MCDONALD'S CSR REPORT 2016
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McDonald’s CSR Report 2016
Corporate Overview
McDonald s Company (Japan), Ltd.
Contents
Address: Shinjuku Island Tower, 6-5-1 Nishishinjuku, Shinjuku-ku, Tokyo 163-1339, Japan
01 Corporate Overview,
Phone: +81-3-6911-5000 (Switchboard)
Corporate Information,
Established: May 1, 1971
Editorial Policy, Contents
Capital: 100 million yen
Line of business: Management of a hamburger restaurant chain and all associated businesses
Number of restaurants: 2,909 02 QSC&V and CSR
Sales: 438,488 million yen (Total sales by McDonald s-operated and franchised restaurants)
Number of employees: Permanent employees: 2,284 (excluding officers, part-time employees, etc.) 03 Topics
Part-time employees: 48,947 (total of McDonald s-operated and franchised restaurants)
Initiatives for food safety and security
(As of December 31, 2016) Environmental achievements
Social contribution activities
Corporate Information
06 Sourcing
Raw material procurement and
Please visit the McDonald s Holdings Japan Co., Ltd. official website for informa- suppliers
tion on corporate governance, compliance management, etc.
http://www.mcd-holdings.co.jp/
07 Food
Quality control(Food safety and traceability)
Food safety at restaurants
Editorial Policy Product information disclosure
This CSR report covers CSR (corporate social responsibility) activities in five domains addressed
by McDonald s. By disclosing McDonald s CSR concept including the company s approach and 10 Community
the efforts it undertakes, we are hoping to share these information with many stakeholders that Social contribution activities
in turn leads to a sustainable society. The contents are focused on CSR and includes URL links
to access corporate information found in McDonald s Holdings Japan official website. 12 People
People and McDonald s business
People development & work-life
balance
Scope of Report, etc.
Organization subject to report: McDonald s Company (Japan), Ltd. 14 Planet
(partial inclusion of McDonald s Holdings Company (Japan), Ltd.)
Waste countermeasures &
Time period covered by this Report: Jan. 1, 2016 to Dec. 31, 2016 Environmental conservation
Fields covered by this Report: General domain of social responsibility (management, society and environment) Energy countermeasures &
Next publication issue schedule date: March 2018 Restaurant environments
Publisher and contact: Corporate Relations Environmental Data
McDonald s Company (Japan), Ltd.
Address: Shinjuku Island Tower, 6-5-1 Nishishinjuku, Shinjuku-ku,
Tokyo 163-1339, Japan 17 Top Message
Phone: +81-3-6911-5000 (Switchboard)
CSR Report 2016 1
QSC&V
McDonald s Business Philosophy
As a quick service restaurant, McDonald s
mission is to improve Q, S, C and develop
Q S C uality
McDonald s offers regular
ervice
We offer heartful service
leanliness
The founder educated employ-
& V alue
Outstanding combi-
unique V through infinite challenge and menu items with same and provide a comfort- ees to Clean as you go. His phi- nation of Q, S, and C
constant improvement to provide cus- quality around the globe. able dining space to be- losophy to pursue cleanliness of creates different types
tomers with the best restaurant expe- Uncompromised quality come a FUN PLACE TO restaurant and kitchen is applied of Values. McDonald s
rience. This philosophy was introduced control is implemented to GO for our customers. and implemented to each task makes relentless efforts
by Raymond Albert Kroc, the founder of ensure quality and to sustain in the operation manual and to execute a finished
McDonald s and remained unchanged. McDonald s reliable quality. kitchen equipment design. product of Q, S, and C.
CSR
Our Social Responsibility
Raw material Product and Social
Employees Environment
Enhancement of QSC&V means we procurement quality control contribution
must fulfill various corporate social re- Relationship with suppli- As a food service company, The idea of We have McDonald s business is a Based on the idea that
sponsibilities (CSR) as well. We divide ers in obtaining product quality control is the top an obligation to give people business. Based environmental consider-
CSR into five categories and listen to materials as well as priority in fulfilling our social back to the communi- on our philosophy of In- ation is part of corporate
the voices of stakeholders and society procurement process are responsibility to ensure prod- ty that gives so much dividual growth promotes social responsibility, we
in each of them, endeavoring to take critical factors to secure uct safety and enable our to us is the basis of corporate growth , we are take environmental ac-
the best and honest action. food safety and the DNA guests to enjoy meals with making contributions supporting the develop- tions with a viewpoint of
of assuring product safety. peace of mind at all times. to our society. ment of our people. continuous optimization.
CSR Report 2016 2
Topics Initiatives for food safety and security
Improving quality Information disclosure Mieru McDonald s Quality
control systems McDonald s through
mom s eye
Information on allergies,
nutritional issues and producing
McDonald s one-stop
Q&A site
http://www.mcdonalds.co.jp/ countries of raw materials
Monitoring tests http://qna.mcdonalds.co.jp/
safety/momseye/ http://www.mcdonalds.co.jp/quality/
allergy_Nutrition/index2.html
Implements periodic inspections of imported raw materials Commitment Food safety
by a third-party institution to 100% quality and security initiatives
http://www.mcdonalds.co.jp/ http://www.mcdonalds.co.jp/
safety/good_quality/ safety/food-safety/
Periodic factory audits
by Quality Assurance department staff
Implements audits by Quality Assurance Department staff
of McDonald s Japan (including non-announced audit)
Use of smartphone app to evaluate McDonald s
restaurants from customers standards
KODO operation
Food Safety Summit
Real-time feeding
of customers voices
for further improvements
2nd Food Safety Summit was held in Tokyo on June
13, 2016
Total attendance of 250 people from farms to
restaurants and customer representatives
With the theme of Connecting food safety and
delivering food security, , knowledge and experience
were shared with a determination to make stronger
engagement
CSR
CSRReport
Report 2016 3
Topics Environmental performance
2016 2016
Food waste recycling rate Energy consumption
49
System-wide waste amount
115,600 tons
Food waste amount
95.4kg / 1 million yen in sales
199,979 516.6 /1,000 people kl Crude oil equivalent
% 32.8kg / 1,000 people
Electricity kWh
Gas 23.5 /1,000 people
Food-service industry average: 25 % FY2013
Water 4.0 tons /1,000 people
45 100
2016
Enhanced dining environment
Packages and containers
All restaurants
with FSC® forest certification with non-smoking
Usage ratio of packages and containers environment
with FSC® forest certification from August 2014
Aim to reach 100% by 2020
FSC license number: FSC®N002365 % % non-smoking
CSR Report 2016 4
Topics Social contribution activities
Charitable activities (in support of Ronald McDonald House)
Donation amount collected at restaurants in 2016 Number of family users in 2016 Ronald McDonald Houses
71,544,122 yen 6,615 families 12 locations
Sports support Educational support Foodeducationalsupport Community contribution activities
12,000 5,573 859,223
Junior baseball Takamadonomiya Cup All-Japan Rubber Baseball McDonald s Tournament Number of classes using Food Education Time from 2007 to 2016 Number of Security whistles distributed in 2016
Number of
participating
teams in 2016
teams whistles
Approximately across Japan times
9,000
U-12 football Japan U-12 Football Championship Number of participants (children and students) Number of Hello Ronald session in 2016
Number of
participating
teams in 2016
Approximately
teams
across Japan 160,061 813
Approximately
participants
times
Disaster support activities
17,018,207 1,000,000
Relief donation collected at restaurants Relief donations by McDonald s
Kumamoto Earthquakes relief contribution Both were sent to
yen yen the Japan Red Cross
CSR Report 2016 5
Sourcing Raw material procurement and suppliers
As a food service company, McDonald s is expected to serve
safe products that can be enjoyed with peace of mind. Assuring
Suppliers Code of Conduct
safety and security right from the raw materials procurement stage McDonald s must always act with all sincerity. The same principle applies equally to
is important, and quality control from production to processing as well as our suppliers, who are our partners. Suppliers Code of Conduct are established for
our suppliers for the above, and they are expected to act in full compliance.
forming partnerships with suppliers who provide raw materials is
the foundation of serving safe products.
Overview of Suppliers Code of Conduct
Compliance with all applicable laws and standards
Employment practices Compliance with all labor standards, laws and regulations
Prohibition of child labor, forced labor, discrimination and/or abuse
Requirements for remuneration, social service and working environments
Partnership Inspections/Audits Implementation of suppliers voluntary inspections
McDonald s rights to conduct audits
(Relationship of trust)
Suppliers Code of Conduct Suppliers Quality Management System
Suppliers Suppliers Quality Management System (SQMS) is established for the purpose of
McDonald s implementing high level of quality management and sanitary control by our suppliers.
Suppliers Quality
Management System McDonald s developed this own quality management program, including thorough
SQMS
management of manufacturing temperature, contamination inspections and
bacteriological examinations across all process stages. Suppliers are expected to act
in full compliance.
CSR Report 2016 6
Food Quality control (Food safety and traceability)
Four features to ensure safe and high-quality products
McDonald s Japan
1 Global standards in terms of product quality, McDonald s establishes global standards of quality, safety and sanitation. In
local standards
safety and sanitation addition, McDonald s Japan adopts local standards based on domestic laws
and regulations, as well as scientific expertise and social environments. Relevant laws and
regulations in Japan
2 Stable global-scale procurement of all raw materials, McDonald s global
including domestic sources Journey of food materials
http://www.mcdonalds.co.jp/safety/food-safety/factory/ standards
3 Continuous quality and sanitary controls from farms to restaurants
Flow of traceability, taking beef as an example
Electronic tags are attached to each cattle for management purposes
Production Breeder Breeding & recording Shipment Breeding records/veterinary treatment records
Cattle health and safety certificate: Location of farm, contact of producer, farm ID number, what feed
sites farm was used, health conditions, use of pesticides or veterinary medicine
Audits based on McDonalds standards: GMP*1, HACCP*2, Animal Health and Welfare*3,
Primary Acceptance Slaughtering & Processing Storage & HACCP control BSE*4 countermeasures Audits by secondary party
processing tests dissection & freezing shipment Monitoring inspection: Sanitary tests, veterinary medicine, feed additives, etc.
Bacteria tests prior to shipment (O157, etc.), contamination test
(Auditors certified by McDonald s)
Production based on product specifications Audits by McDonald s
Secondary Carry-in & Processing Freezing & Storage & Suppliers Quality Control System
and third-party
processing storage packaging shipment Sanitary control of production process based on HACCP
Bacteria test prior to shipment and product assessment institutions
Distribution quality control program unique to McDonald s
Logistics Carry-in & Storage Shipment & Quality inspection program based on McDonald s standards Audits by third-party
inspection delivery during carry-in of products institutions
Food safety program
Restaurants Made for You (MFY) operation Audits by third-party
Storage Cooking Sale Securing cooking conditions based on HACCP institutions
Execution of GMP and SSOP*5
4 Social responsibility and sustainable corporate actions including Code of Conduct
* 1 GMP Good Manufacturing Practice *2 HACCP (Hazard Analysis and Critical Control Point) Hygiene control systems to minimize risks that affect food safety
*3 Animal Health and Welfare: Standards based on a concept to reduce stress and pain during transportation and slaughter in consideration of livestock s physical and mental health
* 4 BSE: Bovine Spongiform Encephalopathy *5 SSOP: Sanitation Standard Operating Procedures. Procedures for hand-washing, handling of raw materials and execution of hygienic and correct operation
CSR Report 2016 7
Food Food safety at restaurants
Food safety takes priority over everything else is the core of McDonald s philosophy.
Operation of McDonald s restaurants is based on this philosophy, Sanitary Control System
placing top priority on food safety.
Sanitary control system is based on HACCP, GMP and SSOP,
and a Food Safety Checklist is used to check and record sanitary control.
Planned Maintenance Calendar (PMC) is used to maintain equipment and facilities
HACCP Sanitary control system to minimize
risks that affect food safety
to always keep them at optimal conditions. Control standard for equipment
Also, sanitary tests are conducted by a third party institution to check
and evaluate the level of sanitary control at individual restaurants.
GMP and facilities to maintain clean
environments
Our responsibility is to always provide products of assured quality to our customers
Procedures for hand-washing, han-
and offer the best-in-class restaurant experience with peace of mind.
SSOP dling of raw materials and execution
of sanitary and correct operations
Hand washing Temperature check (grill) Food Safety Checklist
Sanitary inspections by third parties
PMC PMC checkup
CSR Report 2016 8
Food Product information disclosure
McDonald s official website includes disclosure of allergy and nutritional information of McDonald s
products offered to our customers, including country of final processing and country of origin Marugoto Q&A
of all major raw materials. (McDonald s one-stop Q&A site)
The above information can also be viewed by accessing the QR Code printed on product packages. http://qna.mcdonalds.co.jp
McDonald s Marugoto Q&A (McDonald s one-stop Q&A site) is also provided to answer We answer questions from customers
customer questions in relation to raw materials and our products. about raw materials and tastes of our prod-
ucts, including restaurants and services.
Country of origin Allergy Nutritional
information information information
Disclosure of information about the Detailed inspection results of all raw This information is disclosed in the form
production countries of raw materials and materials are disclosed, regardless of of numerical values of nutritional analysis
the final processing countries. the amounts of allergens. based on Nutrition Labeling Standards using
standard product specifications and cooking.
QR code information
Use the QR code printed on product packages http://www.mcdonalds.co.jp/quality/
for quick access of product information. basic_information/menu_info.php?mid=1020
CSR Report 2016 9Community Social contribution activities
McDonald s social contribution activities Charitable activities
It is our firm belief that social contribution can be made by addressing social is- We support sick children and their family members through our support to Ronald
sues while taking advantage of the strength of our business activities. We focus on McDonald House.
four areas of charity, sports support, educational support and community contri- A donation box setup at front counter of McDonald s nationwide restaurants is used to
bution to ensure healthy growth of our children, the future generation, in a secure support Ronald McDonald House. Individual donations from each and every custom-
ers are source of strong support for sick children and their family members.
environment aiming for a full development of their diet, body and mind.
Connections with the society Ronald McDonald House provides accommodation to sup-
http://www.mcdonalds.co.jp/social/ port hospitalized children and their families far-away from
their homes. These Houses are typically located in areas
close to hospitals that offer advanced medical treatment
for children. Two more Houses were built in 2016, making a
total 12 Ronald McDonald Houses in Japan as of the end of
December 2016. The entire construction and operation costs
of these Houses are supported by public contributions and
donations, and local volunteers provide help in the day-to-day
operation.
Charitable Sports Educational Community Ronald McDonald House Foundation
activities support support contribution http://www.dmhcj.or.jp
activities
Opened in 2016
McDonald s sup- With the purpose of McDonald s offers McDonald s is
ports Ronald Mc- healthy development educational support committed to being
Donald House to of children s body focusing on food a good neighbor in
assist sick children and mind, McDon- education to develop local communities
and their family, ald s is involved in a the body and mind and actively partic-
and also engages in wide range of sports of children through ipate in community
charity activities to support activities from food, with the hope contribution activities
further cultivate a local to world-class of assisting as many to create safe and
culture of charity in events to support children as possi- secure communities,
Japan. the hopes, dreams ble to discover the including town beau-
and passions of our pleasure of eating tification, clean-up
children. and develop skills to activities and crime
select food. prevention activities. Kobe House Hyogo Prefectural Kobe Children s Hospital Saitama House Saitama Children s Medical Center
CSR Report 2016 10Community Social contribution activities
Sports support Educational support Community
(Food educational support) contribution activities
Junior baseball and U-12 football activities McDonald s supports food education class conducted in McDonald s is committed to being a good
are our main focus of support. In addition schools. This includes class preparation support for teachers, neighbor in local communities and implements
to multiple prefectural and national tourna- such as Food Education Time teaching materials developed various initiatives, including town beautification
ments, McDonald s assists the hopes and in 2005 for elementary and junior high schools, distribution of and crime prevention activities to create safe
dreams of children who enjoy playing sports. teaching models with DVD and lending of teaching tools. and secure communities.
Hello Ronald
We host Hello Ronald, a fun children
program at nationwide kindergartens,
nurseries and elementary schools to learn
rules and manners in everyday life.
Takamadonomiya Cup Japan U-12
All-Japan Rubber Baseball
McDonald s Tournament Football Championship
McDonald s Food education class Schools Security whistles
support office Responding to a request by local commu-
Planning and operation Class consulting and Decision on nities, McDonald s restaurants in Okinawa
Support activities other than actual events of Food Education class implementation class contents Prefecture gave away security whistles
Original sports notebook Time support Conducting back in 2003. Since then, we are working
A free giveaway of 570,000 cop- Production of teaching Free of charge distribution classes with local educational committees and
ies with full of interesting con- model with DVD of teaching model with police departments to give away security
Opinions
tents to our little sport players Setup of food education DVD whistles to first graders in elementary
across Japan. class support office Free lending of teaching schools across Japan every year. A total of
tools, etc. about eight million security whistles have
Inaugural meetings been distributed.
Each of the prefectural representative Child-rearing support
junior baseball and youth football
We participate in the Child-rearing sup-
teams are invited to McDonald s
restaurants to cheer their performance Food Education Time educational materials for elementary port passport project , promoted by the
at national stage. A locally-rooted cer- and junior high schools Japanese government and local munici-
emonial event unique to McDonald s. pals. Holders of the Child-rearing support
Educational tools and Food Education Time passport project issued by individual
website can be used to learn the importance prefectures are, by presenting the pass-
of a balanced diet with the use of fun anima- port, entitled to purchase a Cheese Burger
tion and games (http://www.chantotaberu.jp/). Happy Meal at a special price.
Clean Patrols
Teaching model with DVD McDonald s periodically conducts Clean
Patrols for the beautification of commu-
A 45-minute teaching model includes teaching nities. Also, we proactively participate in
material contents and a DVD to show an actual clean-up activities led by local municipals
class footage. and citizen groups, working with local
©JFA citizens to create a clean environment.
CSR Report 2016 11People People and McDonald s business
Number of crew members working in Japan
125,000
Based on our philosophy of Individual growth promotes corporate growth,
we believe that McDonald s business is a people business.
This approach includes not only our full-time employees, but also
our part-time crew working at more than 2,900 restaurants throughout Japan.
Approximately
To support their growth, people
we provide opportunities that present a wide range of possibilities.
3,000,000
Number of people who worked at McDonald s as a crew
Approximately
people
(As of December 2016)
Common system People Educational People
institution development
around the world development (Hamburger University) at restaurants
McDonald s is a global To develop people, a McDonald s operates It can be said that A place of self-realization
company, and there- system and mechanism Hamburger Univer- restaurant is a fore-
At its 2,900 restaurants, McDonald s offers self-realization programs for
fore has a common based on the future sity, a unique people front of people de-
each and every crew member to help them take pride in their work and
global system to and growth of individual development institu- velopment. Here, our establish goals. One of them is called AJCC (All Japan Crew Contest), a
execute business in a staff including person- tion. Various programs staff continue to learn program that any crew can participate. Those who win at restaurant and
consistent manner in- nel evaluation and de- to support the growth and apply through region levels are sent to the final national competition to receive the Ja-
cluding for our people. velopment of work envi- of all people, from day-to-day operation pan s top crew award.
This enables us to de- ronment are required. At part-time staff to top and training that spur
ploy our business with McDonald s, an exclu- management class growth and acquire
a principle of people sive people evaluation and according to their many skills to ensure
development, based on system (PDS), promo- development stage, self-realization. A total
a set of values shared tion of diversity and are incorporated in the of approximately 3
by the entire McDon- building of systems and system. million people ex-
ald s staff around the mechanisms for career perienced part-time
world, a unified sys- development are being Hamburger University work at McDonald s
http://www.mcdonalds.
tem based on global implemented. co.jp/company/university/ and acquired various
standards and people * PDS Performance university.html skills and leadership
development tools. Development System mindset.
CSR Report 2016 12People People development & work-life balance
People development
Diversity Employee performance Career development Ratio of male and female employees(Company-wide)
evaluation system
70.4 29.6
Male employees Female employees
In promoting diversity, we are working on McDonald s believes that people de- McDonald s offers various career op-
employment and organization building velopment is essential for McDonald s portunities by proactively supporting
without discrimination based on age, edu- business to grow, which is why the employees to take up challenging jobs
cational background, gender or nationality. company uses an employee perfor- and providing development oppor-
Under the vision of Becoming a company mance evaluation system that reflects tunities, which will in turn stimulate
where everyone, regardless of gender, can the above philosophy. This system sets people growth. We are also looking for
work in a lively and fun manner and play an targets and action plans linked with and hiring permanent employees from
active role , we are employing more female business achievement and personal among the crew. In addition, an inter- Ratio of female Employment ratio of
restaurant managers people with a disability
23.9 2.25
employees and providing opportunities for growth, and evaluates what and how nal job posting system , becoming a
women to take more active roles to ener- these are achieved. This mechanism franchisee owner or working at over-
gize the company and working on changing spurs people development through seas are open to company employee
the mindset at the same time. We also take work and achieves the growth of both to further develop their personal career
a proactive approach in hiring crew with individuals and business in the long opportunities.
disabilities, and welcoming people to work run.
as part of the team regardless of having (As of December 2016)
disabilities is becoming a familiar scene.
Recruitment website
http://www.mcdonalds.co.jp/recruit/
Work-life balance
Flexible working hours & work Childbirth and Welfare program
from home program child-rearing support program
Achieving work-life balance is McDonald s provides an environment A welfare program is provided to
important, and to ensure this we for employees to have and raise a support diverse needs of each and
are taking actions to improve pro- child with peace of mind through every employee.
ductivity of individual staff without various programs including materni-
depending on long-hour work. Flex ty leave, child-rearing leave, return to
time and work from home program work after maternity leave and short-
are also part of our initiatives to er working hours for child-rearing.
promote work-life balance.
CSR Report 2016 13Planet Waste countermeasures & Environmental conservation
Reducing the amount of waste is the basis for waste countermeasures; Made-For-You system 2016 actions and current situation
(made to order) in menu production and yield control in raw material management are
Business turnaround means an increase in the amount
being implemented to ensure the above basis. Also, with waste materials, nearly all the used cooking oil of waste system-wide (+8.7% from the previous year).
are recycled and review is being undertaken with distributed recycling in various ways. While food waste increased by 2.8% from the previous
year, waste per 1,000 customers dropped by -2.1%
compared to the previous year, indicating a reduction
in the amount of food waste against the amount of
Waste amount in 2016 menu production. Food waste recycling rate is currently
at 49.0% or 0.3 points lower than the previous year.
System-wide waste amount Amount of waste per 1,000 customers However, food waste per one million yen in sales
115.6
dropped by -9.8% to 95.4 kg from the previous year,
kt/year +8.7% compared to previous year 92.6 kg/1,000 people +3.7% compared to previous year
suggesting a better control in food waste reduction.
Business turnaround also affects the volume of
containers and package waste, which has gone up
from the previous year. Waste per 1,000 customers has
increased by 5 to 6% from the previous year, and there
Food waste 40.9 kt/year +2.8% compared to previous year Food waste 32.8 kg/1,000 people -2.1% compared to previous year
is a need to ensure the use of appropriate containers
and packages. At the same time, we are studying
the types and sizes of containers and packages for
reduction.
Paper waste
29.5 kt/year +10.5% compared to previous year Paper waste
23.7 kg/1,000 people +5.8% compared to previous year
Plastic waste 4.7
kt/year +11.9% compared to previous year Plastic waste 3.7 kg/1,000 people +5.7% compared to previous year
Others 40.5 kt/year +13.8% compared to previous year Others 32.5 kg/1,000 people +8.7% compared to previous year Environmental conservation
FSC® forest certification:
With paper containers and packages, we are aiming
49.0
to complete the transition to paper packages and con-
tainers with FSC® forest certification by the year 2020.
Food waste
recycling rate %
-0.3 points compared to previous year, food industry target is 50% Environmental efforts
http://www.mcdonalds.co.jp/social/eco.html
CSR Report 2016 14Planet Energy countermeasures & Restaurant environment
When it comes to environment, McDonald s follows the philosophy of Think and act for our planet. Action and situation in 2016
Basically, it means to keep an eye on what s happening and take best possible actions
In 2016, proactive approach was taken with capital in-
to minimize unnecessary impact to our environment. vestments in the areas of highly efficiency equipment,
We are taking two different initiatives to ensure the above; energy management at restaurant level demand control equipment and inverter controllers
and capital investments in introducing energy-saving and latest high-efficiency equipment. with the condition of appropriate execution of energy
McDonald s is implementing a unique program to ensure power switch ON/OFF control, air conditioner management, management program including daily planned main-
equipment maintenance and cleaning, and at the same time taking actions tenance (PMC), power switch ON/OFF control and A/C
to drive investing in equipment and facilities to fit the given situation. temperature control. As a result, significant reduction
was made in company-wide energy usage in compar-
ison with the previous year; -6.0% in crude oil equiva-
Energy usage in 2016 lent, -10.3% in unit energy consumption and -12.0% in
greenhouse gas emissions.
System-wide energy usage per category Energy usage per 1,000 customers Reasons for the reduction in unit energy consumption
across different categories would include a business turnaround with increased
production efficiency and overall reduction in energy
644.8 -5.8 516.6 -10.2
usage amount against production volume.
million kWh/year kWh/1,000 people
Electricity % compared to previous year Electricity % compared to previous year
Restaurant environment
Gas 29.4 -3.6
million m /year
3
% compared to previous year Gas 23.5 -8.2 m3/1,000 people
% compared to previous year
In line with our commitment to put customers at the
center of everything we do, we are working on making
improvements with dining environment at our restau-
rants. One of them is the implementation of no smoking
Water 494.2 +0.3
km3/year
% compared to previous year Water 4.0 -2.4
m3/1,000 people
% compared to previous year
policy at McDonald s restaurants
nationwide that came into effect
in August 2014. This would pro-
vide cleaner air and better dining
environment to our health for all
customers including family with
Entire energy consumption Energy consumption in basic units children. The company will con-
Crude oil equivalent
Crude oil
equivalent 0.2724 -10.3 kl/1,000 register counts
% compared to previous year
tinue to facilitate the improve-
ment of restaurant environment.
199,979 -6.0 kl/year
% compared to previous year
Greenhouse gas emissions
CO2 emissions
equivalent 56,796 -12.0 t-CO2/100 million register counts
% compared to previous year
CSR Report 2016 15Planet Environmental Data
Shift in system-wide waste amount [kt/year] Shift in system-wide energy consumption
300,000
300,000 Shift
900.0 in system-wide electricity usage
900.0
[kl/year]
[kl/year]
(crude oil equivalent) [kl/year] [million kWh/year]
160.0 Food waste 800.0
800.0
300,000
300,000 900.0
900.0
[kl/year]
[kl/year]
250,000
250,000 793.0
793.0 785.6
785.6
Paper waste
oil equivalent
kWh/year]
oil equivalent
kWh/year]
140.0 247,316
247,316 244,952
244,952 700.0
700.0 738.0
738.0
800.0
800.0
Plastic waste
250,000
250,000 220,155 793.0
793.0 684.2
684.2
220,155 785.6
785.6
Others 200,000
200,000 247,316 212,631
212,631 600.0
600.0 644.8
644.8
equivalent
kWh/year]
equivalent
kWh/year]
120.0 55.4 51.8 247,316 244,952
244,952 700.0
700.0 738.0
199,976
199,976 738.0
Waste amount [kt/year]
[million[million
[million[million
220,155 684.2
684.2
47.0 220,155 500.0
500.0
crude
200,000 212,631 600.0 644.8
crude
100.0 200,000 212,631 600.0 644.8
150,000
150,000 199,976
199,976
40.9
in crudeinoil
in crudeinoil
usage usage
400.0
usageusage
39.8 400.0
500.0
500.0
80.0
consumption
consumption
40.6 150,000
150,000
43.8 100,000
100,000 300.0
300.0
400.0
400.0
Electricity
Electricity
32.6
60.0 29.5
consumption
consumption
5.0 26.7 200.0
200.0
3.9 100,000
100,000 300.0
300.0
5.6
Electricity
50,000
Electricity
4.7 50,000
40.0 4.2
Energy Energy
EnergyEnergy
100.0
100.0
200.0
200.0
50.8 50,000
45.5 43.4 50,000
20.0 35.6 40.5 00 0.0
0.0
2012
2012 2013
2013 2014
2014 2015
2015 2016
2016 100.0
100.0 2012
2012 2013
2013 2014
2014 2015
2015 2016
2016
0.0 00 0.0
0.0
2012 2013 2014 2015 2016 2012
2012 2013
2013 2014
2014 2015
2015 2016
2016 2012
2012 2013
2013 2014
2014 2015
2015 2016
2016
Shift in food waste recycling rate (%) Shift in system-wide gas usage Change in system-wide water consumption
(city gas equivalent) [million m3/year] [10,000 m3/year]
51 45.0 700.0
45.0 700.0
m3/year]
m3/year]
40.0
40.0
45.0
45.0 700.0
700.0
600.0
600.0 630.5
m3/year]
630.5
m3/year]
50 40.0
40.0
m3/year]
m3/year]
50.1 607.4
607.4
[million[million
[million[million
35.0
35.0 36.4
36.4
40.0
40.0
600.0 630.5 538.9
538.9
m3/year]
600.0
500.0 630.5
m3/year]
40.0
40.0 500.0
607.4
Recycling rate [%]
49 49.3 607.4
[10,000[10,000
[10,000[10,000
30.0
30.0 32.2
32.2 492.6
492.6 494.2
494.2
49.0 35.0
35.0 36.4
36.4 30.5
30.5
gas equivalent)
gas equivalent)
29.4
29.4 538.9
538.9
48.6 500.0
500.0
400.0
400.0
25.0
25.0
48 30.0
30.0 32.2
32.2 492.6
492.6 494.2
494.2
consumption
consumption
30.5
30.5
equivalent)
equivalent)
29.4
29.4
20.0
20.0 400.0
400.0
300.0
25.0
25.0 300.0
consumption
consumption
47 15.0
15.0
20.0
20.0
(city
(city
46.9 300.0
300.0
200.0
200.0
(city gas
gas
10.0
10.0
Water Water
WaterWater
15.0
15.0
usage
Gas usage
46
Gas (city
200.0
200.0
100.0
100.0
5.0
5.0
10.0
10.0
Gas usage
Gas usage
45 0.0
0.0 100.0
100.0
0.0
0.0
2012 2013 2014 2015 2016 5.0
5.0 2012
2012 2013
2013 2014
2014 2015
2015 2016
2016 2012
2012 2013
2013 2014
2014 2015
2015 2016
2016
*Food industry-wide average is 25% (FY2013) 0.0
0.0 0.0
0.0
2012
2012 2013
2013 2014
2014 2015
2015 2016
2016 2012
2012 2013
2013 2014
2014 2015
2015 2016
2016
CSR Report 2016 16Top Message
To McDonald s, corporate social responsibility means, above all, to provide safe products that can be
enjoyed with peace of mind. To ensure this, consistent and stringent quality management is established
and implemented from sourcing food ingredients to offering menu products at McDonald s restaurants to
our customers. This is upheld by crew and managers working at approximately 2,900 restaurants nation-
wide as well as office staff who support the restaurants. Based on the philosophy of how people devel-
opment can drive business growth, we believe that encouraging the development of our staff is also an
important part of our corporate responsibility.
We are aware of the environmental impact that business activities can make. Following the environmen-
tal philosophy of think and act for our planet , we are continuing with our efforts to be mindful of and
mitigate environmental impact and destruction.
In addition to direct business activities, making contributions to our society by harnessing McDonald s
strength and its scale that reaches nationwide is another social responsibility that we need to take. This
approach is based on the words of Ray A. Kroc, the founder of McDonald s who said We have an obliga-
tion to give something back to the community that gives so much to us. Especially, we focus on activ-
ities that benefit our children who lead the future which are highlighted by charity program for Donald
McDonald House, an accommodation facility for sick children and support activities for sport events such
as All Japan Rubber Baseball Tournament and All Japan Football Tournament.
McDonald s is well aware of its corporate social responsibilities and also believe that delivering these
responsibilities will lead to the development of many stakeholders and society. It is my hope that this
Report provides better understanding on what we do.
Sarah L. Casanova
President and Chief Executive Officer (CEO), Representative Director
McDonald's Company (Japan), Ltd.
CSR Report 2016 17You can also read
