business manager's re-image workbook

8/2/2019 Business Manager's Re-Image Workbook

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ItrductiWelcome to your Re-Imaging workbook. The information inside this document has been designed to help you and yourmanagement team understand the important activities you will be responsible for completing pre, during and postRe-Image. The workbook will help you deliver an outstanding customer experience, guiding you through the entireRe-Imaging process.

A pre-works meeting will take place prior to your Re-Image. The meeting should be attended by the BusinessManager, Project Manager and the contractor associated with the project. The main purpose of the meeting is toallow the project team to take you through the process of the Re-Image in its entirety and to give you the opportunity

to ask any questions you may have. A schedule of works will be presented to you by the Project Manager, who will inturn make you aware of all potential closure/part-closure dates for your restaurant. We will endeavour to ensure theschedule of works is adhered to and completed within the agreed timescale wherever possible. We would howeverpoint out that due to circumstances beyond our control this may not always be possible, but we will keep you informedof any changes as and when necessary.

Your restaurant closure period provides you with an ideal opportunity to consider other outstanding plannedmaintenance works you may wish to complete eg building works to the kitchen/back up areas, or equipmentmaintenance. All such intended works must be authorised by your operations hierarchy rst and discussed with theProject Manager before any such works are organised. The appointed contractor will not in any way be responsiblefor any such works and at no time should be approached to complete them. The contractor will work under thesupervision of the Project Manager at all times.

All staff appointed by the contractor have been trained in specic McDonald’s health and safety procedures andhave been briefed on how to conduct themselves within our restaurants. All Shift Managers should be aware of the“Contractors’ Safety Guide” contained in the Health & Safety Manual and available on the Intranet.

Throughout your restaurant Re-Image there may be occasions when you or a member of your team will need to aska question or raise a concern due to the nature of the works being carried out. This may involve a Health & Safety orFood Safety issue or a query relating the schedule of works. In such circumstances, follow the communicationescalation route detailed below.

Cmmuicti Escti Rute

Issue with Re-Image Contact yourSite Manager

Contact your

Project Manager

Inform your Consultant orFranchisee

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Hw t Use the WrbThe upcoming Re-Image of your restaurant is a great opportunity for you to showcase all that is good aboutMcDonald’s. It will allow you to review and update many of your current operating systems, which will ensure that allyour customers receive enhanced levels of Quality, Service, Cleanliness and Value.

The purpose of this workbook is to:

• To ensure only the highest standards are maintained operationally and that all legal and safety proceduresare adhered to

• To establish a structured step-by-step approach to your Re-Image throughout your project completion• To help communicate effectively to our crew, management teams and customers at all times• To ensure you have a complete understanding of what your role is and what resources are available to you• To provide the tools and resources you need pre, during and post Re-Image to ensure a smooth operation at

all times

This workbook is divided into 3 sections:

• Pre Re-Imge

• Durig Re-Imge

• Pst Re-Imge

Each week has a diary page that details key tasks to complete during that week. Each task has detailed information onhow best to tackle the task and the resources you have available to you to successfully complete the task. Throughout the process, it is important that you communicate progress with everybody in your restaurant, along withrelevant information to your customers. With that in mind it is recommended that you use MAP days and weeklyManagers’ meetings to update and involve your team.

You should now be in a position to approach your upcoming Re-Image with the condence and tools to ensure a smoothprogramme of events, leading to a successful re-open delivering outstanding levels of QSC&V in a fresh new environment.

Ctcts

Cmmuictis

Communications Consultancy Desk 020 8271 4421

Cstructi (Please fll in the details o your Project Manager in the space below)

Ifrmti Techg

Odema 0870 428 0876

John Gurudas Restaurant Support Analyst 07725 445 358

Hum Resurces

Helpline 0844 736 3610

Hgiee d Sfet

Ofce hours Call your Hygiene & Saety Advisor or 020 8700 7574

Out o hours 0870 241 3300

Mretig

Marketing Helpline 020 8700 7859

Resturt Serices

Kieren Mitchell Service Assistant 020 8700 7669

Securit

Robbie Hawes Security Support Service Manager 020 8700 7621



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8 Weeks

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SIGN ON COMPLETION: REVIEWED BY BM:

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Review the Marketing Guide sent to your restaurant

mcOpCo Resturts Oly:Review the Marketing Guide that you have been sent in the post. This guide details all the key marketing points andshowcases the standard package that all McOpCo restaurants will receive automatically. All marketing tactics arestore chargeable and you should allow for the cost of this kit on the promo line of yourP&L (costs are included in your Marketing Guide).

Frchsed Resturts Oly:You will receive the Marketing Guide in the post; you should review this and discuss thetactics with your Franchisee (who will have also received a copy of the Marketing Guide).Once you have decided which tactics are most suitable for your restaurant, you or yourFranchisee should email your order direct to the Marketing Helpdesk.

You can decide to have alternative tactics if you feel they would be more appropriate for your customers and a memberof the Marketing team would be happy to advise you.

If you have any questions please contact the Marketing Helpline on 020 8700 7859.

It may be useful speaking to nearby restaurants that have recently experienced aRe-Image in order to review the effectiveness of tactics that they implemented.

Additional things to consider:

Do you have any existing outdoor signage for your restaurant? For example:

• BT phone kiosks• Directional bus shelters (6 sheet on the side of a bus shelter or wall)• Signs at the entrance to your Retail Park• Flags or drop banners on the front of your restaurant or within your car park

If so, please notify the Marketing Helpline and we can ensure that they will be updated in line with your forthcomingRe-Image.

Would you benet from either a directional BT phone kiosk or local bus shelter sign to promote your upcomingchanges. If so, please contact the Marketing Helpline on 020 8700 7859.

Note: Please allow as much time as possible when booking sites, as availability can be limited.

DEvEloPMEnT

Agree any additional M&R/equipment works you wish to complete with your Consultant or Franchisee andcommunicate these works to the Project Manager

The closure/part closure of your restaurant, may provide you with an ideal opportunity to review any outstanding M&Rworks you need to complete. In such cases, you must consult with your operations hierarchy in the rst instance andagree the scope of works to be undertaken. The Project Manager assigned to your Re-Image, must be informed of theseworks as soon as possible and will discuss your plans with you.

Under no circumstances should the contractor completing your Re-Image be asked to undertake additional M&R worksoutside of the Re-Imaging programme.

Discuss any potential Capex or Planned Maintenance works with your Operations Hierarchy. Your Operations Hierarchywill liaise with Restaurant Services.

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Keep the staff up-to-date with when their schedule will be available to view in McTime and ensure you continue toremind your staff to view their schedules online, particularly during the Re-Image.

Remember, you can send text messages to individuals, teams or the whole restaurant –a simple and inexpensive way to communicate effectively. Again it is important that you utiliseall the tools at your disposal in order to keep staff up-to-date with all developments.

notce BordsEnsure that you advertise the planned Re-Image on the notice boards. This can include postersinviting employees to Crew and Managers’ meetings.

meetsWe suggest you hold a Managers’ meeting to openly discuss the plans, and the importance of the communication andteamwork that will be required over the next few weeks. You can use this opportunity to delegate responsibilities to the

Managers, such as collating new posters, etc.

It would be a good idea to plan a Crew meeting, which should be advertised as soon as possible, allowing all staff toattend. The meeting should be scheduled for 4 weeks prior to the Re-Image. This potentially may result in furtherone-to-one consultations after the meeting.

It is imperative that you discuss scheduling during the Re-Image and look to review any available courses, holidaysand possible transfers during partial closures, if applicable.

Complete a Training Audit and Action Plan.As a starting point, you should complete a full Training Audit now to gauge your current position. The key points tocover on this audit are to:

• Ensure all Crew and Management les are checked• Check that all current training materials are available – yers, SOCs and stars• Review all CDP systems and communication• Produce a SMART Action Plan with timelines set through to the end of your Re-Image (a Training Action Plan

template can be found in the Appendices)

‘Training audit completion guidelines can be found on the Intranet in Training and Development>CDP>CDP Managers’Guide>Assessment Completion Guidelines’.

oPERaTIonS

Review the ROIP Action Plan with the aim of completing tasks prior to re-openNow is a great opportunity to review your ROIP action plan to ensure that all actions have been implemented and

objectives achieved according to the timelines agreed.Contact Restaurant Services informing them of closure/part closure datesEmail the Restaurant Services Helpdesk with the closure/part closure dates.

PEoPlE

Communicate the planned Re-Image to all staffThis will ensure that all staff are aware of what is going to happen over the coming weeks. It will also allow you to letstaff email/speak with the BM with any questions/concerns they have well in advance of the closure of the restaurant.

It may sound obvious that you need to communicate the Re-Image to your staff, however this is fundamental to the successand smooth running of the process. There are different channels that you can use to communicate to your staff, such asMcTime, notice boards and meetings.

The Re-Imaging will affect the general running of the restaurant and therefore will have a knock-on effect for yoursales, scheduling and in turn your employees. In order to minimise confusion and disruption for your staff and tocreate enthusiasm about the changes, keeping your staff informed at all times is crucial.

mcTeThere may be the need to make short-term schedule changes and you should therefore have your McTime contactinformation up-to-date. This is an easy, quick and inexpensive way of communicating to your staff on a regular basis. Youcan email them directly, post updates on the Restaurant Page or write articles for the forum. A ready made Re-Imagecommunication is included in your workbook, and taking actual photographs and attaching to regular updates willallow the staff to become familiar with the transformation of the restaurant.




MaRkETInG

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Franchised restaurants only: You should consider the tactics most appropriate for your restaurant andcontact the Marketing Helpline (020 8700 7859) to place your order

Discuss the appropriate tactics and costs with your Franchisee and choose the ones you wish to proceed with. Onceyou have decided which tactics are most suitable for your restaurant you should email your order directly to theMarketing Helpdesk.

If you have any questions please contact the Marketing Helpline on 0208 700 7859.

CoMMUnICaTIonS

Plan your external communication activity

Your Re-Image will give your restaurant a fresh, bold new look – signifying the broader changes at McDonald’s. Youcan choose to communicate this message to your local community through the media.

Because your Re-Image is essentially commercial news, it is not always possible (indeed, sometimes unlikely) that youwill be able to secure comprehensive, free editorial coverage of your Re-Image.

You should consider the following options:

(a) Paid-for commercial coverage to provide exciting, vibrant communication of the changes at McDonald’s – this

option is highly recommended and has a proven track-record of success across a number of Franchisees. (b) In some cases we can make use of your existing media relationships and place more general, non-commercial

stories about your restaurant on a small local scale. This option is particularly suited to Brand Ambassadors(selected Franchisees) or those with strong existing media relationships.

To discuss these options, please speak to the Communications Consultancy Desk 020 8271 4421 or emailCommunications Consultancy Desk ([email protected]

PEoPlE

Check CDP material in stock and order more if necessary

No doubt since deployment of the CDP, some of your training materials will have become out of date, or will have beenmisplaced or damaged – this is a great time to review your stocks of:

• Flyers• SOCs• Station guides• Badges and stars• Unit workbooks and tests• CDP poster

You can nd the most up-to-date training materials on the Intranet under Training & Development. New hard copies of CDPmaterials can be ordered on the Intranet on PROMPT.

Complete Managers’ Schedule for the next 5 weeks

Completing this now will mean that you will not need to worry about this time-consuming project during the Re-Image.

Please ensure that you consider the following points prior to completing the schedule:

• Changes to operating hours• Completion of sales projections• Additional training/supervision requirements



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Review Stafng For Growth (SFG) and hiring needs for the restaurant, incorporating the use of the OnlineRecruitment System

Your projected sales increases for post Re-Image may require an increase in staff numbers.

The Stafng For Growth calculator should be completed in advance to project the number of new staff required. Usingthe next month’s sales comp adjustment will increase your required stafng numbers. The breakdown of the Day PartAnalysis will allow you to identify specic shift requirements for that month.

Future planning can be adjusted for the remainder of the year and depending on the seasonal implications on yourRe-Image, you may need to incorporate a 3-month recruitment plan.

Now that you are aware of your hiring needs, take this time to update the Online Recruitment System (ORS). Theinformation gained from SFG allows detailed recruitment needs and the ORS allows for accuracy in posting vacancies.Remember – the more specic your vacancies and/or shifts are the better matched your candidates will be.

Best bets:• Order recruitment materials and advertise prominently• Post requisitions in advance• Pre-schedule interview/OJE times• Work ow administration regularly

• Welcome Meetings may need to be organised at a different location depending on facilities• Order uniform• Schedule for training requirements of new staff – buddies, unit classes, etc

For further assistance on ORS please refer to the Training Video section on your ISP.

Remember, this is their rst introduction to the Company and the importance of quality hiring and initial training is nomore relevant than now. A comprehensive Training Plan should be in place for the new hires, as they should embodythe enthusiasm towards the Company’s core values, as well as exemplify the Re-Image of McDonald’s.



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6 Wees T GoPERaTIonS

Review ROIP resource materials and order new materials if required

Time now to ensure that your restaurant is fully equipped with all the correct ROIP resource materials for yourre-open. Check that you have the following materials:

• 4 ROIP toolkit les – 1 primary system binder, 2 support system binders and 1 management system binderThis toolkit provides you with the tools and resources to assist with action planning and implementing

improvement within your restaurant (Corporate Training Department)• The QSC workbook for reference (National Operations Department)• A copy of the current System Maps for display (Intranet)

PEoPlE

Update crew availability and ensure all crew email addresses are entered onto CaMS

Double-check that all staff have the correct availability in the system, so if they do transfer to another restaurantduring the Re-Image, their information is correct.

You also need to ensure email addresses are correct, as this will be the easiest and least time-consuming way tocommunicate with your staff during the Re-Image.

• Crew availability is updated in the Maintenance section of CaMS – Employee > Select Crew Member >Edit Details > Maintain Availability > Save

• Crew email addresses can be added/amended in the same way – Maintenance > Employee >Select Crew Member > Edit Details > Maintain Extra Details > Save

Brief your Managers on key messages for Crew

Your Managers need to act as role models for your Re-Imaged restaurant; signifying change and the perfectspringboard from which to deliver excellent QSC every time.

Hold a management meeting to discuss the key messages that Crew need to understand. You should follow the

structured management meeting agenda as set out by ROIP:

Intranet > ROIP > Management Systems > Internal Communications > Resources > Management MeetingChecklist Agenda

As you prepare your meeting agenda, consider the following Re-Image specic agenda items:

• Potential reduced availability of shifts for hourly-paid staff throughout the Re-Image and how this will bemanaged fairly

• Your expectations of Crew and Managers in your new look restaurant• An overview of the changes at your restaurant – stick to a couple of really key messages, and encourage

them to talk to customers and tell them about the modern services available at your restaurant such as:- McDonald’s offers free Wi-Fi internet access- Our coffee and tea is Rainforest Alliance certied, and comes with organic British milk- Our beef is from the UK and Ireland

• Appearance and uniform guidelines• All relevant Hygiene and Safety considerations



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What you need to do

Audit your impact on the local environmentThere’s a simple test to nd out whether or not you are protecting

your local environment: would you want to be your restaurant’sneighbour? Conduct an audit and create an Action Plan. If you dothis, you’ll be playing your part in transforming what the public thinkof McDonald’s: a big result by simply doing the little things thatmatter to your community.

Review your relationships with local decision-makersWe don’t expect every Business Manager to know every inuentialmember of their local community. But if you don’t know any, andyou’re not beneting from good links with the people who count inyour community, then you risk facing problems with licensing, localopposition and a more negative media climate. Go through the chart

at Appendix COMMS1 and identify the top three decision-makers youare going to invite into your new look restaurant for a coffee.

Football ActivationThe focus of your community support should be Football Coaching.An effective Football Activation Manual (FAM) supports this activityboth locally and through national programmes, so every pound youinvest in it will really count. Review the FAM and select localchartered clubs or coaches to support.

Our environment, our communityCombining the prole of a community clean-up event with the fresh

new look of your restaurant is an effective way of helping to putsomething back into the community – and you can enter your effortsinto our national annual competition.

RMHCOur charitable focus is RMHC, which as you know, supports familieswith children in hospital. Why not ask a junior member of yourcurrent or future management team to lead an RMHC fundraisingevent as part of their development?

Completed Where to nd the resources

Intranet > Environment

and Community EnvironmentAudit (You no longer need apaper Environment le)

See Appendices

Intranet > Environment andCommunity > Football >Football Activation Manual

Intranet > Environment

and Community > Ourenvironment, our community> Manager’s Guide

Intranet > Environmentand Community > RMHC> Fundraising Guide

Community relations reviewTo assist you in reviewing your community relations, follow the ve areas of focus from this table.




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5 Wees T GCoMMUnICaTIonS

Sign off your external communication plans

Check that you are happy with any plans agreed at 7 weeks to go, or ensure that you understand why media coverageis not possible/advisable for your Re-Image.

Plan a family and friends internal launch party

One effective way of communicating the changes at McDonald’s is by inviting your team’s friends and family to yournew-look restaurant, so that they can see the changes for themselves.

This is an effective tactic, because it shows people the story of our changes in a way that they can understand and itprovides physical proof. You may want to delegate this step to another member of your management team as adevelopment goal.

The ideal event will provide a chance to see the new restaurant, taste our quality menu and see behind the scenes,getting people talking about your restaurant and showing how valued your staff are.

For advice about running this type of event please speak to your Franchisee or Consultant.

PEoPlEPlan Crew Trainer completion of the dining area sections of the SLP

Another great opportunity to enhance the customer experience when you re-open your restaurant is by having yourCrew Trainer team complete the dining area sections of the SLP, which is available on the Intranet:

• Training and Development > Service Leadership Programme > Module 2 – Keep it Real

Review Training Audit Action Plan

It has now been a few weeks since you completed your Training Audit and you should review your progress with yourAction Plan and update it if necessary. Although you may be preparing for activities during the coming weeks and the

Re-Image itself, do not forget about your day-to-day training on the oor and ensure you keep on top of your SOCcompletion and other training systems.

Consider staff requiring unit tests and plan to hold classes during the Re-Image

If not already in place, set up a system for regular unit test completion. Devise a list of crew who currently need tocomplete unit tests, ensure they have copies of the unit workbooks, then schedule them to complete their tests for therst week of the Re-Image. Consider those who are nearing their 8/12 month service period and also those who areclose to being fully trained with SOCs on one or more units.

• Prioritise the Crew who should be fully trained, but have yet to complete unit tests• Then look at Crew who are nearing their 8/12 month service period and also those who are close to being

fully trained with SOCs on one or more units• Hand out the workbooks now for completion over the next 5 weeks• Schedule tests in during the rst week of the Re-Image

DEvEloPMEnT

Communicate Re-Image open/closure/part closure/re-opening dates with all main suppliersEg - Keystone, Veolia, Waste Care, PHS, Ecolab

Please review the schedule of works for your Re-Image taking into account the closure/part closure dates of yourRe-Image. During normal business operations, you would normally have service companies attending your restaurantto carry out various service agreements and suppliers making deliveries.

Please review all service agreements and delivery requirements and ensure you cancel service/delivery requirementswhere appropriate, or re-arrange visits/deliveries for a more suitable time. Please review all delivery/service visits with your Site Manager and agree all delivery/service visits are suitable.




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TaSk: Discuss pest preeti rrgemets durig Re-Imge with Site MgerWHO:RESOURCES:COMPLETION DATE:NOTES:


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4 Wees T G

PEoPlE

Organise a training day with your Consultant for COD and presenter booth enhancement training

Select six key members of your Drive-thru team and management team. Speak to your consultant who will arrangeyour COD training. Please reference the National Operations Intranet site for the COD training materials.

• You should ensure that you select already trained experts for this training

• Arrange this training during the Re-Image process• Ensure you brief the selected team on the objectives of this training – they will be key players and

coordinators when you re-open the restaurant with COD

DEvEloPMEnT

Conrm pre-start meeting with your Consultant/Franchisee and Project Manager

Your pre-start meeting will provide your Project Manager with the opportunity to discuss your Re-Image schedule ofworks with you. The Re-Imaging of your restaurant in most cases, will take place over a two to three week period andit is vitally important you understand what will happen during this time. This meeting also provides you with a greatopportunity to ask any questions you or your management team may have, ensuring you have a clear understanding ofthe entire Re-Imaging process.

Discuss Drive-thru arrangements and ensure relevant signage is ordered

During closure of the dining area when operating Drive-thru only, a decision will need to be made regarding whetherservice will be for vehicles only or pedestrians only. We cannot mix customers on foot and in vehicles. Review salespatterns with Consultant/Franchisee and order appropriate notices and bollards from Marketing/Keystone.

HyGIEnE & SaFETy

Discuss pest prevention arrangements during Re-Image with Site Manager

Please discuss with your Project Manager and your Pest Prevention Contractor any opportunities that the Re-Image

offers regarding pest proong. Especially consider proong and maintenance works that could take place during anyperiod of closure, when access to all areas of the restaurant will be fully achievable NB: do not forget areas such aswall, ceiling and oor voids. Refer to the restaurant’s pest prevention folder to review any outstanding issues.

Please consider if continued visits by your Pest Prevention Contractor will still be required during the period of theRe-Image. This should be discussed and agreed with your Project Manager. For further guidance please speak withyour Hygiene and Safety Advisor.




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3 Wees T GPEoPlE

Complete a full restaurant Training Needs Analysis

Another great opportunity for you to ensure that you have sufcient staff trained in the relevant areas to operate afully-productive restaurant. See Intranet for worksheet. ROIP>Support Systems.

Some key areas to consider are:• Crew Trainer numbers

• Cleanliness training in specic areas – new decor, eg leather/vinyl/laminates• Filtering• Milkshake/sundae machine training• Delivery• DPSC completion• Any relevant additional training

oPERaTIonS

Plan your record-breaking opportunities (please refer to Appendices for templates).

This is the ideal time to aim for record-beating performance. Pinpoint suitable days/times to aim to beat theserecords and reward peak performing staff with competitions and prizes. Don’t forget QS&C – sales are only valuablewhen the customer has the best dining experience, by far, and comes back time and time again!

Set targets for each daypart, encouraging comparisons between shifts and a sense of healthy competition. You maywant to speak to your Consultant or Franchisee to identify key areas of focus.

Ensure sales projections are entered onto RDS for the 3 week Re-Image period

Conrm initial projections are still relevant and correct as sales trends may have changed.

Points to consider:• Close periods – Drive-thru/instore or both• Impact on Drive-thru if the instore is closed and vice versa• Rolling impact from weeks 1 to 3 of the Re-Image• Remember that sales projections will copy from RDS to CaMS, but not from Cams to RDS

Complete a full review of the PMC, cleaning schedule, nightly equipment close plan and re up/down schedules

Check with your overnight team that the equipment schedules and plans are working effectively, and update if required.

• Are the scheduled task times still relevant to business needs?• Are there any operational issues with each task?• Are the resources available to complete the task – training, equipment and time?

Review all restaurant shift and handover checklists for accuracy and customise to include any Re-Image changes

Check how well the checklists work and update if required – remember to speak to all Shift Managers to ensure aconsensus of opinion.

Shift changeover times:• Breakfast to main menu• Day shift to night shift• Night shift to overnight shift – if applicable• Overnight shift to breakfast – if applicable

SECURITy

Contact Security ‘Go To’ Person to inform them of the works

This will enable the Security Manager to review the plans and assess if existing CCTV camera positions need to bechanged and if more cameras are required due to sight-lines being obscured by new features.




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CoMMUnICaTIonS

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oPERaTIonS

TaSk: Reiew resturt csure p



DEvEloPMEnT

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imaging

2 Weeks

To Go

SECURITy

TaSk: Ifrm Csh i Trsit Cmp (CIT) f csure s tht the c rrge cecti prir t csureWHO:RESOURCES:COMPLETION DATE:

NOTES:




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2 Wees T GMaRkETInG

Receive your pre-promotional POP kit containing posters/yers and begin distributionYour pre-promotional POP contains the following and should be used two weeks prior to your start on site date.

• Two single sided posters, which should be displayed near your frontcounter and within your dining area ideally within your notice board

• 5000 single sided yers, which should be distributed by your dining areateam to inform existing customers of the forthcoming disruption

These are a great tool for your Hospitality team to engage with customers within therestaurant and start talking about the changes.

DEvEloPMEnT

Review the delivery schedule with the construction schedule of works and conrm that the delivery times agreewith the works to be completedWhilst your Re-Image is taking place, your restaurant may still be operating. For this reason, you will still be required to acceptdeliveries. It is therefore very important for you to review the delivery schedule with the schedule of works for your Re-Image.Please speak to your Project Manager who will conrm the nature of works being carried out when your deliveries arescheduled to arrive. In some cases, you may have to consider revising your delivery schedule during this period.

CoMMUnICaTIonS

Review your 6 Weeks To Go Community Relations Action PlanAt 6 Weeks To Go you reviewed the steps you take to play a part in your local community. Check your progress against thesetasks:

Audit your impact on the local environment- Did you create an Action Plan and address any issues with litter, noise etc?

Review your relationships with local decision-makers- Do you have a top three list of decision-makers to invite to your restaurant for a coffee, once it is Re-Imaged?

Football Activation

- Have you identied any football opportunities?Our environment, our community

- Are you organising a community litter pick event?

RMHC- Is your fundraising on track? Where is your restaurant ranked?

Intranet > Environment and Community > Environment Audit

oPERaTIonS

Review kitchen area ‘be well served’ principles and de-clutterUsing the ‘be well served’ guide review the kitchen area and look for opportunities. Pay specic attention for stocking 24-2 andlabel areas accordingly. Look to remove all excess packaging and equipment.

• Be well served guidance and materials are available on the Intranet – Operations Support > Be Well Served

Review restaurant closure planPlease review with management team and Site Manager information under the Section “Last Day Before Closure” which startson Page 25. It is extremely important that everyone is fully prepared for the actions to be taken to ensure a smooth closure.

SECURITy

Inform Cash in Transit Company (CIT) of closure so that they can arrange collection prior to closureMcOpCo Business Managers must email ‘Banking Helpdesk UK’, copying the Security Department, and Franchisees mustcontact their Cash In Transit provider, to notify them that the restaurant will be closed together with the dates of the closure.

They will arrange for Loomis to collect the takings from the store the day before the store closure. Any scheduled Loomisservices during the period of closure will be cancelled.

Please note that the contents of the deposit safe will not be insured if there is more than one day of takings in the deposit safeduring the closure period.

Rememberu ger eed

pper Eirmet e



1 Wee T G Week Beginning:

MaRkETInG

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PEoPlE

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DEvEloPMEnT

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oPERaTIonS

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PEoPlE

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1 Wee T GMaRkETInG

Instore restaurants only: Review your closing hoarding with your contractor and ensure it displays thecorrect information

In preparation for your restaurant closing you should discuss with your Site Manager the hoarding which they will poston the outside of your restaurant. You should check the following information:

• When and where is it being delivered?

• What local restaurants will the hoarding be directing customers to?• Are they the appropriate restaurants and are the details correct?

Top Tip!All your external signage will be removed and therefore you will look like you areclosed permanently. Ensure you don’t miss any customers by having the hoardingdelivered ahead of time for your attention, then you can check you are happy withthe details and ensure it goes up promptly.

Instore restaurants only: Review your generic merchandising using the 10-minutechecklist and order any new elements required, direct fromLinneys on 0870 240 3034.

Full size version in the Appendices.

PEoPlE

Conduct a Managers’ meeting with all Shift Managers and present the schedule of works

Complete Crew schedules for the 3 week Re-Image period

Complete this now and then you don’t need to worry about this during the reopening of the restaurant, and you willhave all Managers available to work the oor. Remember:

• Accurate sales projections• Operating restrictions/congurations – Drive-thru/instore or both• Crew availability• Additional scheduled tasks – unit tests, Crew Trainer SLP completion, COD training, etc• Ensure schedule is approved by your Consultant or Franchisee

DEvEloPMEnT

Organise the re–setting of your trend panel if lighting is needed for overnight works

Trend Panel guidelines are available on the Intranet under Environment and Security>Environment.

oPERaTIonS

Review cleaning schedule

Review your cleaning schedule, taking into account the new restaurant layout and any new materials as a result of theplanned Re-Image.



3 Ds T G Week Beginning:

MaRkETInG

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PEoPlE

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CoMMUnICaTIonS

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DEvEloPMEnT

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3 Ds T GMaRkETInG

Drive-thru restaurants only: Receive your Re-Imaging POP kit delivered from Linneys. Check it off againstthe email conrmation you receive from LinneysIn preparation for your upcoming Re-Image you will shortly receive a Drive-thru Re-Imaging POP kit. This kit containsall the elements you will need to merchandise your newly completed restaurant.

The kit contains:1. A tube to store all existing Drive-thru POP to enable you to reuse it in your new hardware. All POP and

additional translites are store chargeable2. Two posters to put into your temporary Drive-thru signage. This is for when your old Drive-thru stacks have

been removed to allow for ground works to be completed. One poster details your prices and the otheradvertises the current promotion, these are required to ensure you conform to trading standards law. Thetwo frames to put these in will be supplied by your contractor automatically

3. All the POP you need to merchandise your new restaurant, including additional translites for your newDrive-thru stack conguration, new window posters and additional generic merchandising. Linneys willemail you with a full breakdown of each element and all costs. This kit is based on your current restaurantprole and only contains the elements you will need to merchandise all your new hardware

4. A ‘Come and See the Changes’ Drive-thru banner which promotes your Re-Image and should only be usedonce all works are complete

Please review the kit upon arrival and store it safely until the individual elements are required. Westrongly advise that you keep all elements of your kit until your restaurant is complete; at this timeif you have items that you feel you do not require please contact Linneys on 0870 240 3034 and theywill arrange for a collection and credit. Full size version in Appendices.

Top Tip!Ensure you do not throw away any POP during your Re-Image, as you will need it when yourrestaurant is complete. All elements are store chargeable and costs can be quite considerable ifyou need to purchase a number of elements.

Drive-thru restaurants only: Ensure your contractor has all elements of your during works POP kit. Your contractorsupplies all elements automatically Your contractor has been supplied with a ‘during works’ POP kit along with guidelines of how and where these

elements should be used. You should review this with your contractor to ensure that they have all the elements theyrequire and have familiarised themselves with the guidelines. For guidelines see Appendices.

No action is required by you at this stage other than contractor follow up.

PEoPlE

Review restaurant ‘People Positioning’ chartsThis will be a good time to review the People Positioning guides if there are to be any changes to the restaurant layout(eg if COD is installed).

CoMMUnICaTIonS

Implement your new environmental planTwo weeks ago you reviewed all of your community actions. With only days to go before your Re-Image, you shouldfocus only on your environmental protection steps. Ensure you are tackling litter, noise and other environmentalissues, and that your Action Plan is working. You can download a further environmental audit from the Intranet:Intranet > Environment and Community > Environment Audit

Remember, you no longer need a paper Environment le.

DEvEloPMEnT

Organise a front door key for the Site Manager and provide a contact list in case of emergencyThe contractor’s Site Manager may require a key to the restaurant allowing them to work overnight or enter the buildingat an earlier time of day, prior to the restaurant opening. This will be discussed with you as and when necessary.

Prepare a restaurant contact list for your contractor in case of emergency



lst D Befre Csure Week Beginning:

IS

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COMPLETION DATE:

NOTES:


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oPERaTIonS

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IS

Managing RDS4W and your Till System

When the restaurant is to be fully closedUnder these circumstances, there is a simple procedure to be performed when closing the restaurant from the lasttrading day. If this is not followed, then there will be complications when re-opening the restaurant and the last day’ssales could be lost. The procedure is simply two steps:

• Ensure that the two closing steps in RDS4W are completed fully. Close POS and close PC. If there are issueswith the nal close then work through them with the iTSC helpdesk. DO NOT leave the system without these

steps complete• Once these two closes are complete, do nothing else and leave the open PC and open POS until nearer the

time of the restaurant re-opening

The restaurant can then be handed over to the construction teams the following day and if tills are removed, there willbe no risk of lost sales or product mix information as this was collected during the completion of the close.

When the restaurant is to be partially open Where the restaurant is to partially trade during the Re-Image and trading from a reduced number of tills or Drive-thruonly, the Managers’ Procedures for RDS4W remain the same as before, with the system closed and opened on eachbusiness day. An Odema engineer will visit the restaurant when contacted by the construction Site Manager to removeunnecessary tills and ensure the operation of printers etc is not impacted by the removal of these tills.

MaRkETInG

Instore OnlyEnsure your hoarding has been correctly positioned and is displaying the correct information.You should follow up on the closing day that the hoarding has been positioned on the front of the restaurant, andis clear and correct. Any queries relating to your restaurant hoarding should be directed to your contractor and/orProject Manager.

Remove and store any merchandising from within the dining area, for example your Ronald Merchandiser, leaetsand RMHC money-spinnerPrior to the contractors starting on site you should review all portable elements within your dining area and on yourfront counter and ensure that they are stored safely for use post Re-Imaging.

Things to consider:• Remove your Keeko colouring board from the wall and if in a good state of repair store for later use. If you

have an old style yellow board consider updating to the new green boards. The new boards can be ordereddirect from Keeko at a cost of £125.00 on 0151 342 0088 or email [email protected]

• Reposition your RMHC money-spinner and counter top boxes away from the contractors. If you have oldRMHC counter top boxes you can order new ones direct from Keystone. If your money-spinner needs aface-lift you can order replacement parts direct from RMHC. See the Intranet for details

• If you have a free-standing or wall-mounted Ronald Merchandiser ensure that it is moved for later use orpossible reallocation to a nearby restaurant, if no longer required

• Remove and store the leaets from your ‘Did You Know’ board

NOTE: You should bear in mind that what looks acceptable now may look shabby when you put it back inyour new look restaurant.

Drive-thru onlyEnsure your ‘during works’ materials communicating your current changes are correctly positionedas per the guidelines. Your contractor supplies all elements automatically (see Appendix for details)Ensure that all elements have been correctly positioned around your restaurant, showing theappropriate message informing customers of which part of the restaurant is open. As your Re-Imageprogresses and moves inside you should continue to review all elements to ensure you are correctly communicating toyour customers at all times.

The only elements that the contractor does not supply are your temporary Drive-thru posters. These are requiredwhen your Drive-thru stacks are removed to prepare for the groundworks of your new signage. These two posters are

supplied automatically to you in your Re-Imaging POP kit from Linneys. One poster displays your prices and the othercommunicates the current national promotion. These are positioned in the hardware that your contractor will supply.

lst D Befre Csure



imaging

Costs based on your current restaurant type Approximate cost (£’s)Series 2000 2 stack rotating £291.50Series 2000 2 stack static £448.00Series 2000 3 stack rotating £212.80

Series 2000 3 stack static £389.20McDrive £506.80

You must clearly display your prices at all times prior to the point of order in your Drive-thru lane.This is a trading standards requirement.

Do not throw away any elements of POP particularly your Drive-thru translites/price menu board and banners. Storethem in the tube providedYou have been supplied with a tube in your Re-Imaging POP kit to store all your Drive-thru translites; price menuboards, breakfast, main menu, promotional and, if applicable, late night menu. You should take out the translites fromyour stacks as they are being removed. You should also take down and store your banners if they are within framesthat are being removed.

All POP, including the Re-Imaging POP kit you have already been sent, is store chargeable. We have only sent you theelements we know you require. You will not receive a complete new set and will need your current translites.

You should allow for your Re-Imaging POP costs on your P&L and will nd your charge on the email that Linneys havesent you conrming the contents of your kit. See table below for an indication of costs.

Any additional replacement translites needed should be ordered through the Linneys helpline (0870 240 3034) and willincur a further charge.

oPERaTIonS

If the restaurant is to undergo a full closure at anytime, please ensure the following:• On the Open the Business Manager speaks with the Site Manager to agree the schedule of works for that day, so both

parties are fully aware of the actions to be taken

• The Business Manager and Site Manager should agree the arrangements for employee access to and from the restaurant,during the closure. This should include usual activities as well as emergency situations, eg escape routes during are. Both parties should agree which areas of the restaurant can be used by McDonald’s employees, and which areasMcDonald’s employees are not allowed into

• Remove all food, food packaging, other paper stocks and small equipment away from any area that will become a

designated construction area, or any area that will be affected by construction works eg contamination from dust or debris

• If items or equipment can not be moved they must be securely covered with appropriate material. Please speak with yourSite Manager to arrange. It is a priority to avoid physical contamination of food as a consequence of your Re-Image, so thecontrol of all food, food packing and equipment must be very carefully managed

• Remove all oil from all vats, and cover all empty vats with vat covers NB: oil should be handled and dropped in line withcurrent McDonald’s procedural guidance

• As part of your Close procedures all portable electrical equipment should be switched off and, where possible and safe todo so, unplugged. Please conrm with the Site Manager if any other equipment should also be switched off and unplugged

• A Dust-proof hoarding will be installed by the Re-Image Team either on the

Close of the day of closure or the morning of the following day. The hoardingshould create a completely dust-proof seal between the any designatedconstruction areas and any areas of the restaurant used for the storage andpreparation of food. This must be checked, tested and agreed between therestaurant and Site Manager befre any construction works can commence

26



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Operating your restaurant during a partial closure requires very close management and it is thereforenot advisable for the more senior managers of the restaurant to take holidays at this time.

The following tasks should take place during your Re-Image, whether the restaurant is closed or not.

PEoPlE

Review sales patterns and stafng levels

During the period of Drive-thru lane closure, review your instore sales patterns and adjust your Crew numbers andpositioning guide accordingly.

Complete the Managers’ schedule for the next 5 weeksCompleting this key task now should allow you to dedicate some quality time to scheduling effective managementcover for the restaurant re-open and the important post Re-Image period. It will be vital that shifts are the best thatthey can be to facilitate the delivery of that enhanced customer experience that your Re-Image is aimed at.

Ensure sales projections are entered onto RDS for the 4 weeks post Re-ImageThese sales projections should be based on data generated from other restaurants that have already Re-Imaged andmust be agreed with your Franchisee or Consultant.

Review the front counter and Drive-thru ‘be well served’ principlesUsing the ‘be well served’ guide, review the front counter and booths and look for opportunities. Pay specic attentionfor stocking 24/2 and label areas accordingly. Look to remove all excess packaging and equipment. Be Well Servedguidelines are available on the Intranet under Operations Support>Be Well Served.

Complete the rst 2-week post Re-Image Crew schedulesAs with your post Re-Image Managers’ schedule, it is vital that your Crew are scheduled as ‘aces in places’ to ensurethat an enhanced customer experience is being delivered.

Complete a review of Drive-thru people positioningWith the changes made to the Drive-thru lane and the introduction of COD, now is great time to review and agree yourCrew numbers and Drive-thru People Positioning plan using the tools introduced through the SIDT Master Class.

Text all Crew via McTime to ensure that they check their schedule for next weekThis can be done from McTime to provide your Crew with a reminder of their shifts during the critical re-opening week.

Agree Drive-thru targets for rst 4 weeks after re-openFocus on order taking time, TTL and LT2 on the PC POS report – ensure that the targets you set will stretch the team,but are also realistic and achievable. These targets must be discussed and agreed with your Consultant or Franchisee.

IS

Managing RDS4W and your Till SystemIf any issues arise with the systems during the Re-Image process, contact the iTSC helpdesk who will investigate andresolve, or escalate to Head Ofce.

Any queries about the removal or replacement of the tills should be directed to the Site Manager in the rst instanceas they make the request of Odema. Any issues with the works carried out to remove or replace the tills should bedirected to Odema directly in the rst instance and then escalated to John Gurudas if the resolution is not satisfactory.

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Durig Re-Imgig

The following pages detail the development, operational, safety and security issues to be considered during arestaurant Re-Image.

oPERaTIonS

During Construction Works

At your initial pre-works meeting, the Project Manager will have discussed a Schedule of Works with you including allkey events throughout the entire period of the Re-Image. Please liaise with the Site Manager and the Project Manager

should you have any questions relating to these works. If any changes occur, you will be informed immediately.

Consult with the Site Manager on a daily basis to discuss the Schedule of Works.Review any activities which may impact the safe running of the restaurant and prioritise any issues that could have anegative effect on Health & Safety, Food Safety, Security or Q,S & C.

Complete full Travel Paths of the restaurant in all non-construction areas as normal.

During the Re-Imaging process, a Manager will need to carry out a Shift Changeover Checklist with the Site Manager 3times a day. This will allow Shift Managers to be aware of what works are taking place on site at any given time, payingparticular attention to any safety requirements.

Due to unforeseen circumstances, there may be occasions where the Site Manager will ask for permission, at short-notice, to close an area of the restaurant to complete essential Re-Imaging works. This may include closing areas ofthe restaurant during normal trading hours. You should work with the Site Manager to accommodate such requestswhilst ensuring that you are trading safely at all times. If there are any concerns or if the Re-Imaging team makesany request that you are not completely comfortable with, contact the Project Manager and inform your OperationsConsultant or Franchisee. Please be considerate of customers satisfaction when closing areas of the restaurant.

Restaurant Closure

In unusual or extreme situations it may be necessary to close an area of the restaurant or the restaurant entirely, as aconsequence of actions taken during the Re-Image.Examples of such situations would be:• The loss of hot water

• The loss of all mains supplied water• The loss of public or employee toilets• Any works which increase the risk of contamination to food, packaging or equipment, especially in food storage or

preparation areas• Any works which present a signicant risk to the health and safety of our customers, employees or contractors• Signicant interruption to the dining area when the instore areas are open• Signicant electrical or lighting problems

Shud such r simir circumstces ccur it is impertie tht u ctct the Prject Mger d ifrm uropertis Csutt r Frchisee immedite.



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Durig Re-Imgig

HyGIEnE & SaFETy

FOOD SAFETY

Food Safety law requires certain facilities to be in place in a food business. Without the following facilities therestaurant may have to close unless suitable approved alternative arrangements can be implemented. Contactyour Hygiene and Safety Advisor for further guidance and refer to the Food Safety Manual.

Food Safety is essential to our business. Both Company Policy and the Law require certain policies andprocedures to be in place in our restaurants at all times.

Personal Hygiene And Appearance

All normal personal hygiene and appearance guidelines, including use of aprons, hats etc, must continue to beenforced, regardless of whether or not the employees are in view of the public.

Additionally:

• If contractors enter the kitchen to work, they must remove all jewellery, including watches and wear appropriateprotective clothing, eg a hat (and hairnet where applicable)

• Any construction worker entering a food area with a visible wound or cut must cover them with visible blueplasters as per usual restaurant guidelines

• Dirty clothing and/or overalls should not be worn in food areas

Storage

Parts of the building and storage areas will become ‘construction sites’ for periods of the refurbishment work. Thiscould mean additional risks from dust and other physical contaminants. Implementing the following will reduce therisk of contamination and avoid stock wastage:

• Keep stock levels in all food areas as low as operationally practical

• Opened packs should be kept to a minimum and always resealed to protect the contents from dust and debris

• On the close, seal all unpacked ambient food stocks, eg sauce portions, condiments etc, in plastic bags, plastic boxesor other impervious containers

• Seal all unpacked food packaging, eg sandwich clams, wraps, cups, stirrers etc, in plastic bags, plastic boxes orother impervious containers

Facilities Requirements Alternative Options

Employee Hand Washing Facilities The following must be providedfor both the kitchen and employeetoilets:• Water at 42º-45°C• AMH Gold hand soap• Suitable hand drying facilities

If the hot water is lost, in either thekitchen or employee toilets, aCascade Unit should be put in placewithin one hour

If the warm-air dryers are notfunctioning, disposable paper towelscan be used for hand drying

Toilets for use by employees Toilets must be provided within areasonable distance d readily

accessible from all areaswhere employees work

If the usual arrangements cannot bemaintained, appropriate temporary

toilets will be provided. These mustremain in place until the normalrestaurant toilet facilities are fullyfunctional

Hot water for cleaning Hot running water at 55-60°C mustbe provided for washing utensils,equipment, etc

If the hot water is lost to the3-compartment sinks, a ‘Burco’ urnor similar unit should be put in place



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Durig Re-Imgig

Waste Disposal

Rubbish must be stored and controlled as per usual operating standards:

• Bins in the kitchen must be emptied frequently (when ¾ full or every 2 hours)

• Waste must be stored in lidded external bins as per normal procedures

• Ensure access to external bins is maintained at all times for both the restaurant and waste collectors

Cleaning

Standard cleaning procedures must continue in all accessible areas regardless of any changes to customer access,eg Drive-thru only. Particularly 4-hourly equipment cleaning (every 2 hours for egg contact equipment) and regularwiping down of all surfaces.

Additionally:

• The frequency of cleaning may have to be increased due to dust from building works

• If any food surfaces become contaminated action must be taken immediately to isolate and clean the area

• On the close, place small portable equipment and utensils, on clean sanitised surfaces, in the walk-in chiller, orother “safe” areas rather than the kitchen to protect from possible contamination

• Prior to opening the restaurant, wash down all food contact and preparation surfaces using Surface Sanitisersolution, before any food or packaging is placed on the surface

• Only once food contact surfaces have been sanitised should small portable equipment and utensils be returned touse from the overnight safe storage area

• Contractors should provide their own cleaning equipment and materials and items belonging to the restaurantshould only used by contractors with the specic permission of the Shift Manager

• After completion of any works in food storage or food preparation areas, the area should be cleaned and sanitisedand checked for any foreign objects prior to being re-used

Important Additional Controls

During a refurbishment, food hygiene is still paramount and must be a priority in all restaurant areas whilst trading.This means that additional precautions need to be taken to protect food, food packaging and food preparation areasfrom physical contamination. These controls will ensure that there is no transfer of dust or debris to food storage andfood preparation areas which could cause physical contamination to the food.

For Drive-thru restaurants where works are being carried out in the dining area, a protective solid dustproof hoardingwill be installed between food storage or preparation areas and the construction area.

• All food storage and preparation areas must be completely isolated from areas where works are to take place

• The hoarding must remain intact and in place at all times

• The hoarding must extend from the ceiling to the oor across the width of the area it is meant to protect

• Any damage or loss of integrity to the hoarding must be reported to the Site Manager immediately

• If work is being conducted in the back-up area or corridor, it is important that the doors to the backroom, stockroomand kitchen remains closed to prevent dust entering

• Additionally, if works are required in food areas this may need to take place when the restaurant is closed

Use regur Tre Pths t efrce cmp stdrds. Shud ctis be required which re t withi urctr, iise with the ctrctrs ccrdig d ctct the Site Mger d Prject Mger s ecessr.


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Durig Re-ImgigHyGIEnE & SaFETy

HEALTH & SAFETY

We all have responsibilities to ensure the health, safety and welfare of our employees and customers. Theseresponsibilities do not change during a Re-Image.

Communication & Assistance

The Shift Manager remains responsible for the health, safety, welfare and general operating standards in the areasof the restaurant not designated as construction areas. Should there be any concerns during the Re-Imaging work,the Site Manager should be contacted immediately. If you are not satised with the response use the CommunicationEscalation Route, as outlined on page 1.

Additionally:

• The Site Manager may ask for site-specic information which may include the following:- The location of the emergency isolation points for Gas, Water and Electricity- The location of the Construction Health & Safety File, which must be available at all times

• The contractor may need to isolate utilities, plant or equipment to ensure construction works can be conducted safely

Access To Areas Of Construction WorkParts of the building and/or outside areas will become under the strict control of the contractors for periods of theRe-Imaging.

a desigted Cstructi ares re strict ff imits t empees

The areas may change throughout the program of works and the Site Manager will keep you informed of these areas.

If access to one of these areas is needed, you can only do so with the permission of the Site Manager. All contractorSite Rules must be followed. These will include wearing protective clothing (hard hat, high visibility jacket, etc.) and

following any instructions given by the Site Manager.

Fire SafetyFire Safety systems and procedures must remain in place throughout the Re-Imaging.

For all areas used by employees or customers:

• Fire doors must not be wedged or propped open

• The re alarm system must remain fully active throughout the Re-Imaging

• Fire extinguishers must remain in place for all areas used by employees or customers

• The emergency lighting system must remain active for all areas used by employees or customers

• All smoke and re detectors must not be disconnected without the Shift Manager’s authorisation and once workshave been completed, the detector must be reactivated

Fire exit routes must be kept clear at all times. There must always be at least two exit routes from the kitchen areaor from any section of dining area used by customers. If two exit routes are not available then it may be necessary toclose or restrict access to the area.

Alternative Options

• If there is only one exit available from a dining area, then the area cannot be used. It may be possible to remainopen as ‘take-away only’ ie seating areas are not used

• Ensure that any directional re exit signage to an exit not currently in use is covered to prevent confusion



Durig Re-Imgig

Hazardous Work

During the Re-Imaging the contractor may need to complete hazardous work such as:

• Works involving turning off re precautions systems, eg re alarm, sprinklers, smoke detectors

• Works involving welding, burning, grinding or cutting steel or the use of tar burners

• Entry into live electrical panel areas or other live electrical testing

• Work under oors where open access is required• Work in conned spaces

If any such works are carried out as detailed above, the contractor must obtain and complete a Hazardous WorkPermit (see Red Contractor Guidance booklet).

The works will be discussed with the Business Manager prior to commencing.

Should a contractor be carrying out any works involving the movement of potentially hazardous equipment, you mustensure the equipment in question is safe to move eg grills, fryers and toasters.

Employee Welfare Facilities

During the Re-Imaging there must be no loss of adequate facilities for employees.

It is a legal requirement that we ensure:

• A rest room or adequate area is provided

• A changing room/area and lockers are provided

• Toilets are available and readily accessible

• Toilets have hand washing facilities (hot and cold, or warm water and soap)

HousekeepingDuring the Re-Imaging it is important that tools, toolboxes and equipment used by contractors do not create additionalhazards to employees or guests. If there are any concerns, speak to the Site Manager immediately.

Specically:

• Tools and materials must not be left unattended in employee or customer areas

• Floors must be kept clean and free from obstructions, damage etc. which could increase the risk of slips and trips

• Any open sub-oor access hatches or manholes (inside or outside) must be cordoned off with a safety barrier. Allsafety barriers and hazardous signage will be supplied by the contractor



Durig Re-Imgig

Customer Safety and Vehicle Movement

Work areas must be segregated from customer areas (walkways or vehicle routes) by barriers or fencing.

In public areas of the restaurant (both internally and externally) you must ensure the contractor has placed barriersaround any area deemed as potentially hazardous eg risks of slips, trips or falls

Drive-thru Lane Open and Dining Area Closed

• Service is for vehicles only or pedestrians only. We cannot allow vehicles and pedestrians to both use theDrive-thru lane at the same time

• If you are operating ‘pedestrians only’ through a Drive-thru window ensure the relevant notices and barriersbetween the pedestrians and vehicles are in place

• Due to construction works being carried out, an alternative route for employees taking orders to parked cars mayhave to be considered

• If using the HHOT, review control procedures for employees working outside

Dining Area Open and Drive-thru Lane Closed

• Due to the nature of the construction works being carried out, the current pedestrian walkways leading to andfrom the restaurant may have to be changed.

• We must ensure any alternative walkways found are safe for customers and all staff members

Ctct ur Hgiee d Sfet adisr r Prject Mger fr further dice.



We all have responsibilities, a Duty of Care, to our employees, customers and contractors. These responsibilities donot alter during a refurbishment of our restaurants. Equally, our contractors also have responsibilities that may needto be enforced.

Security Guidance For Contractors Working Out Of Hours While Restaurant Staffed by McDonald’sEmployees

• All Contractors to inform Shift Manager of estimated time works will be completed• All tools and materials to be carried into the restaurant via the front doors - even if parking at the rear of

the restaurant

• Front door to remain locked and only the Shift Manager allowed to open

• Back door must not be opened without the express permission of the Shift Manager and contractors mustrespect the Shift Manager’s decision if the request is refused

• All contractors to follow McDonald’s Smoking Policy

Recommended Security Guidance For Contractors Working Out Of Hours While Restaurant Not Staffed byMcDonald’s Employees

Recommend that the guidance outlined above is observed with Contractors nominating someone to act as a ‘ShiftManager’, enforcing Security Guidance.Front and back door integrity is paramount to personal safety, that of both McDonald’s employees and Contractors

Durig Re-Imgig

SECURITy



1 Wee t Re-opeig Week Beginning:

MaRkETInG

TaSk: Review the ti bueprits vi the Itret r withi ur Re-Imgig PoP it d esure tht u hve the prmti d geeric PoP u require t re-pe successfu.

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


MaRkETInG

TaSk: Esure tht u hve received ur peig lSM tctics d hve them red fr use frm re-peig.Stdrd pcge – ‘ew ’ bs d ti rs

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


PEoPlE

TaSk: agree Drive-thru trgets fr the rst 4 wees fter re-peWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


PEoPlE

TaSk: Text Crew vi McTime t esure tht the chec their schedue fr ext weeWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


imaging



imaging36

1 Wee t Re-opeigMaRkETInG

Review the national blueprints via the Intranet or within your Re-Imaging POP kit and ensure that youhave all the promotional and generic POP you need to re-open successfully. Contact Linneys for anyadditional items on 0870 240 3034.

Drive-thru restaurants only:Blueprints can be located via the Marketing site, located on the home page of the Intranet. If you are unsure of anyelements please contact the Marketing Helpline on 020 8700 7859.

You should review your current POP, including generic items, using the Re-Imaging 10-minute checklist and thecurrent blueprints to ensure you have all the elements you require to re-open successfully. All the elements yourequire have been supplied to you in your Re-Imaging POP kit, which was delivered approximately three days prior tothe start of your Re-Image.

If your restaurant operates extended hours, you should also review the blueprints available on the Intranet >Operations Support > Extended Hours Support > Blueprints

Instore restaurants only:

You should review your current POP, including generic items, using the Re-Imaging 10-minute checklist and thecurrent blueprints to ensure you have all the elements you need to re-open successfully.

The majority of elements can be ordered direct from Linneys. Please allow 4-5 days for delivery. If you are unsure ofwhere to get something from, please contact the Marketing Helpline on 020 8700 7859.

Note – you should consider that the newly decorated restaurant will make older elements look shabby.

Ensure that you have received your opening LSM tactics and have them ready for use from re-opening.Standard package – ‘new look’ balloons and till rolls.

You should review the Re-Opening Manager’s Guide to ensure you and your team are familiar with what elements will

be delivered to you.

If you are a McOpCo restaurant you will have received the rst element from your standard package, your ‘new look’balloons. Each restaurant will automatically receive one box of balloons. If required, additional balloons can beordered direct from Scott at B-Loony on 01494 774376. Review your helium levels to ensure that you can use your newballoons as soon as you open.

Franchised restaurants will only receive the elements that you have requested.

PEoPlE

Agree Drive-thru targets for the rst 4 weeks after re-open

Text all Crew via McTime to ensure that they check their schedule for next week



1 D t Re-opeig Week Beginning:

MaRkETInG

TaSk: Usig the curret 10-miute checist cmpete Trve Pth f ur resturt reviewig themerchdisig, pig prticur tteti t the diig re, frt cuter, widws d Drive-thru e

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


CoMMUnICaTIonS

TaSk: Chec ps fr ur fmi d frieds uch prtWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


PEoPlE

TaSk: Text stff schedued fr tmrrw t crm their shiftsWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


imaging

oPERaTIonS

TaSk: orgise ‘resturt ce up’WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


IS

TaSk: Re-pe ti sstemWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


oPERaTIonS

TaSk: Recibrte equipmet d cmpete Pre-ope ChecistWHO:

RESOURCES:

COMPLETION DATE:

NOTES:




imaging38

1 D t Re-opeigMaRkETInG

Using the current 10-minute checklist complete a Travel Path of your restaurant reviewing all themerchandising, paying particular attention to the dining area, front counter, windows and Drive-thru lane.You should review your restaurant looking at it through the eyes of your customers

If you have any merchandising queries please contact the Marketing Helpline on 020 8700 7859.

Instore restaurants only:Ensure that all the elements you have ordered have been put in place and anything you stored pre Re-Image has beencleaned and put back in to your dining area.

We would advise that you do not put any window posters up in your window for the rst four weeks after opening. Thiswill allow customers to appreciate the restaurant from the high street. Following your rst month, you shouldcontinue to use your posters as instructed in your blueprints.

If you have an A-frame you should continue to use this utilising the national posters supplied from Linneys.

Drive-thru restaurants only:Ensure that your Drive-thru lane has been merchandised as per the blueprints. If you have had triple-sided hardware installedand are not currently a restaurant operating extended hours, the hardware should have been installed with silver inserts in oneside of each of the stacks. As and when you amend your menu these can be removed to showcase additional translites.

If you need replacement silver inserts you should contact Tony Bairstow at Buttereld Signs on 01274 848917.

You should pay particular attention to your new window slat hardware and ensure that you have a current national poster in each.

CoMMUnICaTIonS

Check on plans for your family and friends launch partyYou delegated the task of organising a family and friends launch party. Go through plans with the member of yourmanagement team who is responsible for this task and make sure they are on-track.

PEoPlE

Assign the task to a Manager to text all staff scheduled tomorrow to conrm their shiftsAssign the task to your McTime Administrator of texting all staff to conrm their shifts for tomorrow. Remember tofollow up to ensure that this task has been completed.

IS

Re-open till systemFollowing full closure onlyIf the restaurant has been closed for a period of more than seven days or over a month end, you will need the assistanceof the iTSC helpdesk to re-open the till system. It is recommended that the till system is re-opened through RDS4W atleast one business day before the restaurant re-opening. This is especially relevant when the restaurant is re-opening ona Saturday as there is limited support available in head ofce in the unlikely event of previously unseen issues.

An ideal re-opening would be:• As soon as all tills are re-installed in the restaurant and Managers have access to the building, the iTSC

helpdesk is called to assist in opening the system• The Manager checks that all tills have been replaced and are powered on• The helpdesk then run through the open process and correct or identify and escalate any issues prior to the

re-openingFollowing a successful opening of the till system, the Manager checks:• All tills• Printers• Bump bars• BOP screens• A test transaction and refund on the cashless system• A test transaction on the HHOT

Any issues from these checks should be logged with the iTSC Helpdesk and John Gurudas used again in the event thatresolutions are not forthcoming. The system closes and opens are then completed for each business day as normalfrom this point onwards.



imaging39

1 D t Re-opeig - ctiued

Following partial closureIn this scenario, the RDS4W and till systems will have been closed and opened normally during the Re-Image process,but if tills were removed during the Re-Image, or if additional tills have been installed then basic checks should againbe completed:

• All tills• Printers

• Bump bars• BOP screens• A test transaction and refund on the cashless system• A test transaction on the HHOT

Any issues from these checks should be logged with the iTSC Helpdesk and John Gurudas used again in the eventthat resolutions are not forthcoming. Any feedback or complaints regarding the support from iTSC can also be madedirectly to the iTSC management team via the e-mail address [email protected]. Note that this is not acall logging address, but a feedback and complaints one where contacts will be investigated and responded to within3 days.

oPERaTIonS

Organise a ‘restaurant clean up’• Conrm with the Project Manager that contract cleaners have been arranged for the night before you re-open• Organise extra Crew to help you clean and set up your restaurant in readiness for your re-open

A team of cleaners will be sent in when the construction work has been completed. They will be scheduled for thenight prior to re-opening. This will involve basic cleaning of the dining area. You will need to schedule some extra staffto bring your restaurant up to McDonald’s cleanliness standards.

Tasks to Consider:• All food surfaces sanitised• All equipment cleaned and sanitised using the 4-step cleaning method• All stock areas free from dust, debris and any other potential contaminants• Restaurant free from building dust• Staff areas cleaned and sanitised• Areas re-stocked and ready for business the following day• All oors swept, mopped, free from dust and any physical contamination risks removed

Contract Cleaners’ Responsibilities – prior to re-open:• All building debris removed from the site prior to the restaurant re-opening• All tools removed from customer and staff areas• All external areas free from building debris

All contractors will remove their equipment and building materials from the restaurant site prior to the restaurantre-opening. Your Project Manager will ensure this has been completed to your satisfaction and hand the restaurantback to operations.

Complete project handoverThe Project Manager will also complete a ‘snagging’ list with you, which involves a tour of the restaurant Re-Image,documenting any works that do not meet the required Construction department standards. The Project Managerwill then liaise with the contractor to ensure these works are completed at a later date. The aim is to completeall ‘snagging’ works within 10 days of the restaurant Re-Image completion date. You will complete the tour of therestaurant with the Project Manager by ensuring all contractor materials and equipment have been removed.



1 D t Re-opeig - ctiuedoPERaTIonS

Recibrte equipmet

To ensure that you deliver outstanding hot, fresh and safe product on the rst day of your Re-Image it is stronglyrecommended that you cmpete equipmet cibrtis prior to the re-open.

It is also a good idea to review your PM Calendar and complete any relevant PM tasks before you re-open, withparticular focus on the cleaning of your equipment. You should have all of the required PM Cards and Cleaning Cards in your restaurant, however, should you requireany replacements, these can be printed off the Intranet from Operations Support>Equipment or RestaurantServices>Planned Maintenance Cards. If you require any advice with regards to equipment calibrations or cleaning, please contact your regional OperationsTraining Ofcer or Consultant.

Cmpete Pre-ope Checist

Please see Appendices for copy.



1 Wee Pst Re-Imge Week Beginning:

MaRkETInG

TaSk: Esure tht u hve received ur re-peig tctics d hve them red fr use refer t Mger’s Guidefr detis. Re-peig tctics re desiged t be impemeted tw wees pst Re-Imge

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


CoMMUnICaTIonS

TaSk: Hd ur fmi d frieds iter uch prtWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


CoMMUnICaTIonS

TaSk: Ivite e decisi-mers t ur ew- resturtWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


imaging



imaging42

MaRkETInG

Ensure that you have received your re-opening tactics and have them ready for use, refer to Manager’s Guide fordetails. Reopening tactics are designed to be implemented two weeks post Re-Image.

You should review the store-based tactics below, and check that you have received them and they are correct. Furtherdetails on each can be found in your personalised Manager’s Guide sent directly to you at your restaurant.

Note: The externally distributed activities (residential mailer and business-to-business privilegecards) will not be distributed until two weeks after your restaurant re-opens. This will allow you andyour restaurant team to familiarise yourself with your new restaurant hardware also and allow for anysnagging to be completed.

CoMMUnICaTIonS

Hold your family and friends internal launch partyPlease remember to take photographs to record the exciting event.

Invite key decision-makers to your new-look restaurantYou identied three decision-makers who you would make or renew contact with, now that you have a new-lookrestaurant. Remind yourself of your three priority contacts and invite them to visit you for a coffee. You should inviteyour Operations Consultant or Franchisee to attend the meeting with you.

See Appendix COMMS1 for a reminder of your priority decision-makers, a discussion guide and some restaurant visittop tips.

Standard package tactics –Instore restaurants

Standard package tactics –Drive-thru restaurants

• 1,000 x new look balloons• Posters to nearby restaurants –

Come & see your new look restaurant in xxx• Two boxes of till rolls to nearby Drive-thru’s

• 2,000 x business-to-business privilege card drop• 20,000 x residential mailer

• 1,000 x new look balloons• 1 x Come and See your new look restaurant

banner• Two boxes of till rolls for use in your restaurant

• 2,000 x business-to-business privilege card drop• 20,000 x residential mailer

S

t o r e

B

a s e d

E x t e r n a l l y

D i s t r i b u t e d

1 Wee Pst Re-Imge



2 Wees Pst Re-Imge Week Beginning:

MaRkETInG

TaSk: Impemet resturt bsed Re-Imgig tctics s per ur guideWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


MaRkETInG

TaSk: Cmmuicte t stff the detis d ti butts f the resideti mier d the busiess-t-busiesspriviege crd drp. See Mger’s Guide fr detis

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


CoMMUnICaTIonS

TaSk: Chec ur imprved evirmet ps re wrigWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


oPERaTIonS

TaSk: Review Drive-thru trget chievemetsWHO:

RESOURCES:

COMPLETION DATE:

NOTES:


oPERaTIonS

TaSk: Review ceig schedue

WHO:RESOURCES:

COMPLETION DATE:

NOTES:


imaging



imaging44

MaRkETInG

Implement all restaurant based Re-Imaging tactics as per your guide

Any restaurant based tactics should now be in place, either within your restaurant, or if you are an Instore, withinyour nearby Drive-thru restaurants. Instore restaurants should follow this up to ensure that nearby restaurants areactioning the tactics.

Ensure that your Managers and staff are aware that these should be used.

Communicate to all staff the details and till buttons of the residential mailer and the business-to-businessprivilege card drop. See Manager’s Guide for details.

Ensure that all Managers, front of house staff and your hospitality team are familiar with the timing and mechanics ofboth the residential mailer and the business-to-business privilege cards.

Ensure that your team is aware of which till buttons to use and have seen the examples of the mailer and privilege card.See your Instore or Drive-thru Manager’s Guide for further details.

Ensure your team is ready to deliver a great experience to the new customers encouraged into your restaurant by the

changes.

CoMMUnICaTIonS

Check your improved environmental plans are working

Take 10 minutes to make a further check on the Action Plan from your environmental audit, to ensure that you trulyare delivering on your commitment to your local community and that you are a good neighbour.

oPERaTIonS

Review Drive-thru target achievement

Review Drive-thru target achievement and communicate the results to the team – ensure that you focus on theimprovement and reward accordingly. Re-evaluate the targets, keeping focus on the key performanceindicators – order taking time, TTL and LT2 on the PC POS report.

Review cleaning schedule

Review the cleaning schedule and make any amendments that are necessary as a result of changes to the layout of therestaurant, or new materials that need cleaning.

2 Wees Pst Re-Imge



4 Wees Pst Re-Imge Week Beginning:

PEoPlE

TaSk: Update all staff via McTime on the post Re-Image results

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


PEoPlE

TaSk: Review SFG gures and if necessary update ORS for further hiring

WHO:

RESOURCES:

COMPLETION DATE:

NOTES:


imaging



imaging46

PEoPlE

Update all staff via McTime on the post Re-Image results.

Keeping your Crew up-to-date and in the loop with regards to the success of your Re-Image will instill a greater senseof pride in what you have all achieved. Remember to use this opportunity to thank all for their efforts.

Review SFG gures and if necessary update ORS for further hiring.

After the opening, the increase in sales may require you to look again at your current staff numbers. If there is a hiringneed refer back to the ORS and update your requisitions to continue to hire.

4 Wees Pst Re-Imge



imaging47

Cgrtutis the cmpeti fur Re-Imgig Wrb.By completing the workbook you will have developed a solid platform from which to re-launch your new-lookrestaurant, delivering outstanding levels of Quality, Service, Cleanliness and Value to your customers.

It has been a journey of learning and planning for your whole team. Well done and remember to recognise the wholeteam for their efforts in making your restaurant truly successful.



appedices



imaging49

Triig acti P

Frchisee: Resturt: Dte: audit Resut:

Csutt:

Objective 1:

Action Person(s) Accountable End Date Completion Date Measurement

Objective 2:


Objective 3:




imaging50

Pre-ope ChecistCheck 4or8

Fire• Fire extinguishers replaced and on brackets with correct signs• Fire equipment and re exit route signage in place• Fire instruction notices in place (complete with assembly point)• All call points and test key slots accessible and Fire Instruction notice completed nearby• All re alarm sounders are operational

• Emergency lights test complete and lights working• All re doors tted correctly with all doors closing• Review the restaurant’s Local Risk Assessment Workbook and make any relevant amendments. Any changes should

be signed and dated

Tiets• Water ‘hand hot’ only• Finger protectors in place on self-closing doors• All customer signage in place• Toilet roll holders in place and stocked• Cleaning instructions for Urimat urinals available• Hinged and xed support bar securely tted in accessible toilet• Baby change unit in place, straps in good condition, liners stocked

Diig are d outside

• Pedestrian signage in correct place• New menu boards secure• Entrance matting in place• Thumb turn lock tted if required (to front doors)• Correct entrance door signage in place (including ‘No Smoking’ and CCTV)• Socket safety covers tted• Any new high chairs have high chair stickers (from PROMPT)• Dining area displays – any current rules posters; Did You Know board stocked, RMHC communication and all Happy

Meal merchandising• All chemicals are Kay Chemicals and not accessible by children• Check stock levels (straws, napkins etc) and ensure all dining area employees are aware of storage areas

(these may have changed during the Re-Image)• All POP materials are correct (see Re-Imaging 10-minute checklist)

Crew Rm• Crew Room PC working• Crew notice boards refreshed and up-to-date• CDP poster and CDP materials in place – Crew training record/log displayed; station yers available in Crew room;

current Action Plan & training schedule posted• Check all legal posters are in place (see attached list)

Bc-ups• All dining area cleaning equipment (mop, buckets, etc) clean and in good condition• Mops, dry mops and warning signs available• Clean high visibility clothing available• Needle disposal kit available

Cmmuicti Brds• Next 2 weeks’ Crew schedules posted

• Current ROIP Action Plan posted• Most recent NABIT communication in place• For Drive-thrus - SIDT Action Plan, Drive-thru targets and relevant COD training materials displayed

Empees• Ensure you have a Hospitality Ambassador/Manager scheduled for opening day who will be able to solicit and take

comments from customers• Review Shift Preparation Tool (oor plan) and Crew positioning. For opening day, put ‘Aces in their Places’• Ensure all employee appearance is acceptable (correct uniform, badges, shoes, neat hair and no jewellery)

Mgemet Tss• Alarm in full working order• Next 4 weeks’ Managers’ schedules posted• CCTV cameras are positioned appropriately

Date:

Notes:

Completed by:



imaging51

Pepe Pstersleg d Fudmet psters required i eer Crew rm

1HR t glce Poster

Sent Automaticallycontact HR Helpline

3Perforce gudeles

Py Rtes Poster

Available via Intranet

5Stkeholder

Peso Poster


7mcTe Poster

Will be sent automatically,any questions [email protected]

9

gude to Dscple


2Certcte of Eployer’s

Lblty isurce


4People Prose


Stres of Dscple


6Beets Poster


8Our Loue Poster

Contact HRReputation Team [email protected]

10



imaging52

11gaPbuster Wers’ Poster

Sent via Operations UpdateAvailable via Intranet> Operations Support

13Your Vewpot Drector of

Opertos Cotets


15Eployee Vlue

Proposto


17 - CDP Road Map Poster – Contact Nick Jelly, Market Index, email address available on Global Address Book. £34 + P&P18 - Employee of the Month – Order plaques from BTC Group, email address available on Global address book. Approx £45 + p&p

Best Prctice Psters – pre t he psitie resuts i specic res

12Resturt Polces Poster


Your Vewpot acto

Pl Poster

Sent automaticallyAvailable via Intranet

14

16HR Helple

Available via IntranetUnder development

17

19

Recoto Teplte


Crew Updte Teplte

Sent via Operations Update

mcPssport

E-mail [email protected]

18



Re-Imgig 10 Miute ChecistPlease use this checklist to ensure your restaurant has the correct POP materials displayed for your launch day

Frt Cuter yes n acti

All Translites are in good condition and reect currentPOP Blueprints

Coffee Machine sticker in good conditionMcFlurry machine sticker & canister stickers are in goodcondition Hot chocolate sticker in good condition

Apple Pie Merchandiser Translite

Mufn units are clean, stocked and display the current

Sweet Snacking cabinet decals and show card topper

Till toppers are in good condition and as per the currentblueprints

RMHC boxes are in good condition and stocked withcurrent leaets

Diig are yes n acti

Window posters are displayed in all available DT windowslats or within your window

All Door Decals displayed - WiFi, Student, Cashless,

No Smoking, Opening Times, Push & Pull

Happy Meal display unit displaying current premiums

Did You Know Boards up to date and fully Stocked

Happy Meal Activation Kit is current

Keeko Board stocked with current pads and in goodstate of repair RMHC Money Spinner is in good state of repair

Drie-thru yes n acti

All Translites and Price Menu Boards are in goodCondition and reect current POP Blueprints

Ensure DT Windows are clean, uncluttered and TillTopper present

Cashless stack decals and Drive-thru sign is displayed

Ensure all Drive-thru signage is clean, clear and in agood state of repair; including, lamp-post signs, entrancesigns and all Perspex.

Triple sided should include silver insert unless you operatedfrom Extended Hours

COD displaying current promotional images

outside yes n acti

All contractor banners and signage have been removed

Drive-thru: Maximum of 3 banners displayed as per thePOP Blueprints (displayed within frames)

Drive-thru: Only displaying current lamp-post foamexsigns (remove all others)

Fr Exteded Hurs PoP ifrmti pese refer tItret> opertis Supprt > Exteded Hurs Supprt

Fr further ifrmti pese ctct theMretig Hepie 0208 700 7859

order repcemets frmlie PoP 0870 240 3034

order repcemets frm lie PoP0870 240 3034. Fr Push/ Pu sigsd n Smig, ctct RecgitiExpress 0844 800 4265

Refer t Itret > Referece librr> Pster librr


Refer t Itret > kids d fmiies

Ctct Si Hs – 020 8700 7331

Fr DT hrdwre d sier isert ctctButtered Sigs – 01274 722 244Fr mp-pst sigs ctct lie PoP

Emi Mretig Hepdes Uk


Fr bxes ctct Si Hs – 020 8700 7331Fr eets ctct lie PoP



APPENDIX COMMS1

Decision-maker or stakeholder What they doHow it can affect

your business

MP

MPs can represent your views to central Government.

They focus on the 'bigger picture' - broader issues,regulation and campaigningon behalf of the entire area.

They often have good linkswith local papers.

Rural areas: farmingissues (promoting

British produce: didthey know we are acustomer to 17,000 UKfarms and source all of

our beef, milk and free-range eggs from theUK?). Inner cities:

issues about trainingyoung people (our lounge: did they knowwe offer GCSE-equivalentqualifications to our

staff, and that 8/10managers started ascrew...tell them your story!). You are a key

local employer andyour staff are voters:your MP should be

interested in what youhave to say. They arealso an opinion leader

in the local area.

CouncillorsCouncillors withresponsibility for

regeneration/business

Councillors are elected for

fixed terms and are given

specific 'portfolios' (areas of responsibility) or headcommittees which look after

these areas.Regeneration/business

portfolios include areas suchas local competitiveness andinfrastructure: for example,town centre regeneration

The Cabinet member

has a great deal of say

over the futuredirection of

development in your area. What do youwant to see in the

future of your town?What is a bar to our growth? Again, the

Cabinet member willmeet a large number of local decisionmakers, so any

positive messages

about our food and usas an employer could

spread across a wideaudience.



Local ward member

Each Ward has a number of Councillors (often three).They are all equal and youcan approach any about anissue, although the Council'sruling party (e.g. Labour,Conservative or Lib Dem -

whoever is in overall control)will typically have moreinfluence. They will beinterested in specific issues:antisocial behaviour, access,planning etc

This is an opportunityto discuss the nuts-and-bolts. If you havelocal issues andproblems, your wardmember is elected tohelp you sort them out.

Are there youthscongregating near your store because thereisn't anything for themto do? This is the sortof area where your councillor could help.They are not elected tooversee the Police, butcan sometimes link into them, especiallyabout Antisocialbehaviour.

Directors and senior council staff

(regeneration,economic development

etc)

Officers (paid civil servants)are responsible for the day-to-day implementation of theCouncillor's decisions, sothey have more technicalknowledge and generallyhave been doing the job for longer. They may give morerealistic advice but are lesslikely to 'campaign' for you.

A face-to-face briefingwith a council director would probably bemost useful when youhave a specific issue inmind, for example if you know there is amajor local projectunderway and youneed to know how itaffects your business.EconomicDevelopment

departments are thereto serve localbusinesses like you.

LocalAuthority

Park rangers, streetwardens

Your council might have paidstreet wardens or parkrangers who could beinvolved in Just Bin It or helpwith other environmentalissues.

Get street wardensand park rangersinvolved in your nextJust Bin It event.

Local store managers

Managers of large localstores could be usefulopinion formers and allies in

dealing with any local issues.

There are two keyreasons for speakingto counterparts in other

stores (eg a localMarks and Spencer):1. Stand together on alocal issue whenspeaking to the counciletc. 2. Get themtalking about your newstore - build word of mouth.

Town Centre

Town CentrePartnerships

Business ImprovementDistricts, Town Centre SafetyPartnerships and other groups are set up for a

specific purpose and involve

These are issue-focussed groups:making the localbusiness district

cleaner and safer.



local businesses workingtogether to meet local needs.

Some are free to joinbut others do involve afinancial commitment.

Local Press

People stories sellpapers. Long-serving

staff, achievement('local boy done good'type stories) andanything unusual willbe of interest. Speakto the Communicationsteam for advice andideas.

Media

Local Radio

Positive coverage in the localmedia is worth its weight in

gold. Good workingrelationships with the mediadon't come easily. Buyingadvertising space doesn'thelp build a relationship - butoffering interesting anddifferent ways workingtogether can. Examplesinclude football, exclusivepromotions, judging eventsand different/novel angles onstories.

Radio is the idealmedium for promotional offers.Can you have an"unplanned" phone callfrom a radio DJ askingfor free food for thefirst customer to cometo the store etc?

Approach them withyour marketing ideas,or send them somefood!

Police and Fire authorities

Police and Fire authoritieshelp protect your business;they are also a criticalstumbling block for a number

of Extended Hoursapplications.

Co-operate with Policeand Fire initiatives to

jointly tackle localissues (Boy Racers,

Antisocial behaviour etc). By workingtogether you will builda strong relationship.

Businessgroups

CBI

If you would like to join localopinion formers in shapingthe debate on business,groups such as the CBIprovide this forum.

A long-term investmentin building businessrelations. Think aboutwhat benefit you wouldget by investing your time: do you want toshape business in your area? This is theforum.

Football

McDonald's has a great storyto tell about football and youcan link to this throughgrassroots coaching andsponsorship opportunitiesincluding heavily discountedbranded football kit. See theFootball Activation Manualfor details.

Local groups withchildren at thegrassroots putssomething back to thecommunity and raisesyour profile. The keythemes are activelifestyles and theimportance of sport.

Select your top three decision-makers / stakeholders and decide when,and how, you are going to meet them. For advice, contact your RCO.



Stakeholder Contact made? What you w illdo

By When

Discussion Guide

When you meet your guest, with your Operations Consultant/Franchisee, you maywant to:

- Introduce yourself, tell the story of your career and what makes youproud to work at McDonald’s

- Ask questions about them- Discuss the local community; ask questions to find out their concerns

and interests- Respond with any ideas or thoughts on how you could work together to

improve local life- Agree next steps

Before the visit:

· Complete a tour of the entire restaurant to ensure optimum quality,service and cleanliness for the day

· Remember that during the meeting, you may show the stakeholder the

Crew Room and so you need to ensure that the Crew Room andfacilities, including changing and toilet facilities, are in a good condition· Think like a visitor – read all signs and notices on notice boards and in

the back-up areas. Are they professionally written and produced. If the answer is “no”, please remove them

Checklist Immediately prior to a Restaurant Tour:

· Brief all staff on the shift about the visit· Check use-by dates on all products· Complete full Travel Path and visually check quality, service and

cleanliness on the day· Ensure all Crew and Managers strictly adhere to our uniform policy

including long hair tied back, hairnets worn, no jewellery, clean hatsand aprons, badges in place

· Reserve area on dining room for guests· Have disposable aprons and hairnets ready for use



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business manager's re-image workbook

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