Slides
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© McDonald’s
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© McDonald’s This presentation contains certain forward-looking statements, which reflect management's expectations regarding future events and operating performance and speak only as of the date hereof. These forward-looking statements involve a number of risks and uncertainties. Factors that could cause actual results to differ materially from expectations are detailed in the Company's filings with the Securities and Exchange Commission, including the Company's Form 10-Q for the quarter ended June 30, 2026. The Company undertakes no obligation to update such forward-looking statements, except as may otherwise be required by law.
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© McDonald’s To Be M ore Custom ers’ First Choice © McDonald’s
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© McDonald’s To Be Mor e Customer s’ Fi r st Choi ce ELEVATETaste and QualityCustomer Experience INCREASEFirst Choice Visits GROWGuest Counts STRENGTHENRestaurant Economics ProductivityREINVESTIn Menu, Restaurant, Hospitality © McDonald’s
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© McDonald’s @ @ @ GROSS RESTAURANT-LEVEL EFFICIENCIES UNLOCKED* SUPPORT BASELINE GUEST COUNT GROWTHSHARE GROWTH IN CHICKEN AND BEVERAGES BY 2030 IMPROVE CUSTOMER EXPERIENCE ACTIVATE FANDOM+1.5PP MAKE IT GOLDEN~250 BPS *WITH TIMING ALIGNED TO THE FULL DEPLOYMENT OF NEXT ELEMENTS ACROSS THE U.S. AND INTERNATIONAL OPERATED MARKETS.© McDonald’s
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© McDonald’s AVERAGE UNIT VOLUMES$4M+ $4.5M+ AVERAGE FRANCHISEE CASH FLOW~$400K ~$500K © McDonald’s
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© McDonald’s *FOR AN AVERAGE U.S. RESTAURANT. WE EXPECT A PORTION WILL BE REINVESTED TO SUPPORT NEXT GROWTH INITIATIVES, BUT THAT THE MAJORITY WILL BENEFIT THE RESTAURANT'S BOTTOM LINE OVER TIME. ~250 BPS=~$100K*GROSS P&L EFFICIENCIES GROSS ANNUAL CASH FLOW © McDonald’s
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© McDonald’s INVESTMENTS WILL BE PHASED OVER TIME TRADITIONAL DRIVE-THRU. INCREMENTALINVESTMENT ~$800KU.S.~$650K-$700KIOM© McDonald’s
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© McDonald’s PARTNERING GENERATE ATTRACTIVE RETURNS FOR FRANCHISEES AND MCDONALD’S© McDonald’s
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© McDonald’s TOTAL CORPORATE PARTNERING* ~$5B2027 — 2030 ~$8.5BTHROUGH 2036 * PARTNERING SUPPORT WILL BE THROUGH A MIX OF RENT RELIEF AND CAPITAL SUPPORT. THE MIX AND LEVEL OF SUPPORT WILL VARY BY MARKET AND BE FLEXIBLE AND TARGETED TO THE REALITIES FRANCHISEES FACE LOCALLY.© McDonald’s
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© McDonald’s TOTAL CORPORATE PARTNERING ~4 YEARSFOR FRANCHISEES AFTER PARTNERING~5-6 YEARSFOR McDONALD’S RESTAURANT NEXT INVESTMENTS.© McDonald’s
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© McDonald’s © McDonald’s NON-COMP SALES
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© McDonald’s © McDonald’s NEW UNIT GROWTH THIS INCLUDES MORE THAN 550 COMBINED U.S. AND IOM GROSS OPENINGS ANNUALLY THROUGH TO 2030.
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© McDonald’s © McDonald’s OUR COMMITMENTSTRONG LONG-TERM RETURNS FOR FRANCHISEES AND COMPANY
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© McDonald’s © McDonald’s CAP EX BASED ON FOREIGN CURRENCY EXCHANGE RATES AS OF 9/23/2026.
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© McDonald’s © McDonald’s REFRANCHISING
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© McDonald’s G&A AS A % OF SYSTEMWIDE SALES © McDonald’s
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© McDonald’s *CONSOLIDATED OPERATING MARGIN WAS 46.1% FOR THE YEAR ENDED 2025. EXCLUDING CHARGES PRIMARILY RELATED TO RESTRUCTURING CHARGES ASSOCIATED WITH ACCELERATING THE ORGANIZATION, ADJUSTED OPERATING MARGIN WAS 46.9% FOR THE YEAR ENDED 2025. REFER TO THE COMPANY’S FILINGS WITH THE SECURITIES AND EXCHANGE COMMISSION FOR ADDITIONAL DETAIL. ADJUSTEDOPERATING MARGIN © McDonald’s
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© McDonald’s FREE CASH FLOW CONVERSIONLOW-TO-MID 80%2026EMID-TO-HIGH 80%2030E © McDonald’s
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© McDonald’s RETURNEXCESS FREE CASH FLOW TO SHAREHOLDERS THROUGH DIVIDENDS AND SHARE REPURCHASES OVER TIME COMMITTEDTO CURRENT INVESTMENTGRADE CREDIT RATINGREINVESTBACK IN THE BUSINESSTO GENERATE ATTRACTIVE RETURNS AND DRIVE SUSTAINABLE, PROFITABLE LONG-TERM GROWTH CAPITAL ALLOCATION PRIORITIES © McDonald’s
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© McDonald’s SUPPORTSTRONG EPS GROWTHREINFORCEPOSITION AS A HIGH-QUALITY, LONG-TERM COMPOUNDER DELIVERDURABLE COMPARABLE SALES GROWTH © McDonald’s
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© McDonald’s