
McDonald’s has announced its intention to invest $8.5 billion in enhancing the productivity of its restaurants worldwide, exceeding 46,000 in number. This investment, revealed at the investor day, will be directed towards supporting franchisees until 2036 and includes approximately $5 billion by 2030, primarily in the form of rent assistance and capital investments.
From 2027 to 2030, the company is also expected to spend around $3 billion annually on basic capital expenditures, as well as $1.5 to $2 billion on supporting partner capital investments to accelerate the adoption of new solutions. This support is part of an expanded investment program called NEXT. “This is a value creation strategy aimed at delivering attractive returns for franchisees and shareholders,” said Ian Borden, EVP and global CFO of McDonald’s, during his presentation at the investor day. The strategy combines continued expansion and investments in the productivity of existing restaurants. The growth in the number of restaurants in the system is expected to contribute nearly 2.5% to sales growth in 2027, with this figure dropping to about 2% by 2030 – indicating that a larger share of McDonald’s sales growth will come from productivity improvements in existing restaurants rather than just opening new ones.
Technology is also a crucial part of the strategy. McDonald’s plans to scale the implementation of the ArchIQ operating system, based on generative AI, to improve restaurant operations, including drive-thru service. Investments in the Restaurant NEXT concept are expected to lead to an overall efficiency increase at the restaurant level by 250 basis points, translating into an additional annual cash flow of approximately $100,000 for the average restaurant in the U.S. The company expects franchisees to recoup their investments within four years after providing partner support. By 2030, McDonald’s aims for operating margins in the range of 50-55%, free cash flow conversion in the range of 85–89%, and G&A costs at around 1.9% of total sales.





