collage of diverse faces

March 24, 2022

Leading with Our Values: An Update on our DEI Journey

 

This article was originally sent via email by Global Chief People Officer Heidi Capozzi to all McDonald's global staff, franchisees, and suppliers.


McFamily,

You’ve seen us make big, bold commitments to diversity, equity, and inclusion across all three legs of the stool. And over the last year, we’ve taken meaningful actions to foster a culture where everyone feels welcomed, valued, and respected. This is difficult and necessary work, and we welcome the challenge as we seek out every opportunity to emphasize that inclusion is—and must remain—central to who we are.

In 2021, we made the connection between allyship and accountability, linking the compensation of our most senior leaders—myself included—to making tangible progress on our diversity, equity, and inclusion (DEI) goals. We promised to be transparent along the way, and that means telling our story as it unfolds. Today I’d like to share an update on the progress we have made and where we are headed next.

In 2021, the number of women in leadership roles (Senior Director and above) globally increased from 37% to 41%—an important step toward our 2025 goal of 45% and our 2030 goal of gender parity in leadership roles. We’ve built truly meaningful momentum as we have worked to support and empower the women of McDonald’s, and we will not lose sight of our aspiration in this space.

At the same time, the number of leaders (Senior Director and above) from historically underrepresented groups in the U.S. has increased from 29% to 30%. Although this is progress in the right direction, we know there is more to do here to ensure we reach our ambitious goal of 35% by 2025. And we are dedicated to doing everything it takes to support making progress - from doubling down on the functional work in the recruitment, retention, and development of our talent, to partnering across markets and functions to address individual needs and share best practices.

Data chart showing percentages of historically underrepresented groups from 2020-2030. Full details below image.

Click here for full description of the above image. 

 

Representation in leadership is not the only way we are working to dismantle barriers and create opportunities. Last year, we communicated our commitment to prioritize equal pay for equal work through an annual pay analysis. Today, I am pleased to share that we have closed the identified pay gaps for women globally across the U.S. and our International Operated Markets, in support of our commitment to equal pay for equal work. This progress builds on the milestone we announced in the U.S. in October [link to Oct message] for both women and historically underrepresented groups. As a brand that strives to bring its values to life in everything it does, we believe that equal pay for equal work is essential—and as we continue to make pay changes and bring new talent into our company, we remain committed to analyzing and remediating pay gaps on an annual basis.

To meet our overall ambition, we know we must continue to raise the bar. In that spirit, earlier this year we introduced new measures for a broader group of leaders. All Officers (VP level and above) are accountable for developing strong, diverse employee talent pipelines, and select Officers are now accountable for helping to increase the number of new franchisees from all backgrounds. Similar to the approach we took last year with representation metrics for our most senior leaders, these new measures will tie compensation to progress.

I remind myself every day that our customers, employees, franchisees, suppliers, and communities expect us to make a difference. And while the progress we share today shows we are headed in the right direction, we understand that these are just the fundamental first steps.

I look forward to building on our momentum with an even stronger spirit in 2022.

Thank you,

Heidi Capozzi

 

 

Click here for full description of the above image. 

 

Representation in leadership is not the only way we are working to dismantle barriers and create opportunities. Last year, we communicated our commitment to prioritize equal pay for equal work through an annual pay analysis. Today, I am pleased to share that we have closed the identified pay gaps for women globally across the U.S. and our International Operated Markets, in support of our commitment to equal pay for equal work. This progress builds on the milestone we announced in the U.S. in October [link to Oct message] for both women and historically underrepresented groups. As a brand that strives to bring its values to life in everything it does, we believe that equal pay for equal work is essential—and as we continue to make pay changes and bring new talent into our company, we remain committed to analyzing and remediating pay gaps on an annual basis.

To meet our overall ambition, we know we must continue to raise the bar. In that spirit, earlier this year we introduced new measures for a broader group of leaders. All Officers (VP level and above) are accountable for developing strong, diverse employee talent pipelines, and select Officers are now accountable for helping to increase the number of new franchisees from all backgrounds. Similar to the approach we took last year with representation metrics for our most senior leaders, these new measures will tie compensation to progress.

I remind myself every day that our customers, employees, franchisees, suppliers, and communities expect us to make a difference. And while the progress we share today shows we are headed in the right direction, we understand that these are just the fundamental first steps.

I look forward to building on our momentum with an even stronger spirit in 2022.

Thank you,

Heidi Capozzi

 

 

Data chart showing percentages of historically underrepresented groups from 2020-2030. Full details below image.

Click here for full description of the above image. 

 

Representation in leadership is not the only way we are working to dismantle barriers and create opportunities. Last year, we communicated our commitment to prioritize equal pay for equal work through an annual pay analysis. Today, I am pleased to share that we have closed the identified pay gaps for women globally across the U.S. and our International Operated Markets, in support of our commitment to equal pay for equal work. This progress builds on the milestone we announced in the U.S. in October [link to Oct message] for both women and historically underrepresented groups. As a brand that strives to bring its values to life in everything it does, we believe that equal pay for equal work is essential—and as we continue to make pay changes and bring new talent into our company, we remain committed to analyzing and remediating pay gaps on an annual basis.

To meet our overall ambition, we know we must continue to raise the bar. In that spirit, earlier this year we introduced new measures for a broader group of leaders. All Officers (VP level and above) are accountable for developing strong, diverse employee talent pipelines, and select Officers are now accountable for helping to increase the number of new franchisees from all backgrounds. Similar to the approach we took last year with representation metrics for our most senior leaders, these new measures will tie compensation to progress.

I remind myself every day that our customers, employees, franchisees, suppliers, and communities expect us to make a difference. And while the progress we share today shows we are headed in the right direction, we understand that these are just the fundamental first steps.

I look forward to building on our momentum with an even stronger spirit in 2022.

Thank you,

Heidi Capozzi

 

 

Click here for full description of the above image. 

 

Representation in leadership is not the only way we are working to dismantle barriers and create opportunities. Last year, we communicated our commitment to prioritize equal pay for equal work through an annual pay analysis. Today, I am pleased to share that we have closed the identified pay gaps for women globally across the U.S. and our International Operated Markets, in support of our commitment to equal pay for equal work. This progress builds on the milestone we announced in the U.S. in October [link to Oct message] for both women and historically underrepresented groups. As a brand that strives to bring its values to life in everything it does, we believe that equal pay for equal work is essential—and as we continue to make pay changes and bring new talent into our company, we remain committed to analyzing and remediating pay gaps on an annual basis.

To meet our overall ambition, we know we must continue to raise the bar. In that spirit, earlier this year we introduced new measures for a broader group of leaders. All Officers (VP level and above) are accountable for developing strong, diverse employee talent pipelines, and select Officers are now accountable for helping to increase the number of new franchisees from all backgrounds. Similar to the approach we took last year with representation metrics for our most senior leaders, these new measures will tie compensation to progress.

I remind myself every day that our customers, employees, franchisees, suppliers, and communities expect us to make a difference. And while the progress we share today shows we are headed in the right direction, we understand that these are just the fundamental first steps.

I look forward to building on our momentum with an even stronger spirit in 2022.

Thank you,

Heidi Capozzi