Diversity, Equity & Inclusion

Jump To: Our Recent Progress | Our Strategy | 1. Representing the Diverse Communities in Which We Operate | 2. Accelerating Cultures of Inclusion and Belonging | 3. Dismantling Barriers to Economic Opportunity | Holding Officers Accountable for Progress
 

A global company the size of McDonald’s can have the opportunity to make a positive difference in the world. Every time someone walks through the doors of a McDonald’s restaurant, rolls into a drive-thru, sees McDonald’s commercials or experiences our brand, we have a chance to build community and foster inclusion.

The Company’s commitment to inclusion is part of its heritage – we’ve long sought to be a place where access to opportunity abounds and hard work and dedication pay off – no matter who you are or where you’re from. But inclusion is not a destination; it’s an ever-present commitment that requires constant focus. Our value of Inclusion – We open our doors to everyone is part of who we are and helps shape everything we do. From the boardroom and the crew room to our supply chain, we believe that inclusion should be everyone’s business at McDonald’s.

When we actively foster an inclusive environment where diversity is embraced as a business advantage, we believe that we have the power to make a positive difference. Our ambition is to use the influence and scale of the McDonald’s brand to harness it in service of the Company’s purpose to feed and foster communities. We aim to have a meaningful, positive impact on societies where we operate around the world and to provide access to opportunity for the Company’s employees, Franchisees, suppliers, customers and communities.

Our Recent Progress

• Our most recent equal pay analysis results indicate that the Company substantially attained equal pay, and in 2024, intends to close the small pay gaps identified in in line with our commitment.
  
  
• 540 U.S. suppliers signed the Mutual Commitment to Diversity, Equity and Inclusion (MCDEI) pledge as of the end of 2023.
  
  
• In 2023, our U.S. systemwide spend with diverse-owned suppliers was 26.2%, resulting in McDonald’s reaching its 25% diverse-owned supplier aspirational spend goal.¹
  
  
• Representation of women globally in leadership roles (Senior Director and above) increased to 44% as of end of 2023.²
  
  
• Representation of leaders (Senior Director and above) from Underrepresented Groups³ increased to 33%.⁴

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Our Strategy

Living Our Values

Our values are the driving force behind the decisions we make and part of the experiences we create. But there’s one value – inclusion – so central to who we are that it shapes everything else we do.

Leading with inclusion means demonstrating through action that we value everyone, everywhere, so that people feel like they belong – whether it’s in our restaurants, offices or the communities we serve. It means building trust by showing the millions of people who visit us daily that we care about what they care about.

From the boardroom to the crew room, inclusion is everyone’s responsibility at McDonald’s. We believe that fostering inclusion leads to better business decisions, stronger performance and more opportunities for everyone to succeed.

The Three Focus Areas of Our Approach to Inclusion

The Company's strategy for the future is built on a simple idea: when we live our values, we succeed. Our approach to diversity, equity and inclusion (DEI) focuses on three areas:

1. Representing the diverse communities in which we operate.
   
   
2. Accelerating cultures of inclusion and belonging.
   
   
3. Dismantling barriers to economic opportunity.

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1. Representing the Diverse Communities in Which We Operate

As we recruit talent, develop leaders and build partnerships, we seek employees, Franchisees and suppliers who bring a variety of backgrounds and experiences. This enables us to get closer to our customers, build authentic connections with local communities and strengthen our brand reputation.  

We strive to promote a bias-aware, inclusive workplace that enhances and supports a diverse talent pipeline. We do this by combining technological tools with strategic thinking and recruitment efforts informed by industry best practices that help us to attract, retain and promote our talent. This includes:

• Using artificial intelligence (AI) tools to create gender-neutral, inclusive job descriptions.
  
  
• Driving on-campus partnerships with various institutions, including those serving minorities, as well as solidifying a national and functional diverse recruitment strategy through job postings, career fairs and workshops.
  
  
• Employing a variety of approaches to reduce the potential for bias in the recruitment process.
  
  
• Strategically structuring interviews and interview guides to help support equity and fairness throughout the selection, interview and offer process.

Creating and Retaining a Diverse Talent Pipeline

As well as embedding inclusion into the recruitment process, we are focused on other ways we can enhance inclusion principles at all levels of the Company.

In recent years, we have expanded our efforts to provide senior leaders with a roadmap for the role they play in talent engagement and career development. Included in this roadmap is a growing focus on driving inclusive leadership, which we support through training courses that enable leaders to be more accountable in their responsibility to take an inclusive approach to talent development.

We are also advancing our succession planning approach, setting it as a core tenet of talent development and a lever for keeping leaders engaged in our broader inclusion-related objectives. The establishment of immediate and long-term succession plans helps to promote business continuity, strong, diverse future leadership and readiness for career growth.

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2. Accelerating Cultures of Inclusion and Belonging

We strive to cultivate an environment where everyone feels valued, respected and empowered to bring their unique perspectives to the table because tapping into diverse viewpoints is an advantage that drives innovation and makes us stronger.

Equal Pay for Equal Work

We recognize the critical importance of equal pay practices and how they influence the battle against workforce inequity. We also believe transparency is important when building trust with our people, living our values and holding ourselves accountable, which is why, in 2021, we publicly communicated our commitment to equal pay and to close pay gaps identified in annual equal pay analyses.

Our annual pay gap analysis compares pay for comparable work while considering the many factors that legitimately drive differences in pay, such as experience (general and McDonald’s-specific), job level/grade, performance and location. We close pay gaps identified and report on our progress. Read our latest pay gap analysis in our Purpose & Impact Report (PDF).

See our Talent & Benefits page for more detail on our compensation philosophy, including the Global Pay Principles in place across our owned markets to help ensure that good pay practices are understood, consistently implemented and executed across McDonald’s.

Fostering Inclusion Through Employee Business Networks

Our employee business networks (EBNs) are employee-led, volunteer, business-focused forums that are open to all employees and designed to create a sense of belonging at the Company. EBNs support an inclusive work environment, foster relationships, provide career development opportunities and help grow our business. They provide members, which include allies, with opportunities to network, learn from one another and grow their careers together. EBNs also provide a source of mentors, role models and sponsors, and give members access to senior leadership, information on career strategies and opportunities for leadership skill building.

Members of our nine EBNs help McDonald’s build a diverse pipeline of inclusive future leaders. Active members practice leadership skills to prepare for future roles – leading teams and projects, managing budgets, developing strategy, writing and presenting to senior leaders.

Our EBNs bring our Company values to life every day and share timely, important cultural insights when situations arise within and outside of the Company.

Our Current Global Employee Business Network

• Global Women’s Leadership Network (GWLN)
  Mission: To support a culture where women at all levels have equal opportunities to develop, advance and succeed.

Our Current U.S. Employee Business Networks

• Asian Pacific Middle East Network (APMEN)
  Mission: To inspire and support development of Asian Pacific and Middle Eastern employees so they can reach their fullest potential.
  
  
• The McDonald’s Black Employee Network (BGLDN)
  Mission: To unite, advance and retain Black talent. BGLDN is McDonald’s employee business network that empowers Black employees across the diaspora. Through our principles of access, opportunity, empowerment and inclusion, we will drive business results that elevate the brand and authentically represent our community.
  
  
• Disability Inclusion Group (DIG)
  Mission: To create spaces of representation and belonging within the McDonald’s community for people with disabilities and their allies.
  
  
• Hispanic Employee Business Network (HEBN)
  Mission: To drive business momentum, elevate talent and build a pipeline of Hispanic leaders at McDonald’s.
  
  
• PRIDE Employee Business Network
  Mission: To foster an inclusive environment for Lesbian, Gay, Bisexual, Transgender and Queer (LGBTQ+) employees, along with allies, by building awareness and driving positive change.
  
  
• Veteran Employee Business Network (VEBN)
  Mission: To recognize, cultivate and elevate the exceptional characteristics of McDonald’s veterans, their families, colleagues and supporting communities.
  
  
• Working Parents Business Network (WPBN)
  Mission: To foster an environment of inclusion for McDonald's employees who are working parents and caregivers through providing a perspective on company policies, promotion of resources, and fostering of connections.
  
  
• Young Professionals Network (YPN)
  Mission: To develop a passionate group of professionals, YPN strives to develop future leaders while providing a fresh perspective that helps drive the business and energizes the brand.

Training and Mentorship

Since 2022, we have offered an Inclusive Leadership course for employees in Director-level positions and above. The course encourages leaders to examine policies, practices, actions, circles of influence and connections that contribute to strengthening a culture of inclusion at the Company.

Our Diversity and Inclusion Education page is available to Corporate Staff and offers on-demand online courses, virtual instructor-led courses and other learning resources, including disability inclusion learning resources.

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3. Dismantling Barriers to Economic Opportunity

We know that belonging to the McDonald’s brand can be life-changing for individuals and businesses, and we increase opportunities for a diverse range of Franchisees, suppliers and employees to join and thrive at McDonald’s. 

Business Diversity and Our Mutual Commitment to DEI

We encourage the Company’s suppliers to share our commitment to diversity, equity and inclusion (DEI). Since 2021, U.S.-based suppliers of goods and services to McDonald’s have been invited to sign a Mutual Commitment to DEI (MCDEI), through which they commit to taking action, such as:

• Implementing an overall DEI strategy, including training, education and accountability systems to track and measure progress.
  
  
• Implementing efforts to support increased representation of Underrepresented Groups³ in their company overall and in leadership roles.
  
  
• Implementing equitable processes to ensure Underrepresented Groups³ are considered in staffing for McDonald’s business.
  
  
• Implementing efforts to support increased use of diverse-owned suppliers in their own supply chains.
  
  
• Innovating with new partnerships and programs designed to make a measurable difference.
   

By the end of 2023, 540 suppliers had signed the commitment, gaining access to resources and tools.

Across our U.S. System – including Franchisees – McDonald’s spent approximately $19.0 billion in 2023 with U.S. suppliers. As such, we believe we have a responsibility and a unique opportunity to help drive change in our business and beyond. Collaborating with these suppliers gives us incredible scope to achieve the more equitable and inclusive future we want to see. Additionally, since 2021, our U.S. Marketing Department has implemented strategies to support its ambition to increase investments in, and build relationships with, diverse-owned production and media companies and content creators to foster deeper, more inclusive storytelling.⁵ Read more what we have been able to achieve on Our Performance page.

Strengthening Diversity and Inclusion With Our Franchisees

The diversity of our Franchisees is a source of pride and a point of importance. Through our global inclusion efforts, we continue attracting more diverse Franchisees, seeking to build a franchise network that represents the communities we serve. This includes engaging organizations such as university alumni associations, local chambers of commerce and community organizations to access a wider, more inclusive pool of potential Franchisee candidates.

In our U.S. market, over 2,045 Franchisees  have access to five Franchisee association groups: the National Black McDonald’s Operators Association, the McDonald’s Hispanic Owner-Operators Association, the Women Owners Network, the Asian McDonald’s Operator Association and the McDonald’s Owner Operator Pride Network. These groups serve to promote entrepreneurship and foster supportive connections between Franchisees.

Beginning in 2021, in the U.S., we have committed $250 million over five years to help undercapitalized candidates enter the McDonald’s System as Franchisees by providing alternatives to traditional financing. We seek to reduce equity requirements for eligible Franchisee candidates.

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Holding Officers Accountable for Progress

Since 2022, we have held all Vice Presidents, Senior Vice Presidents and Managing Directors accountable for engaging in inclusive behaviors that help support talent development and build a strong diverse succession pipeline. To reinforce the importance of the Company’s values, the Company’s annual incentive plan includes financial performance metrics, as well as strategic measures that hold Officers accountable for efforts toward the Company’s DEI ambitions.

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Footnotes

¹ % Spend Through U.S. System With Diverse-Owned Suppliers

U.S. systemwide spend is inclusive of spending by McDonald’s and its U.S. Franchisees. “Other” includes the following categories: Veteran-owned, Native American-owned, Disabled-owned, LGBTQ+-owned, and other unidentified categories, including unidentified Minority (MBE)-owned.

This figure includes supplier spending by all restaurants, whether operated by McDonald’s or by Franchisees. Further, this figure is inclusive of U.S. Company-owned restaurant spend, Supply Chain, Restaurant Development, Marketing, Legal, Global Technology, Workplace Solutions, Global Impact, Finance, Global People and other corporate functions. This figure also includes purchases made by Franchisees for advertising, restaurant development, technology, food, distribution, packaging, equipment and uniforms. This scope excludes non-controllables (Taxes, Utilities, Rent, Aircraft Fuel, Airport Fees, Facility Leases, Donations, Bank Fees and Subscriptions).

Our diverse-owned diversity spend figures in the U.S. include both self-certified and formal industry-recognized certification and Tier 1 and Tier 2 spend. Tier 1 suppliers are those from whom McDonald’s buys directly. Tier 2 suppliers are those with whom our suppliers do business.

Additionally, the gender diversity figure excludes women from Underrepresented Groups, who are reflected in the racial/ethnic demographic data.

Diverse-owned suppliers refers to businesses that are 51% owned, managed and controlled by women and/or Black, Hispanic, Asian, Indigenous, Veteran, LGBTQ+ and disabled persons or people having a combination of these identities or attributes.   

Due to rounding, some totals may not correspond with the sum of the separate figures.

² Representation of Women – Corporate Staff: Global; Senior Director and Above, and All Corporate Staff

Data includes aggregate numbers from Australia, Austria, Belgium, Canada, Czech Republic, France, Germany, Italy, the Netherlands, Poland, Portugal, Slovakia, Spain, Switzerland, Ukraine, the U.K. and the U.S. Corporate employees who support our Developmental Licensees are also included. Data was obtained through various means, including informal identification and voluntary self-disclosure.

³ In the U.S., the term “Underrepresented Groups” generally means people who identify as Black, Indigenous, Asian or Pacific Islander, or otherwise as people of color, people of Hispanic or Latino/a/x descent, people with disabilities, people who identify as LGBTQ+, people from religious minorities, or people having a combination of these identities or attributes. For purposes of McDonald’s reporting, including with respect to Human Capital Metrics and Equal Pay, “Underrepresented Groups” is defined as people who identify as Black, Indigenous, Asian or Pacific Islander, people of Hispanic or Latino/a/x descent, or people having a combination of these identities or attributes.

⁴ Representation of Underrepresented Groups – Corporate Staff: U.S.; Senior Director and Above, and All Corporate Staff

Data includes U.S. paid employees only. This data reflects U.S. employees who voluntarily disclosed race/ethnicity information. This data was obtained from two different collection processes which was then reconciled and integrated. Due to rounding, some totals may not correspond with the sum of the separate figures.

⁵ Marketing Investment Spend (National Diverse- Owned Media, Production Companies and Content Creators)

Paid Media investment represents contracted dollars with suppliers.  

The classification of media, production companies and content creators as diverse-owned suppliers is determined by both self-certification and third-party certification.

Due to rounding, some totals may not correspond with the sum of the separate figures.

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