2011

APMEA Core Internal

Communications
Published: 02/25/11




APMEA Core Internal Communications

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Table of Contents
Internal Communication ............................................................................................................................................................................................... 1
McDonald's Values ............................................................................................................................................................................................................................. 1
McDonalds Values ............................................................................................................................................................................................................................. 1
Five Characteristics of Good Communication .................................................................................................................................................................................... 2
Five Characteristics of Good Communication .................................................................................................................................................................................... 2
Open Door Policy ................................................................................................................................................................................................................................ 2
Open Door Policy ................................................................................................................................................................................................................................ 2
Employee Feedback Programs........................................................................................................................................................................................................... 3
Employee Feedback Programs........................................................................................................................................................................................................... 3
Conducting Employee Feedback (RAP) Sessions ............................................................................................................................................................................. 3
Conducting Employee Feedback (RAP) Sessions ............................................................................................................................................................................. 3
How to Conduct Employee Feedback Sessions ................................................................................................................................................................................. 5
Communication Boards ....................................................................................................................................................................................................................... 5
Communication Boards ....................................................................................................................................................................................................................... 5
Crew Member and Management Communication .............................................................................................................................................................................. 5
Crew Member and Management Communication .............................................................................................................................................................................. 5
Crew Committees ............................................................................................................................................................................................................................... 5
Crew Committees ............................................................................................................................................................................................................................... 5
Crew Meetings .................................................................................................................................................................................................................................... 6
Crew Meetings .................................................................................................................................................................................................................................... 6
Preparing for a Crew Meeting ............................................................................................................................................................................................................. 7
Management Meetings ....................................................................................................................................................................................................................... 7
Management Meetings ....................................................................................................................................................................................................................... 8
Guidelines for Effective Management Meetings ................................................................................................................................................................................. 8
Communication Days .......................................................................................................................................................................................................................... 8
Communication Days .......................................................................................................................................................................................................................... 8
APMEA Core Internal Communications

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Exit Interviews ..................................................................................................................................................................................................................................... 9
Exit Interviews ..................................................................................................................................................................................................................................... 9
Standard Legal Information ....................................................................................................................................................................................... 10
Standard Legal Information ............................................................................................................................................................................................................... 10
Confidentiality Statement .................................................................................................................................................................................................................. 10
Trademark List .................................................................................................................................................................................................................................. 10

APMEA Core Internal Communications

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APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
1
Internal Communication
Internal Communication
Internal Communication
McDonald's Values
McDonalds Values
We aspire to be our customers' favorite place and way to eat. To achieve this mission, our actions as individuals and as a System must reflect these
values.
We place the customer experience at the core of all we do. Our customers are the reason for our existence. We demonstrate our appreciation by providing
them with high quality food and superior service, in a clean, welcoming environment, at a great value. Our goal is QSC&V for each and every customer, each and
every time.
We are committed to our people. We provide opportunity, nurture talent, develop leaders and reward achievement. We believe that a team of well-trained
individuals with diverse backgrounds and experiences, working together in an environment that fosters respect and drives high levels of engagement, is essential
to our continued success.
We believe in the McDonald's System. McDonald's business model, depicted by the "three-legged stool" of owner/operators, suppliers, and company
employees, is our foundation, and the balance of interests among the three groups is key.
We operate our business ethically. Sound ethics is good business. At McDonald's, we hold ourselves and conduct our business to the highest possible
standards of fairness, honesty, and integrity. We are individually accountable and collectively responsible.
We give back to our communities. We take seriously the responsibilities that come with being a leader. We help our customers build better communities,
support RMHC, and leverage our size, scope and resources to help make the world a better place.
We grow our business profitably. McDonald's is a publicly traded company. As such, we work to provide sustained profitable growth for our shareholders. This
requires a continuing focus on our customers and the health of our system.
We strive continually to improve. We are a learning organization that aims to anticipate and respond to changing customer, employee and system needs
through constant evolution and innovation.
APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
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Five Characteristics of Good Communication
Five Characteristics of Good Communication
Characteristic Description
Good communication is mutual Always give people time to respond. Listen carefully to what is said. When
someone feels you are willing to listen, he or she will often listen in return.
Good communication gains agreement When problems arise, you and your employee must agree on both the problem
and the solution. Otherwise, there will probably be no positive action taken.
Always work out the course of action together.
Good communication informs and guides Your employees need to know where they stand and how to improve. Emphasise
the positive rather than the negative.
Good communication gives and sets examples Illustrate your message with examples to clarify your points. Maintain your
credibility by practising the kind of behaviour you expect from your crew.
Good communication is constant It's not enough to hold occasional communication sessions or crew meetings.
Communication must be part of your daily routine. Don't overlook the basics.
Hellos and good-byes are important beginnings and endings to each person's
day.

Open Door Policy
Open Door Policy
The Open Door Policy simply means that you are free to speak with anyone in the Company should you have a question or concern. Our "doors"
are always open. Employees are encouraged to use this "open door policy" whenever they wish.

APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
3
Employee Feedback Programs
Employee Feedback Programs
The Personal Action Letter (PAL) program or other similar employee feedback programs give crew members a confidential tool they can use to
write and send their concerns, suggestions, and opinions to the head office for results. PAL includes a wall-mounted display containing form letters
and pre-addressed envelopes.

Conducting Employee Feedback (RAP) Sessions
Conducting Employee Feedback (RAP) Sessions




Conducting Employee Feedback (RAP) Sessions
Studies prove that face-to-face communication is the most effective way to solve problems and build bonds that strengthen a successful restaurant
team. Conducting periodic employee feedback sessions encourages two-way communication between crew members and management, which
ultimately builds morale and your business.
Establish a regular schedule for employee feedback sessions. It is recommended that employee rap sessions be conducted at least two times per
year. At least one crew member from each shift should attend a session. Six to eight people is a good group size. Meet in a quiet, confidential
environment where you will not be interrupted. An adequate time period for an employee feedback session is generally 2 hours. This time is to be
recorded and paid.
APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
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Procedure Description
Put people at ease People are going to be nervous at first. Take the time to put them at ease. Talk
about new promotions, school events. Talk about anything that will help start the
conversation.
Explain the purpose and process of RAP sessions State that any criticism should be accompanied by a suggestion for improvement.
Explain that the purpose of the communication session is not to stir up bad
feelings. Your purpose is to listen to feedback and accept suggestions to resolve
problems.
Get the conversation started and manage the session An easy way to break the ice and get the conversation started is to identify
something that could be improved. The crew will often jump right in and criticise it
with you. Once the crew has criticised it, ask them for suggestions on how to
improve the situation. When you hear a good suggestion, acknowledge it. Act on
the suggestion, if appropriate. However, don't commit yourself to something you
cannot control.
Review feedback with management team Within a few days, the manager (or co-ordinator of the communication session)
should review the points covered at the session with other members of the
management team. Involve them in suggesting solutions. Each problem should
be given a priority rating. A member of the management team should be
assigned to implement its solution.
Fix the problems raised or develop action plans to fix them The five most important problems should be solved immediately. Some problems
are more complex. These will take longer to solve. Action should begin ASAP
after the session.
Communicate feedback and actions to crew It is recommended that within two weeks of the communication session, you hold
a crew meeting. Explain what has been done as a result of the communication
session. This builds credibility more than anything else you can do.

APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
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How to Conduct Employee Feedback Sessions
1. Explain purpose of employee feedback sessions
2. Develop action plans
3. Solve problems
4. Communicate results

Communication Boards
Communication Boards
Communication boards are convenient, inexpensive and visual. When used correctly, communication boards can deliver the messages you want to
share with all of your employees.

Crew Member and Management Communication
Crew Member and Management Communication
Effective crew and management communication is essential to running a successful restaurant. Communication is critical for good teamwork and
learning. Through effective communication, your staff can provide the total customer satisfaction we expect and demand. At McDonald's, we do
everything we can to keep communication open between you and your crew members.

Crew Committees
Crew Committees
Committees are voluntary, but all participants must be paid their hourly pay rate for attendance at agreed upon meetings.
Committees can meet in the crew room or other location. A member of the management team must always be in attendance (as management is
sponsoring the committee, it has an obligation to offer guidance and support.)
APMEA Core Internal Communications
Internal Communication
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2011 McDonald's Corp.
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Following are some types of committees that can be formed:
Committee Type Description
Enthusiasm Committee This is a key committee and is highly recommended. The Enthusiasm Committee generates the
social events Calendar for the restaurant. It also communicates and executes the activities it
plans (recommended one activity per quarter as a minimum). No deductions should be made
from crew wages towards crew outings.
Service Committee
This committee tells management how service can be improved. It recommends improvements in
customer service by removing barriers and driving enthusiasm for serving the customer.
Decorating Committee This committee coordinates plans for special decorations. These could be for holidays or special
promotions.

Crew Meetings
Crew Meetings
A crew meeting is a great communication tool for presenting important information to your entire crew at the same time. It is an opportunity for the
management team to build awareness of a new policy, procedure, product, or upcoming marketing promotion. Your crew meetings should have a
planned and rehearsed agenda that includes the entire management team and should be conducted with enough notice and planning to maximize
attendance. When done well, a crew meeting builds enthusiasm and enhances overall crew member morale. It is recommended that crew meetings
be held at least two times per year.
All crew must be paid for attending a crew meeting.
APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
7

Preparing for a Crew Meeting
Action Description
Be prepared Plan the meeting thoroughly with the entire management team. Involve some crew people. Have
several presenters, including crew members. Prepare an agenda. Each presentation should be
outlined and fully rehearsed and should have a definite time frame.
Publicise the meeting Announce the meeting at least one week in advance. Also, post it on your crew schedule. Use
posters and word of mouth to build enthusiasm for attendance. Give the crew a written agenda.
To encourage attendance, offer door prizes and awards. Also consider having a guest speaker,
films, free breakfast or creative locations.
Pay people for attending The crew must be paid their hourly rate for the time they attend. If the restaurant combines a crew
meeting and a crew outing then the crew meeting component (eg. first hour) must be paid for
(hourly rate).
Enthusiastic opening Draw a door prize as the crew arrives. Prizes may be a CD or a gift voucher at a local restaurant
or department store
Informational portion Discuss QSC, new promotions, or restaurant problems. This is also the time to discuss the results
of communications sessions or opinion surveys. Each management person should take part in
this section. Topics such as workplace health and safety should always be an agenda item.
Review upcoming NABIT activities.
Enthusiastic close Give out service awards (certificates) and announce incentive program winners (such as Crew
Person of the Month). Then draw for the rest of the door prizes or pass out other awards. You
could also introduce the new crew that have joined the team, promotions, birthdays, outstanding
performers

Management Meetings
APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
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Management Meetings
Restaurant manager meetings are crucial to effective management communication. The purpose of a management meeting may be to open
communication between managers, celebrate success, identify and resolve problems, delegate responsibility for action plans, or follow up on action
plans and delegation. Always use a management meeting agenda. It is recommended that management team meetings be held weekly.

Guidelines for Effective Management Meetings
Conduct regular meetings and, if possible, limit to one hour. (recommended frequency is minimum fortnightly)
Create an agenda and circulate to managers prior to the meeting. This will allow them to prepare for discussions / presentations.
Choose a time that is convenient for most people.
Meet where it is comfortable, well lit and ventilated, and where you will be free from interruptions.
Notify everyone well in advance. Specify the time and place (or you may establish a regular time and place for the weekly meetings)..
Start and end on time. This encourages management to arrive promptly and use the time effectively. Many managers start and end the
meeting on time regardless of whether everyone is present or whether the agenda is completed.
Avoid time wasters. Appoint someone to watch for time wasters and to caution the group when it gets sidetracked by redefining the problem
repeatedly, blaming and finger pointing, talking about problems unrelated to the issue at hand, departing from the agenda.
Record notes about solutions, actions to be taken, dates, and follow-up (during the management meeting).
Summarise the topics covered and the solutions agreed upon (at the end of the meeting).
Inform those who did not attend the meeting.
Ensure that meetings are not held on the same manager's days off each week.
Managers should have time paid back to them if they attend a meeting on a day off.

Communication Days
Communication Days
Communication days are scheduled, planned discussions involving the Operations Consultant or Owner / Operator and the management team.
They cover performance updates, the Management Development Program (MDP) and other matters. Communication days ensure regular, ongoing
communication (monthly). They also help build rapport between the Operations Consultant or Owner Operator and the management team.
APMEA Core Internal Communications
Internal Communication
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
9

Communication Days:
Help get performance reviews done on a regular basis and keep the performance development system on track
Serve as a foundation for rapport, teamwork and morale
Help eliminate surprises through ongoing discussion of performance
Give managers an opportunity to get to know the Operations Consultant/Owner Operator
Need a detailed agenda with time allotted for accomplishing the objectives
Must be scheduled well in advance
Must be flexible to adapt to changing needs
Need the involvement and uninterrupted support of the Operations Consultant

Exit Interviews
Exit Interviews
Conduct exit interviews when employees leave McDonald's. Conducting exit interviews can help you identify strengths and problems by covering
training, supervision, general restaurant environment, and reason for leaving. At times, these sessions may provide an opportunity to resolve
differences or misunderstandings, and enable you to retain your employee. Whenever possible, exit interviews should be conducted with every
employee who chooses to leave McDonald's.
APMEA Core Internal Communications
Standard Legal Information
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
10

Standard Legal Information
Standard Legal Information
Standard Legal Information
Confidentiality Statement
McDonald's Operations and Training Manual and other materials in the McDonald's system contain McDonald's confidential and proprietary
information. This information includes but is not limited to: methods, formats, specifications, standards, systems, procedures, sales and marketing
techniques, knowledge, and experience used in developing and operating McDonald's Restaurants; real estate and development plans; marketing
plans, research, advertising, and promotional programs for McDonald's Restaurants; knowledge of suppliers, methods of ordering and specifications
for products, materials, and supplies; knowledge of the operating results, financial information and financial performance of McDonald's Corporation;
customer communication and retention programs; graphic designs; intellectual property; recipes, formulae and food preparation processes;
information generated by, or used or developed in, the operation of a Restaurant; and any other information McDonald's may designate as
confidential or proprietary from time to time.
McDonald's confidential and proprietary information must be kept absolutely confidential at all times and all reasonable steps to prevent improper
disclosure of McDonald's confidential and proprietary information to others must be taken. In addition, franchisees must not disclose financial
performance, operating results or sales information (collectively, the Financial Information) relating to their McDonald's Restaurant(s) where (1)
McDonald's has not publicly disclosed its financial performance for such period; (2) it is reasonably foreseeable that such Financial Information will
be consolidated with the Financial Information of other McDonald's Restaurants; and (3) it is reasonably foreseeable that such Financial Information
or consolidated Financial Information will be made public and/or be used to influence investment decisions regarding McDonald's common stock.
Using McDonald's confidential and proprietary information or the Financial Information in an unauthorized manner is strictly prohibited. Failure to
maintain the confidentiality of such information and/or the unauthorized use or disclosure of this information may lead to civil or criminal prosecution
as well as the immediate termination of the franchise, employment or other relationship with McDonald's.

Trademark List
The following trademarks used herein are owned by McDonalds Corporation and affiliates. Americas Favorite Fries; ARCH; Arch Card; Big
Breakfast; Big Mac; Big N Tasty; Big Red Shoes; Birdie; Boston Market; Chicken McGrill; Chicken McNuggets; Chicken Selects; Chipotle; Did
Somebody Say?; Double Quarter Pounder; Egg McMuffin; EVM; Extra Value Meal; Filet O Fish; Fry Girls; FunTimes; Golden Arches Logo;
Grimace; Hamburger University; Hamburglar; Happy Meal; MacFries; Made For You; Makadonaldo; McChicken; McD; McDonaldland; McDonalds;
APMEA Core Internal Communications
Standard Legal Information
Published: 02/25/11
2011 McDonald's Corp.
APMEA Core Internal Communications
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McDonalds Playland; McFiltering; McFlurry; McFree; McGriddles; McMuffin; Playland; PlayPlace; PlayPlace Logo; QSC; QSC&V; Quarter Pounder;
RMHC; Ronald McDonald; Ronald McDonald Care Mobile; Ronald McDonald House; Ronald McDonald House Charities; Ronald PlayPlace Logo;
Sausage McMuffin; Super Size; The Golden Arches; twoallbeefpattiesspecialsaucelettucecheesepicklesonionsonasesameseedbun; World Famous
Fries; www.mcdonalds.com. All other trademarks are the property of the respective trademark owners.