfaction and developmental potential
are enforced regardless of gender, age, race and creed.
Career promotions are solely based on merit as we believe
that individual performances and abilities should be duly
recognized.

Women at Work

We are a strong advocate for the advancement of women in

the workplace and have been hiring women at work since
the founding of our first restaurant.

A large proportion of our workforce is made up of women,

constituting 53% of Restaurant Managers, 41% Operations
Consultants, 28% Operations Managers and 53% Heads
of Department. Our current Managing Director, Ms Sarah
Casanova has been with McDonald’s for 18 years and has
had seven different assignments in four different countries,
won numerous accolades for her exceptional leadership
and outstanding performance, including the President’s
Award in 1995 and the Charlie Bell Award in May 2009. She
has also served six years as Dean of Hamburger Marketing
University.

McDonald’s Malaysia also participates in the APMEA (Asia

Pacific, Middle East and Africa) Women’s Leadership
Network, which promotes the development and retention
of women executives. In July 2009, APMEA held its first ever
Women’s Leadership Network conference in Singapore,
overseeing a total of 270 high achieving women throughout
the organization attending the event, of which nine were
female employees of McDonald’s Malaysia.

By understanding that women have different needs, we

have created an inclusive and supportive environment
where ample opportunities can be developed to the
highest potential, enabling many women to return to the
22 workforce while achieving a balance between work and
personal commitments.
People

Development Opportunities The best people lead to the best business results. We want
to ensure that we have leaders who can take McDonald’s into
the future.

To be a talent magnet, we have to provide opportunities to

learn and grow. We have invested significant resources in
programs to address this priority, including our own learning
academies known as Hamburger Universities, and a Leadership
Institute for McDonald’s leaders around the world.

These programs are part of a comprehensive global talent

management strategy designed to ensure that we have a
constant stable of high-performing, committed leaders, a
diverse pool of candidates for the future and a culture that
both requires and supports learning and development.

Crew training begins on the very first day of work. New hires,
Training and Development at crew and crew trainers are involved in a carefully planned crew
Restaurant Level development curriculum.

Lessons begin with crew orientation, and gradually progressing

towards the introduction of Crew Development Program (CDP)
and Crew Trainer Development Program (CTDP), instilling the
very basic roles and responsibilities of each and every crew on
facets of quality, service, cleanliness and value.

More than 85% of our restaurant management staff started off

as crew members. Restaurant Management Curriculum helps
train managers to be fully responsible for the restaurants they
are in charge of. The curriculum includes self-study, in-store
training and classes that prepare them for a bigger role in
the store, which will eventually lead to a restaurant manager
position.

The four components of the curriculum are:

Shift Management - This teaches the basic knowledge and
skills to run a restaurant shift
Systems Management - This includes role-playing, discussions
and interactive exercises in and out of the restaurant setting.
Restaurant Leadership Practices - A five-day program that
simulates the complexities of a real restaurant environment
and reinforces the concept of decision making and building a
high-performing team.
Business Leadership Practices - This course is designed for
restaurant managers who have been on the job for about a
year. It trains participants to acquire the skills necessary to
successfully develop a restaurant business plan that will meet
the goals set by the region, division, country and their own
restaurant organization.
Hamburger Universities As of today, we have seven Hamburger Universities (HUs)
around the world. They are state of the art training centers
for restaurant employees and corporate staff.

Since its inception, Hamburger University training has

emphasized consistent restaurant operations procedures,
service, quality and cleanliness. The curriculum is
comprehensive, thought-provoking and the perfect foundation
for building a successful career.

The fact that our Oak Brook Campus Hamburger University

is the only restaurant company training academy awarded
college credit recommendations by the American Council
on Education (ACE) is indicative of the value Hamburger
Universities bring to our system and our employees.

ACE recommendations mean that credits earned at Hamburger

University can be applied toward a college degree. 100% of
the restaurant manager and mid-management curricula are
eligible for a total of up to 46 credits – approximately two
years of full-time college study. Over the years, McDonald’s
Malaysia sent its Restaurant Managers to Hamburger
Universities located in the United States, Australia and Korea.

McDonald’s Leadership Institute In mid-2006, we officially launched the McDonald’s Leadership

Institute, a virtual learning community with guidance and
resources to support and develop employee leadership and
talent.

It gives McDonald’s leaders opportunities to grow and develop

through structured learning with other leaders, to participate
in challenging development experiences and to access a wide
variety of development tools and best practices resources.

The Leadership Institute helps them develop critical leadership

skills needed to address major short and long-term business
challenges that are affecting the corporation.

Under the auspices of the Institute, accelerated leadership

development programs for high-potential directors and
officers are offered annually across all areas of the world.

As the end of 2007, 184 employees from 43 countries had

participated with more than 40% of those who graduated
receiving promotions.

24
Celebrating Unique Talents
Voice of McDonald’s Singing
Competition
McDonald’s Champion Crew
At McDonald’s, it is not all about working. Building a
caring, warm community for employees is important to us.
McDonald’s offers a variety of programs that franchised and
company-operated restaurant employees can participate in
to grow and develop, both personally and professionally.
2009 marks the third year that we held Voice of McDonald’s,
the largest global singing competition of its kind. Open
to all McDonald’s crew members and managers in 117
countries, the contest allows participants to showcase their
vocal prowess and compete for a $25,000 prize. In 2009,
more than 3,600 talented employees from 53 countries
worldwide entered the contest.
As part of our Olympic sponsorship, we honored the hard
work and exceptional service of our restaurant employees
by bringing our best to serve the world’s best at the
Games. Nearly 1,400 of McDonald’s top-performing crew
members were chosen to experience first-hand the fun
and excitement of the 2008 Olympic Games in Beijing and
serve the world’s top athletes, coaches, officials, media
and spectators at four McDonald’s Olympic restaurants.
Results showed that McDonald’s
engagement score has been steadily rising,
garnering 61% in 2007, 65% in 2008 and
subsequently 81% in 2009

Since June 2007, McDonald’s Malaysia engaged Hewitt

Associates to conduct the Employee Engagement Study in
order to better understand what employees think and feel
about the company and various aspects of their job.

Through the findings of this study, McDonald’s is

looking forward to fact-based direction in creating a
high-performing work culture to better attract, attain,
retain and motivate the workforce that delivers superior
business results in line with its vision statement and goals.
McDonald’s would like to:
Hewitt Best Employers in Malaysia
Conduct an all employee engagement study to have a
2009 clear understanding of employee needs.
Identify the necessary gaps in engagement in order to
place the right action to improve.
With the findings of the study, enhance the Employer
Brand that will articulate the employment experience.
Have concrete action plans to achieve its objective to
become an Employer of Choice.

In order to conduct the study, an 8-step engagement

process was put to action:

Conduct Engagement Survey

Analysis / Review of Results
Communication of Results
Action Planning
Action Implementation
Ongoing Communication
Conduct Engagement Pulse Check
Monitor and Refine Actions

Results showed that McDonald’s engagement score has

been steadily rising, garnering 61% in 2007, 65% in 2008
and subsequently 81% in 2009.

26
Commitment to Community

Commitment to
Community
For McDonald’s, giving back comes in many shapes and
sizes. It can be a local franchisee sponsoring a youth sports
organization. It may bring to mind our renowned and long-
time support of Ronald McDonald House Charities.

It can include Olympic sponsorship and feeding the

athletes. Whatever shape it takes, the intent remains the
same – to make a positive difference in the lives of our
customers and the communities where we operate.

Giving back has been fundamental to our business since

Ray Kroc founded McDonald’s more than 50 years ago. Our
communities give us so much in return by increasing our
brand visibility and strengthening our relationships with
our stakeholders.

We use three key strengths – our scope, our people and

our profits – to make a meaningful and lasting impact on
the global communities where we live and work.

Children & Family Toy Safety

Nothing is more important to us than the safety and well-
being of our customers. The most vital aspect to know is
that our Happy Meal toys are safe.

Happy Meal toys are backed by a proactive safety program

that starts with the design, long before a toy makes it to
production.

The creative process, including ideas and sketches, starts

with McDonald’s safety-approved suppliers about a year in
advance. Our safety engineers are involved from the very
beginning of the process to make sure McDonald’s safety
standards are complied with.

Next, a hard model is made in grey resin. These models

are examined repeatedly by experts to identify and resolve
any potential safety hazards.

Then molds are made and sample toys are produced. If the
appearance and quality are approved, more safety tests
are performed by McDonald’s approved third-party safety
laboratories.

Once full-scale production begins, these third-party safety

laboratories monitor and test the product throughout the
entire manufacturing process.

Testing may be performed hourly, daily or weekly,

depending on the production cycle. Upon completion
of manufacturing and passing results of all safety tests,
the toys are shipped to distribution centers in the United
States, Hong Kong and Europe where they await their
official launch date in the restaurant.

When it comes to toy safety, we take nothing for granted

and remain ever vigilant watching every step of the
process.
Ronald McDonald House Charities The Ronald McDonald House Charities Malaysia (RMHC
Malaysia) was established as a non-profit organization in
15 February 1990 as part of the 280 local RMHC chapters
worldwide, with the mission to create, find and support
programs that directly improve the health and well-being
of children.

RMHC Malaysia strives to enrich the lives of the less

fortunate children and encouraging them to achieve their
fullest potential by helping them in three main areas of
health, education and welfare.

RMHC Malaysia is a registered society with the Registrar of

Societies. It is a tax-exempt body and all donations above
RM50 are issued tax-exemption receipt organized by the
Inland Revenue Board of Malaysia.

The day-to-day administration of RMHC Malaysia is

undertaken by three full-time executive staff. A committee
comprising a President, a Vice President, a Secretary, an
Assistant Secretary, a Treasurer and 5 committee members,
all of whom are office bearers of RMHC Malaysia, provide
the overall directions and supervision in the conduct of the
activities of RMHC Malaysia.

All the office bearers are non-paid volunteers. In addition

to the office bearers, RMHC Malaysia also appoints an
external auditor and several advisors who help guide the
society.

The supreme authority of the society is vested in a general

meeting of the members that is held annually. An election
of office bearers is held at the annual general meeting.

RMHC Malaysia’s efforts are realized through its members,

McDonald’s staff, customers and suppliers. McDonald’s
customers are a major contributor to RMHC Malaysia
through the little coin boxes that are placed on the counter
of every McDonald’s outlet.

RMHC Malaysia also organizes various fundraising events

such as the RMHC Malaysia-Tropicana Charity Golf
Championship, RMHC Malaysia Charity Bowl and RMHC
Malaysia Charity Hunt.

All administration and management costs are borne by

McDonald’s Malaysia, enabling 100% of all donations to be
channeled towards charities and sponsorships.

28
Commitment to Community
The main objective of the house is to
provide temporary accommodation to
families who have traveled far to seek
medical treatment for their children.
The Ronald McDonald House at
Pusat Perubatan Universiti
Kebangsaan Malaysia (PPUKM)
Ronald McDonald Sensory Room
30
The Ronald McDonald House is located on the premises
of the Pusat Perubatan Universiti Kebangsaan Malaysia
(PPUKM) and was built at a cost of RM2 million. Officially
opened by on 21 June 1999, the facility has 19 bedrooms
with attached bathrooms and common areas such as the
kitchen, dining area, TV lounge and laundry room.
The main objective of the house is to provide temporary
accommodation to families who have traveled far to seek
medical treatment for their children. The costs of pediatric
medical treatment can be costly for some families, and
putting up at hotels or motels would only add to the
financial and emotional burden.
The Ronald McDonald House helps relieve these families
of unnecessary burdens and allow families of similar
situations to find support and comfort in each other. To
date, 500 families have benefited from this “Home Away
From Home” concept.
Funding for the Ronald McDonald House is from RMHC
Malaysia’s various fund raising activities. Ongoing support
in the form of donations of food and drink is provided by
companies like Nestle, MacFood and Havi Food.
RMHC Malaysia has initiated an ongoing project to establish
Ronald McDonald Sensory Rooms in centers for children
with learning difficulties. The Ronald McDonald Sensory
Room can be found in eight locations:
The Society for the Severely Mentally Handicapped
Selangor and Federal Territory (SSMH) in Petaling Jaya,
Selangor
Bethany Home in Hutan Melintang, Perak
Agape Centre in Sibu, Sarawak
Persatuan Sindrom Down Malaysia (PSDM) in Ampang,
Kuala Lumpur
Yayasan Orang Kurang Upaya Kelantan (YOKUK) in Kota
Bharu, Kelantan
Taman Sinar Harapan, Kuala Terengganu, Terengganu
National Autism Society of Malaysia, Kuantan Center,
Pahang
Spastic Children’s Association of Johor, Johor Bahru
The Ronald McDonald Sensory Rooms are equipped with
multi-sensory equipment from the United Kingdom, which
stimulates the five primary senses in an atmosphere of trust,
relaxation and fun. It has been proven to be beneficial to
special children as it improves attention span and reduces
hyperactivity. Over time, this would help these children in
their cognitive skills and build self-confidence.
Gift of Smile Children born with cleft lip and palate and from low-
income families have a reason to smile again under the Gift
of Smile Campaign, in cooperation with Pantai Hospitals
Sdn. Bhd. and McDonald’s Malaysia, where these children
can undergo corrective surgeries at no cost.

To date, there are almost 12,000 babies born with this

congenital defect and have yet to undergo corrective
surgery due to financial constraints, parental ignorance of
available cure and in some cases, societal beliefs.

It is our goal to instill public awareness and provide the

opportunity for medical aid. Since then, 200 children
suffering from this condition has been supported by the
program and now lead normal, healthy lives.

In 27 April 2001, RMHC Malaysia expanded the Tunas

Tunas Wawasan Wawasan sponsorship program nationwide with the
cooperation of the Ministry of Education.

Under the expanded program, two students from low-

income families in each state of Malaysia are selected
every year to receive the scholarships throughout their
secondary school years.

The monetary support consists of monthly allowance for

meals in school in addition to an extra sum every beginning
of the year for transportation, school uniforms and school
fees.

With an annual intake of at least 28 new students a

year, RMHC Malaysia strives to enable these students to
concentrate in their studies with the financial support
provided, so that they would have the chance to excel in
their studies and be future leaders in the community. Up
until now, 400 children have benefited from this program.
Commitment to Community

Community Sponsorship McDonald’s has a long history of sponsoring global events

and supporting local outreach programs that create strong,
relevant connections with our customers everywhere.
The flexibility of the system means that each restaurant
can contribute locally in a way that is most relevant and
appropriate for themselves and their community.

In addition to larger state and national sponsorships,

thousands of contributions are made by McDonald’s
restaurants to their local community, with many of these
programs focused on promoting physical activity and
encouraging children to be active.

We will always look for opportunities to further our

involvement in the community and to create and support
initiatives that benefit our society, no matter the scale.

Customer expectations and needs about nutrition and

Balanced Active Lifestyles balanced lifestyles are changing with times and we are
evolving along with out customers. We are committed to
our Balanced, Active Lifestyles efforts that inspire and
motivate our customers to live healthy and balanced lives.
Our Balanced Active Lifestyle initiative focuses on three
key areas – increasing menu choice, providing convenient
access to nutritional information and encouraging physical
activities.

Olympic Games
We have been a proud supporter of the Olympic Movement
for 40 years. As a system, we believe in the spirit of the
Games and their unique ability to engage the world in a
way that is constructive and inspirational. We recognize
the power of the Games to reinforce excellence, unity and
achievement among the people the world over. Our goal is
always to bring that spirit to our customers.

Here is a brief history of our commitment to the Olympic

Games:
1968: McDonald’s began support of the Olympic Movement
by airlifting burgers to U.S. athletes competing in Grenoble,
France, where they reported being homesick for American
burgers.

1976: McDonald’s became an Official Sponsor of the

Olympic Games at the 1976 Olympic Games in Montreal,
Canada.

1998: McDonald’s officially provided food service for

athletes at the Olympic Winter Games in Nagano, Japan
for the first time. This was also our first opportunity to
bring the fun and excitement of the Olympic Games to our
customers around the world through our official global
sponsorship and local promotions.

2000 and beyond: McDonald’s continues our Worldwide

Sponsorship of the Olympic Games and our commitment
to serving food to millions of athletes, coaches, their
families and fans. The Beijing 2008 Olympic Games marked
McDonald’s sixth Olympic Games as a Worldwide Partner
and seventh as the Official Restaurant of the Olympic
Games. McDonald’s current sponsorship will continue
through the 2012 Games in London.
32
Champion Kids We created the McDonald’s Champion Kids program to
engage young people worldwide in activities that reinforced
sport, fitness and fun. This grassroots outreach program
provided more than 200 kids from around the world
with the opportunity to travel to Beijing and report their
stories and experiences back to their local communities
and hometown news outlets. Children from more than 40
countries had a chance to see the games, meet Olympic
athletes, visit historic sights and interact with children from
different cultures around the globe. Fourteen-time Olympic
gold medalist Michael Phelps served as McDonald’s Global
Ambassador for the program.

As part of our tradition of supporting football, we have

FIFA World Cup served as an Official Partner of the FIFA World Cup since
1994. As a FIFA World Cup Sponsor through 2014, we
continually bring the world’s passion for football to life
for millions of fans through special creative promotions,
contests, ads and in-store activations in more than 100
countries in the world.

The centerpiece of our FIFA World Cup sponsorship is the

Player Escort Program. Through this initiative, more than
1,400 children from ages 6 – 10 have the privilege to
realize their dreams by escorting the world’s finest football
athletes hand-in-hand onto the field before all official FIFA
World Cup matches. Kevin Khoo became the first Malaysian
child chosen as a Player Escort at the 2006 FIFA World Cup
Germany.
Commitment to Community
Grassroots Community Support
McDonald’s uses three
key strengths – our
scope, our people and
our profits - to make a
meaningful and lasting
impact on the global
communities where
we live and work.
Giving back has always been fundamental to our business
since Ray Kroc founded McDonald’s more than 50 years
ago. Our communities give us so much in return not just by
supporting our business but also by increasing our brand
visibility and strengthening our relationships with our
stakeholders. McDonald’s uses three key strengths – our
scope, our people and our profits - to make a meaningful
and lasting impact on the global communities where we
live and work.
The real strength of McDonald’s community involvement
lies with GARSB and our franchisees who provide grassroots
support to their local neighborhoods. Day in and day out,
we make a solid effort to contribute positively to our
communities in dynamic ways, among those include:
Supporting health, recreation, and other community
programs,
Providing aid during natural disasters and other
emergencies, and
Contributing to local community development.
For instance, McDonald’s Mutiara Damansara and
McDonald’s Section 3 organized a charity car wash to raise
funds for Rumah Ilham and Rumah Anak Yatim & Miskin Al-
Munirah respectively. Cars were charged RM10 per wash to
raise funds on top of further donations accumulated from
McDonald’s customers and store profits.
McDonald’s Gombak repainted the Nurul Al-Qana’ah Home
in Gombak. The crew also helped in changing the rubber
mats and curtains, cleaning the compound and sponsoring
the orphans a Happy Meal lunch. Meanwhile, McDonald’s
Damansara Store Managers and crew did their part by
visiting the Yayasan Anak-anak Yatim Pinggir Taman Tun
Dr. Ismail to repaint the home premises.
On 28 May 2009, McDonald’s Section 14 lent a helping
hand to the rescue workers of the tragic Jaya Supermarket
collapse, where six lives were lost. The store provided a
free flow of Orange Bowl as soon as the rescue work started
and served supper and breakfast to the rescue workers.
The team continued to provide Orange Bowl and burgers
until the rescue work ended on 30 May 2009.
On 5 December 2009, RMHC Malaysia and McDonald’s
Kuala Terengganu embarked on a flood relief mission to
deliver supplies in aid of thousands of the flood victims
who have been evacuated to Gong Badak, Tok Jiring
and Bukit Guntung Relief Centers. RMHC Malaysia and
McDonald’s Kuala Terengganu delivered supplies such as
school stationeries, school bags, diapers, baby wipes and
toiletries.
Summary

Corporate responsibility is all about finding

the intersection of doing good for society
and for our business. At McDonald’s, we
strive to fulfill our responsibilities in each
sector of our system, and have made
tremendous progress in them. In spite of
our achievements, we will remain dedicated
in pursuing continuous improvement and
engage our stakeholders to work together
to explore future opportunities for brand
excellence.