McDonald’s is a trusted friend among kids . . . and grown-ups, too. TM

Originally developed McTreat Spot kiosks Designed to capture This concept brings in Australia, McCafés sell indulgent sweet treats McDonald’s meal occasions two great restaurant generally are attached in high-traffic, in locations where experiences together under to existing McDonald’s high-volume locations. the sales potential would not one roof with classic, restaurants and have BOTTOM LEFT support a large, traditional cooked-to-order diner fare a cosmopolitan HOT FUDGE BROWNIE SUNDAE restaurant, McSnack Spot and traditional atmosphere with offers a limited selection McDonald’s favorites. distinct adult appeal. of McDonald’s BOTTOM RIGHT TOP LEFT menu items, as well as TRIPLE DECKER CAPPUCCINO AND snack favorites. TURKEY AND BACON CLUB BANANA CAKE TOP RIGHT STRAWBERRY BANANA FRUIT ‘N YOGURT PARFAIT WHAT DO YOU HAVE A TASTE FOR? we’re extending our reach

here is more innovation than ever under sundaes, rich McFlurry desserts, refreshing Fruit ’N The , as we explore Yogurt Parfaits and delicious triple-thick shakes. Initial opportunities to extend the ways in results indicate that McTreat Spot kiosks are attracting which we serve our customers. customers who would have gone somewhere else to Take, for example, our McCafé satisfy their cravings. coffee concept. Originally developed We also have a small test of a concept called Tin Australia, McCafés generally are attached to existing McSnack Spot underway in Texas. It is designed to McDonald’s restaurants and have a cosmopolitan capture McDonald’s meal occasions in locations, such atmosphere with distinct adult appeal. Here, customers as within retail outlets and train stations, where the sales can enjoy premium coffees, cakes and pastries—all at potential would not support a a value price compared with typical coffeehouses. large, traditional restaurant. THINKING OUTSIDE Clearly, the coffee market varies significantly by McSnack Spots are highly effi- THE FRY BOX country, and the demographics need to be right. So, cient operating units that require McCafés may not be appropriate for all our restaurants. low investments and generate Yet, in the right locations, they can add to the bottom high profit margins. They offer a line. In Australia, where the coffee market is growing at limited selection of McDonald’s an annual rate of 10 percent, we have experienced sig- menu items, as well as snack nificant sales increases with McCafé additions. These favorites, such as popcorn and increases are being driven by the sale of McCafé offer- pretzels. Early results indicate ings, as well as incremental regular menu sales to our great consumer acceptance. coffee-loving customers. Today, we operate more than Another concept in early test 300 McCafés in over 15 countries, and we will continue that is resonating with consumers We are tapping into the growing trend for retro-nostalgia with to explore opportunities to add McCafés where they is McDonald’s with the Diner a concept that combines a make sense. Inside. It brings two great McDonald’s restaurant with a We also want to be top of mind when customers restaurant experiences together classic diner experience. The want an indulgent sweet treat or a snack when they are under one roof with classic, concept–McDonald’s with the Diner Inside–is designed to be on the go. So, we are using dessert kiosks and small cooked-to-order diner fare and best in class in the midscale dining restaurant units to earn such recognition and capture traditional McDonald’s favorites. arena, serving both traditional incremental sales. We opened our first diner in diner fare, such as Belgian waffles, For example, McDonald’s currently operates more Kokomo, Indiana, in 2001 and triple decker sandwiches and than 600 dessert kiosks in Latin America. Initially devel- have several under construction. chicken fried steak, as well as sandwiches, Chicken oped about 10 years ago in Brazil, where they have been Current plans include converting McNuggets and Happy Meals. very successful, these kiosks typically sell bottled water a number of restaurants in a During its first year of opera- and a variety of soft serve products, including McFlurry television market to McDonald’s tion, the McDonald’s restaurant in desserts. Since they are situated in shopping malls near with the Diner Inside in order to Kokomo, Indiana, which had been full McDonald’s restaurants, they serve as billboards conduct an advertised sales test. converted to a McDonald’s with the Diner Inside, saw significant for those restaurants, as well as convenient places for Clearly, we are pursuing sales increases. customers to break to satisfy their sweet tooth. a number of opportunities to Now, we are adapting this profit generator for the extend the reach of Brand U.S. market with McTreat Spot kiosks and are testing McDonald’s and are monitoring results to determine a variety of dessert concepts in southeast Asia. whether a viable business case can be made for prof- In the U.S., our McTreat Spot kiosks are situated in itably expanding each of the concepts in test. high-traffic, high-volume locations, like the Minneapolis, We are committed to ongoing innovation and experi- Minnesota, airport, the Circus-Circus Casino in Las mentation. Our intent is to tap into our assets to give Vegas, Nevada, and the Woodfield Shopping Mall in customers what they want, to enhance their experience Schaumburg, Illinois. Offerings include satisfying and to build the business under The Golden Arches.

More than 60% of Americans snack regularly. 2000 Roper Reports, Roper ASW 15

McDonald’s serves up great experiences all day long. WHAT DO YOU HAVE A TASTE FOR? we’re exploring new avenues of growth

rowing the core McDonald’s business the country, Market is targeting the $18 billion is our number one priority. U.S. home-meal replacement opportunity with selections At the same time, we know that include rotisserie chicken, grilled chicken, ham, customers want—and are spending meatloaf and a wide array of salads, side dishes and their eating-out dollars on—a variety desserts. Customers can choose to take their meals of foods and dining experiences. So, home or dine in the restaurant. They also can take Gwe plan to supplement the growth of our core business advantage of Boston Market’s catering service. In early and add shareholder value with a portfolio of Partner 2002, we opened our first Boston Market in Australia, Brands—concepts that we believe will make a meaning- and we have plans to open in Canada by year end. ful contribution to earnings over the next five to 10 years. Chipotle, which operates more than 175 restaurants, We embarked on our Partner Brand strategy in offers fresh, gourmet burritos and tacos in an energetic, 1998, with the purchase of a minority interest in Chipotle contemporary atmosphere. Credited by some industry Mexican Grill, which then analysts as pioneering a new category—“fast casual”— COOKING UP consisted of 14 restaurants in Chipotle competes within and beyond the $13 billion U.S. NEW POTENTIAL Denver, Colorado. Today, we Mexican restaurant segment. This concept’s unique style have a portfolio of four Partner and flavorful food combinations have generated a loyal Brand concepts—Boston customer following and strong positive comparable sales Market, Chipotle, Donatos growth. Pizzeria and Pret A Manger. Donatos Pizzeria competes in the $24 billion U.S. Collectively, they generate pizza segment. With nearly 200 restaurants across the approximately $1 billion in annual U.S., Donatos is known for world-class, thin-crust pizza sales. To put this in perspective, with fresh Edge-to-Edge toppings. Donatos enjoys a loyal Dublin,Ohio, area $8.2 million sales there are only 12 quick-service following in its home market of Columbus, Ohio, and restaurant chains with more than plans to build brand awareness and further differentiate The two-square mile trading area $1 billion in annual sales. itself from the competition with a new and inviting pizzeria in Dublin, Ohio, pictured above, is home to three successful For our strategy to succeed, format. Building on a heritage of innovation, this new McDonald’s restaurants with we must ensure that we have format accommodates varied lifestyles with dine-in, take- combined annual sales of the right portfolio of Partner out and delivery service, as well as a call-ahead pick-up $5.1 million. Frankly, there is Brands. Accordingly, we have window and catering options. The first Donatos in little room for an additional established very specific criteria Germany is scheduled to open later this year. McDonald’s in the neighborhood. However, we also operate a against which to measure each Pret A Manger, in which we have a minority interest, Chipotle, a Boston Market and a brand’s potential. It must demon- sells upscale, ready-to-eat sandwiches that are prepared Donatos Pizzeria in the area, each strate broad consumer appeal. It daily on the premises. Pret is relatively new to the generating about $1 million or must have a scalable, replicable $30 billion U.S. cold sandwich segment with seven shops more in annual sales. Together, these six restaurants– business model that produces in New York City, and competes in the $5 billion U.K. representing four different brands, returns that exceed our cost of segment, with more than 115 shops there. The concept’s serving four different meal occasions capital. It also must have the popularity is evidenced by its strong comparable sales –generate $8.2 million in annual long-term potential to have thou- increases in 2001. Pret opened its first shop in Hong sales. That’s 60 percent more than sands of restaurants. Kong early this year and has plans to open in . we would have generated with McDonald’s restaurants alone. We think our Partner Brands We believe these four brands have a lot of potential. are best-in-class players in their We will nurture and grow each carefully and will scale respective large and growing a brand only after it demonstrates that it can meet our market segments. Here’s a brief rundown on each brand. stringent criteria. In the end, we will leverage our Boston Market serves the needs of increasingly resources and competencies to capture more meal time-pressed consumers who want a home-style meal occasions around the world—both under and beyond without the fuss. With more than 650 restaurants across The Golden Arches.

Americans no longer consider going out to eat a luxury. It has become an integral part of their lives. Yankelovich Partners 18 Many consumers want an alternative to cooking that allows them to slow down and spend more time with loved ones. Boston Market offers fresh, delicious home-style meals –without the hassle of preparation and cleanup.

<< CHICKEN WHITE-MEAT INDIVIDUAL MEAL WITH MASHED POTATOES, STEAMED VEGETABLE MEDLEY AND CORNBREAD

Chipotle’s recipes are original and innovative, using only the finest ingredients. The guacamole is made fresh daily, and marinated meat is grilled throughout the day.

<< CHICKEN TACOS

Unique in the mainstream pizza category, Donatos’ menu includes a distinctive line of Signature Pizzas, plus a selection of oven-baked Big Don Subs and fresh, crispy salads. But it’s the Edge-to-Edge toppings that have made Donatos famous.

<< “THE WORKS” PIZZA

Pret creates hand-made, natural food. If it’s not natural, it’s not Pret. All Pret’s sandwiches, baguettes and wraps are made fresh daily in every shop.

<< THAI CHICKEN SANDWICH WITH PRET COOL LEMON DRINK experience tells us...

McDONALD’S IS UNIQUELY SUITED TO TAP INTO THE GROWING EATING-OUT DEMAND AROUND THE WORLD. We manage a complex network of 30,000 local community restaurants in 121 countries and are adding more than 1,300 restaurants annually.

McDONALD’S IS ONE OF THE MOST POWERFUL BRANDS IN THE WORLD. McDonald’s is a brand that customers the world over recognize and trust.

McDonald’s is known as a great place for kids and families; for convenient, hand-held meals; for World Famous Fries and Big Macs; and for outstanding value. We are building on these strengths, while also innovating to become top of mind as a place for taste and variety.

McDONALD’S PORTFOLIO OF PARTNER BRANDS SERVES NEEDS BEYOND THOSE THAT BRAND McDONALD’S CAN FILL. Through Boston Market, Chipotle, Donatos Pizzeria and Pret A Manger, we are meeting customers’ desires for a variety of foods and dining experiences.

WE ARE IN AN EXCELLENT POSITION TO CAPTURE MORE MEAL OCCASIONS BOTH UNDER AND BEYOND THE GOLDEN ARCHES.

We are leveraging our competencies to seize new growth opportunities... while, at the same time, maximizing the potential of the existing McDonald’s business. 20 Putting sparkle in our service

ne of our key global growth strategies is to deliver Oexceptional customer experiences through a combination of great-tasting food, outstanding service, exciting promotions, inviting restaurants and reliable value. However, even the very best food, promotions, restaurants and value are meaningless without top-notch service. But what exactly is outstanding service? And how are we doing? Outstanding service starts with a welcoming smile and ends with a satisfied customer. Although we often get high marks from cus- tomers, both internal and external data indicate that at times we miss the mark. So, we’re taking action. The following are just some initia- tives underway to put sparkle in our service.

TRAINING FOR THE UNEXPECTED Our restaurant teams must have the knowledge and tools needed to deliver great customer experiences. So, training is an ongoing priority for McDonald’s. An enhanced training program that is being rolled out in the U.S. teaches our restaurant managers how to plan and prepare for each shift by simulating a variety of scenarios. For exam- shifts run more smoothly. Most importantly, they ple, they are being taught how to optimize customer are giving our customers the fast, friendly service service if several crewmembers cannot make it into they deserve. work or if busloads of hungry tourists unexpectedly arrive at the same time. KEEPING IT SIMPLE Such simulations really pay off. Restaurant Our people in the U.S. are eliminating non-value- teams that have gone through this training are added restaurant activities while optimizing our finding it easier to do their jobs. They are more menu, merchandising and operations—all to the focused and more productive than before, and their benefit of the customer.

“Look after the customer, and the business will take care of itself.” , McDonald’s Founder 21 Such efforts are part of an ongoing simplification themed signs and uniforms, as well as timers and process that focuses on big and small changes, such crew incentives, make the program fun for crew and as using easy-to-open sauce tubes...eliminating customers alike. In Indonesia, where this approach menu items that don’t sell well...streamlining originated, we have rung up double-digit compara- inventory management by consolidating cup and ble sales increases for the past two years. Further, lid sizes...and using fewer, more targeted point-of- 95 percent of our transactions in that market have purchase materials. been completed in 60 seconds or less. As appropriate, these simplification initiatives will be shared with other markets around the NO MONEY...NO WORRY world, making our restaurants more employee and We also are exploring alternative payment methods customer friendly. to make a visit to McDonald’s more convenient. Customers now can pay for their McDonald’s DIVIDING AND CONQUERING meal by swiping electronic devices or credit/debit More and more of our restaurant staffs in Japan, cards past an electronic reader at a number of the U.S. and Latin America are using a new team- McDonald’s restaurants around the world. For based service approach to enhance our customers’ example, more than 400 restaurants in the Chicago, front-counter experiences. It’s really simple: one Illinois, region accept Mobil Speedpasses as a pay- crewmember takes the order and payment, while ment method, and many of our restaurants in another assembles and presents the order. Australia, Denmark, France, Germany and New It’s fast, too. Using this system, the crew at a Zealand accept credit or debit cards. In some cases, McDonald’s on the Pennsylvania Turnpike served customers can even get cash back. a caravan of seven buses in 35 minutes, less than This payment option not only speeds service, half the time it otherwise would have taken. Also, but customers are finding that being short on cash our people in Venezuela and Costa Rica attribute does not mean having to pass up a meal at increases in transactions and average checks to the McDonald’s. better customer/crew interaction resulting from this servicing technique. NOT SO MYSTERIOUS AFTER ALL In light of these positive results, we are begin- We are putting ourselves in our customers’ shoes. ning to test this team approach to wowing our cus- We are introducing mystery shopper programs in tomers in a number of other countries. countries where we have not used them and step- ping up their use in those that do. FASTER IS BETTER In essence, mystery shoppers are “undercover” Customers using the drive-thru tend to be pressed restaurant visitors who evaluate the experience for time. So, we continue to focus on improving the from a customer’s perspective. The results of speed of our drive-thru service. mystery shops, which are often accompanied by We are exploring opportunities to enhance the crew and manager incentives for excellent perfor- drive-thru experience by serving two cars at a time. mance, are helping our restaurant staffs to cele- In some locations, we are using double-lane drive- brate successes and identify training opportunities. thrus. In others, crew people equipped with remote In addition, the feedback is being used to assist order-taking devices are assisting drive-thru cus- each restaurant’s management team to develop tomers during busy periods. action plans to raise the bar on service levels. Adding a creative twist to branding speed of ser- We believe this relevant measurement tool will vice at the front counter, as well as in the drive- drive improved performance. In fact, customer thru, we have adopted a Formula 1 racecar-inspired satisfaction scores in Argentina and Australia have approach in a number of Asian markets. Racing- improved since mystery shops were introduced.

“Satisfied customers are our goal and our reward.” Jack Greenberg, McDonald’s Chairman and Chief Executive Officer 22 Building on a strong heritage of values

cDonald’s was founded on values. The UNWAVERING COMMITMENT entire McDonald’s System owes a huge TO SAFETY AND QUALITY Mdebt of gratitude to the men and women McDonald’s goes to great lengths to ensure that all who shaped the Company in the early days and aspects of our customers’ experience, from the food defined who we are and that for which we stand. we serve to the toys in our Happy Meals, meet our We have never lost sight of the foundation they laid. high-quality and safety standards. As a result, Brand McDonald’s has earned the To start, we are aligned with world-class suppliers trust and confidence of people the world over. We that share our high standards, and our restaurant earn the right to that trust each and every day. It is staffs around the world are trained in the proper a fragile—yet priceless—asset. And we are commit- storage, handling and preparation of our products. ted to protecting and nurturing our Brand. In addition, we continuously seek opportunities to raise the bar on our own stringent safety criteria, which always meet— and often exceed—those established by industry and governments. For example, last year we intensi- fied our leadership efforts in the area of meat safety through the for- mation of McDonald’s International Scientific Advisory Council. This Council of leading scientists and medical experts from around the world reviewed key industry safety practices for beef. We are pleased that the members of the Council not only validated the McDonald’s System’s best practices, but also worked with us to identify new opportunities to further heighten the safety of our beef supply.

COMMUNITY INVOLVEMENT We value the communities we serve and believe that it is important to give back to others on both a local and global level. We are active in the communities in which we do business. This involvement extends from owner/ operators’ support of local soccer teams to being there in times of need. After all, that’s what good neighbors do. The entire System of employees, franchisees and suppliers have a long history of helping those

Our commitment to quality and safety extends beyond our food to all we do. 23 less fortunate, including offering much needed for Minorities. Although we BEING A GOOD assistance after natural disasters, such as earth- are proud of these and other NEIGHBOR quakes and hurricanes. achievements, we know that McDonald’s also has long held the belief that we we can—and must—do have a responsibility to protect the environment for more in order to become the future generations. Consistent with our leadership best employer in each com- position on a host of environmental issues, we, in munity around the world. partnership with Conservation International, are collaborating with McDonald’s suppliers to further CASTING A integrate environmentally sustainable practices LONG SHADOW into their operations. Primary areas of focus include Honesty and integrity are at No one can forget the terrorist the conservation of water and energy and the safe- the very core of who we are. attacks on the U.S. last September. Nor should we. Our hearts go out guarding of animal and plant biodiversity. We are demanding...yet to the many people who lost their fair. We expect the same lives in this tragedy and to their RONALD McDONALD HOUSE CHARITIES from those with whom we families and friends. One of the more visible aspects of our ongoing associate. We are proud of the amazing response by those who spent commitment to others is our support of Ronald Our suppliers know that countless hours working to rescue McDonald House Charities (RMHC). RMHC works we expect them to maintain victims and remove the rubble. tirelessly to improve the health and well being of our high-quality and safety They indeed are heroes–a special kind of hero, as their work was children by funding programs that meet their spe- standards, to share our com- both physically and emotionally cial needs and by supporting more than 200 Ronald mitment to socially responsi- difficult. We salute you! McDonald Houses, which provide a home-away-from- ble activities, and to value Many members of McDonald’s home for families of children with serious illnesses. and respect their employees. Family–owner/operators, employ- ees, restaurant staffs and suppliers We are privileged and pleased that we can have Consistent with our phi- –also made us proud. These indi- a positive impact on the lives of children around the losophy of treating employees viduals pulled together in the world and that many of our employees, franchisees, right, we insist that suppliers aftermath of these horrific events to serve food to rescue and relief joint-venture partners, suppliers, shareholders and abide by McDonald’s Code of workers at the World Trade customers share our belief in, and support of, RMHC. Conduct, which describes Center, the Pentagon and the how we expect them, as well crash site in Pennsylvania. And PEOPLE FIRST as their suppliers who work across the country, the McFamily stepped up to feed stranded trav- At McDonald’s, we value our people, their ideas and on McDonald’s business, to elers at airports and the volun- their contributions. We are committed to diversity, treat their employees. teers at countless blood centers. and do not and will not tolerate discrimination of Our commitment to good Collectively, more than 750,000 McDonald’s meals were served. any kind. In fact, treating people right is at the employee practices is not Like so many others, we have heart of our vision to be the best—and it is an negotiable. We reserve the family, friends and colleagues expectation to which we hold the entire System. right to verify compliance by among the victims of this tragedy. We also value hard work and expect McDonald’s having external monitors Yet, we are grateful that no one in the McDonald’s Family was physi- people to give their very best. We empower them, conduct periodic, announced cally hurt. We also are grateful hold them accountable for their decisions and actions, and unannounced inspec- that we could make a small differ- pay them fairly and reward them for performance. tions of the facilities making ence by helping others at a time We are gratified to note that last year, McDonald’s products for McDonald’s. In of dire need. received the prestigious Best Employer Award in addition, we emphasize dia- Brazil. We also were recognized as one of the 100 logues, training and remediation. Although we will Best Employers for Working Mothers in the U.S. terminate suppliers when absolutely necessary, our and ranked third among America’s Best Companies objective is to help them to continuously improve.

RMHC was ranked as one of America’s 100 Best Charities by Worth magazine. 24 Directors and corporate officers Investor information and services As of February 1, 2002

Board of Directors Corporate Officers Account inquiries and Stock exchange listings Forward-looking statements Hall Adams, Jr. online transactions New York, Chicago, Certain forward-looking statements are included in this report. They use President–U.S. Central Division Transfer agent, registrar and Euronext Paris, German James Cantalupo such words as "may," "will," MCDirect Shares Administrator and Swiss "expect," "believe," "plan" and other Claire Babrowski Jack Greenberg EquiServe Trust similar terminology. These state- President–Asia/Pacific, Chairman Company, NA Trading symbol ments reflect management's current Middle East and Africa expectations regarding future events Enrique Hernandez, Jr. Attn: McDonald’s MCD and operating performance and Charles Bell Shareholder Services speak only as of March 12, 2002. Jeanne Jackson President–Europe P.O. Box 2591 These forward-looking statements Annual meeting involve a number of risks and uncer- Jersey City NJ 07303-2591 Donald Lubin James Cantalupo May 23, 2002 tainties. The following are some of the factors that could cause actual Walter Massey Vice Chairman, Emeritus www.equiserve.com 10:30 a.m. Central Time results to differ materially from those and President, Emeritus 1-800-Mc1-STCK The Lodge expressed in or underlying our Andrew McKenna McDonald’s Office Campus forward-looking statements: the Lynn Crump-Caine (1-800-621-7825) effectiveness of operating initiatives Michael Quinlan Executive Vice President from the U.S. and Canada Oak Brook IL 60523 and advertising and promotional Live webcast available on efforts, as well as changes in: global Terry Savage Henry Gonzalez, Jr. 1-201-222-4990 and local business and economic call collect from outside www.mcdonalds.com/ conditions; currency exchange and Roger Stone President–U.S. East Division the U.S. and Canada corporate/investor interest rates; food, labor and other Robert Thurston Jack Greenberg operating costs; political or eco- nomic instability in local markets; Chairman and 1-201-222-4489 Website Fred Turner TDD for the hearing impaired competition; consumer preferences, Chief Executive Officer www.mcdonalds.com spending patterns and demographic trends; legislation and governmental Gordon Gray Mats Lederhausen Other inquiries regulation; and accounting policies Senior Director Executive Vice President Sign up for future online and practices. The foregoing list of Customer-related delivery of summary important factors is not exclusive. Raymond Mines, Jr. 1-630-623-6198 Donald Keough annual reports, proxy The Company undertakes no obliga- Senior Director Executive Vice President Investor-related materials and annual tion to publicly update or revise any forward-looking statements, Matthew Paull 1-630-623-7428 financial information whether as a result of new informa- June Martino Executive Vice President, Stockbrokers www.econsent.com/mcd tion, future events or otherwise. 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Corporate Controller 1-630-623-0172 to obtain a copy via fax responsibility report The Summary Annual Report is David Pojman www.mcdonalds.com/ published once a year. Reproduction of photography, General Counsel and 2002 individual corporate/social illustration and/or text in whole Corporate Secretary investor fairs or in part without permission is Home office prohibited. Gloria Santona February 2 NAIC Fair, Atlanta GA McDonald’s Corporation Design: Robertz & Kobold Inc. Major Photography: Joe DeNatale March 9–10 McDonald’s Plaza Illustrations: Tatjana Krizmanic Rukeyser Investment Oak Brook IL 60523 Printing: George Rice & Sons Conference, Las Vegas NV Printed in the U.S.A. on recycled paper with 10% post-consumer October 12 content NAIC Fair, Phoenix AZ ©2002 McDonald’s Corporation McD 01-4173 McDonald’s Corporation

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