McDonald’s on Wednesday announced new financial targets for higher operating margins, a training program to improve food quality and plans to support franchisees financially as they invest in their restaurants.

It unveiled those efforts to improve its business ahead of an investor presentation that will kick off from the fast-food giant’s Chicago headquarters at 9:30 a.m. ET on Wednesday.

In June, the company unveiled its newest growth strategy, McDonald’s > NEXT. The pillars of the plan include a new restaurant design, better-tasting food and drinks, consumer-led innovation, and improved hospitality from employees. But until Wednesday, executives had offered few details about how they would implement the plan and how it may affect its financial results over the coming years.

The shifts come as McDonald’s U.S. business tries to rebound from sluggish sales and as consumers hit by years of elevated inflation visit restaurants less often.

A key part of the strategy is restaurant remodels, which McDonald’s mandates roughly every decade for franchisees. But the chain will also unveil what it calls Restaurant > NEXT, which includes improvements to equipment, technology and operations. It also will feature “ArchIQ,” an artificial intelligence-powered operating system for restaurants.

All of those upgrades will require steep investment from franchisees. But McDonald’s is also planning to provide financial support, through rent relief and actual capital. Through 2036, McDonald’s plans to spend as much as $8.5 billion to accelerate franchisees’ investment in the restaurant improvement plan.

About $5 billion of that support will happen through 2030. McDonald’s is projecting about $1.5 billion to $2 billion in capital spending from 2027 through 2030 to accelerate NEXT, in addition to about $3 billion every year on typical capital expenditures. (In 2025, McDonald’s reported $3.4 billion in capital expenditures.)

Franchisees may protest the franchisor’s expectations for their own investment in the restaurants, on top of standard cosmetic remodels. Beef and labor costs are already weighing on their profits.

But executives think that the upgrades will pay off for their locations. McDonald’s projects that efficiency improvements will result in an increase of roughly $100,000 in annual cash flow for the average U.S. restaurant, and the initiative will take about four years to return franchisees’ investment.

While McDonald’s plans to spend more to fuel restaurant improvements, the company said it aims to cut costs elsewhere, although it did not offer specifics. By 2030, McDonald’s is targeting an operating margin in the low-to-mid 50% range. In 2025, the company reported operating margins of 46.1%, according to company filings.

Some of that margin expansion will come from its general and administrative spending. By 2030, McDonald’s is projecting that about 1.9% of its systemwide sales will go toward G&A. For comparison, the company is currently forecasting that 2.2% of its systemwide sales will be spent on G&A in 2026.

McDonald’s also has an eye on growing its sales globally. Some of that will come from new locations. Next year, the company expects restaurant openings will make up about 2.5% of its systemwide sales growth.

The company’s accelerated expansion will slow in the following years. By 2030, McDonald’s anticipates new restaurants will account for only about 2% of growth to systemwide sales.

In recent years, the burger chain has leaned into menu items other than its core beef offerings to drive sales, namely chicken and beverages. By 2030, McDonald’s wants to grow its global market share in those two categories by about 1.5 percentage points each.

Still, McDonald’s isn’t abandoning burgers. The company wants to hold onto its leadership in beef, too.

To do so, it plans on implementing “Make It Golden,” a multiyear employee training program to ensure consistency, improved quality and better customer service. The program will begin rolling out on Oct. 5, the 124th birthday of Ray Kroc, who turned the burger restaurant into a global giant.

The rupee fell 0.1% to 95.74 per dollar from a close of 95.59 in the previous session.

Asian currencies fell 0.1% to 0.3% as investors watched oil prices and Fed rate expectations. The dollar index has risen more than 1% since the Fed raised rates last week as bets on further tightening grew. Interest rate futures markets have baked in about 75 basis points worth of hikes over the next 12 months.

“The US Federal Reserve has started hiking, and markets are pricing in more hikes. If the RBI does not respond, India’s monetary policy misalignment with tightening global financial conditions would widen,” analysts at ANZ said in a note.

“With rate differentials already compressed, that would leave the INR more exposed to any global risk-off episode.”

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On Wednesday, dollar sales by state-run banks — most likely on behalf of the Reserve Bank of India — helped limit the currency’s losses, traders said. The central bank also likely conducted dollar-rupee sell/buy swaps to drain excess cash in the banking system.
The swaps were concentrated in the January 2027 maturity while a portion was for October 2027 maturity as well, a trader at a Mumbai-based bank said.

Oil prices, meanwhile, held below $100 per barrel, kept in check by improving Gulf crude supplies and growing hopes for a diplomatic resolution to the US-Israeli war with Iran.

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MINNEAPOLIS — General Mills is expanding its Old El Paso portfolio with new soups and the debut of broth varieties.

The gluten-free broth is available in a 32-oz format, with birria style beef and chicken tinga style varieties.

“There’s nothing better than a warm, flavorful meal as we head into fall, and we’re seeing consumers look for more ways to bring the Tex-Mex flavors they love to meals beyond taco night,” said Ben Bienert, business unit director for Old El Paso at General Mills. “That inspired us to think about how Old El Paso could show up in even more cooking occasions. Our new versatile broths make it easy to bring bold Tex-Mex flavor to busy weeknight dinners, a lunch staple or as the starting point for something completely new.”

The canned soups include chipotle steak burrito style and cheesy beef taco style soup varieties.

The portfolio expansions are available in retailers nationwide. 

The deal for the Gosforth company aims to support its growth and help develop its technology

Newcastle-based carbon reporting and reduction specialist SmartCarbon has been acquired by private equity firm TVI Group in a deal that aims to support the company’s growth.

The Gosforth firm, which was founded in 2016, has grown from a specialist carbon reporting platform working with several businesses in the North East into a national organisation serving both public and private sector organisations. Clients include such as Greggs, Durham University, Thirteen Group and UCL Hospitals London.

As well as helping organisations to measure and reduce carbon emissions, it has a partnership with Northumbria University to deliver carbon footprint training and other course for organisations working towards long-term carbon reduction.

The new investment from Berkshire-based TVI Group will support the development of SmartCarbon’s carbon calculator and reporting platform, integrating automation and AI capabilities that area designed to reduce the administrative burden associated with carbon accounting.

SmartCarbon managing director Lee Jackson, said: “We’re delighted by the TVI acquisition as this brings not only great experience in technological innovation but also a shared commitment to Smart Carbon’s longstanding values and purpose of driving progress in driving carbon reduction in business. Through this new investment, SmartCarbon will be able to execute plans for the development of our carbon accounting platform, enhance our customer experience and, fundamentally, make it easier for businesses to build emissions reporting and carbon reduction planning into their operations.

“Crucially, SmartCarbon will continue to deliver a combination of technology and environmental expertise. Our highly qualified consultancy team remains committed to providing the practical and insightful support that our clients have relied on over the years.”

The company’s founder and principal consultant, Anna-Lisa Mills, will remain with the business within its consultancy team. She said: “When SmartCarbon was founded, the ambition was to give organisations the tools and the knowledge needed to take genuine action on carbon emissions. I’m incredibly proud of how far the business has come since 2016 and I’m excited to remain part of SmartCarbon’s journey as we build on those foundations as a TVI Group business.”

The deal sees Ian Whittaker join SmartCarbon as chairman. He has more than 20 years of sales, marketing and general management experience in the UK and Europe with IT company Hewlett Packard and, as a CEO and board member of a start-up software technology business that listed on the London Stock Exchange and was subsequently sold in 2024.

He said: “I am excited and delighted to join the SmartCarbon team and look forward to building and growing further the fantastic business the team have established.”

Tom Zaunmayr speaks to Justin Fris about how WA’s small business sector is navigating a series of challenges. 

Plus: City council sacks CEO Michelle Reynolds; ACCC blocks IAG-RAC deal, again; $130m Scarborough project approved. 

Almost none will mention the item that research suggests is silently taxing their payroll every single day — the physical cleanliness of their workplace.

The numbers are not small. As a company that cleans commercial spaces across one of the most competitive business environments on earth, we at Green Hands Cleaning Services Corp in New York City have watched businesses treat cleaning as a grudge purchase — the first line item cut when budgets tighten. The research says that instinct is spectacularly expensive. Here’s the evidence, and why the humble cleaning contract may be one of the most underrated productivity investments in business.

Your Desk Has 400 Times More Bacteria Than a Toilet Seat

Let’s start with the finding that made headlines around the world and still shocks every executive who hears it. Research led by Dr. Charles Gerba, a microbiologist at the University of Arizona, found that the average office desk harbours roughly 400 times more bacteria than the average toilet seat — around 10 million bacteria on a typical work surface.

The reason is behavioural, not mysterious. Toilets get disinfected regularly because they’re perceived as dirty. Desks don’t, because they’re perceived as clean. Meanwhile, Gerba’s research found that the areas where employees rest their hands and eat lunch are bacterial hotspots: the average office phone carried around 25,000 bacteria per square inch, keyboards roughly 3,300, and computer mice about 1,600. The office kitchen fared even worse — communal sponges, fridge handles, and coffee pot handles ranked among the most contaminated objects in the entire building.

And contamination doesn’t stay put. A University of Arizona tracer study placed a harmless virus surrogate on a single office door handle at the start of a workday. Within four hours, the virus was detectable on more than half of all commonly touched surfaces in the office — and on the hands of roughly half the employees. One handle. Four hours. Half the workforce.

Now consider that 80% of common infections are transmitted by touch, according to widely cited public health research, and the business implications start coming into focus.

The £14 Billion Question: Sickness Absence Is a Cleanliness Problem

For UK readers, the macro numbers are sobering. The Office for National Statistics reported that UK workers lost approximately 185.6 million working days to sickness absence in 2022 — the highest on record — with minor illnesses such as coughs and colds consistently the single largest cause. Estimates of the total cost of sickness absence to the UK economy run into the tens of billions of pounds annually, and that’s before counting presenteeism: employees who turn up ill and work at a fraction of capacity, which research by Deloitte and others suggests costs employers considerably more than absence itself.

Here’s where cleaning stops being janitorial and starts being financial. A frequently cited workplace hygiene study found that implementing a targeted disinfection programme for high-touch office surfaces reduced surface contamination dramatically — and related research on workplace hygiene interventions has associated proper cleaning protocols with reductions in employee absenteeism of up to 30–40% for illness-related absence. When flu season alone costs businesses billions in lost output, a professional cleaning regime targeting phones, keyboards, door handles, and kitchen surfaces isn’t overhead. It’s insurance with a measurable payout.

The pandemic taught every business this lesson at gunpoint. The follow-up lesson — that the economics of workplace hygiene were compelling before COVID and remain compelling after it — has been forgotten remarkably quickly. It’s a core reason demand for structured commercial programmes like https://www.greenhandscleaningservices.com/services/office-cleaning-new-york-city has remained well above pre-2020 levels even as pandemic-era anxiety has faded: the firms that measured the absence data kept the contracts.

Clean Workplaces Don’t Just Prevent Sickness — They Manufacture Productivity

The second body of evidence is, if anything, more commercially interesting than the first: cleanliness doesn’t merely stop losses. It actively improves output.

The clutter tax on cognition. Princeton University neuroscientists demonstrated in The Journal of Neuroscience that visual clutter competes for the brain’s processing capacity, measurably degrading focus and performance. Your employees’ brains are running background processes on every stack of paper and dusty surface in their field of vision.

The air they breathe is a performance variable. A landmark Harvard T.H. Chan School of Public Health study (the COGfx study) found that workers in well-ventilated offices with low levels of indoor pollutants showed cognitive scores 61% higher than in conventional office conditions — rising to 101% higher in optimised environments. Dust-laden carpets, clogged vents, and grimy surfaces are direct contributors to the indoor air quality problem, and the US EPA estimates indoor air is typically two to five times more polluted than outdoor air. Given that office workers spend roughly 90% of their time indoors, the air inside your office is arguably a line on your P&L.

Employees notice — and judge. A survey by Staples found that 94% of workers reported feeling more productive in a clean workspace, and 77% said they produce higher quality work in a cleaner environment. Separate research found a majority of employees judge their employer by the state of the workplace — with dirty toilets and grubby kitchens repeatedly cited in surveys as factors that damage morale and even influence decisions to stay or leave. In a tight labour market, that’s a retention issue wearing a mop’s disguise.

Clients judge faster than employees do. Multiple commercial surveys have found that around 95% of customers say exterior and interior cleanliness influences their perception of a business, and a significant share say they would not return to a business with dirty facilities — with unclean toilets being the most cited deal-breaker. First impressions form in seconds; grime forms them for you.

The Hybrid-Work Trap: Why Offices Are Getting Dirtier, Not Cleaner

Here’s a counterintuitive development from the post-pandemic workplace that business owners should understand: hybrid working has made office hygiene worse, not better.

The logic seems backwards — fewer people should mean less mess. But three forces work in the opposite direction:

1. Hot-desking multiplies exposure. When desks were assigned, each keyboard hosted one person’s microbes. Desk-sharing means every surface is now a rotating exchange point for the whole workforce. Studies of shared-desk environments have found significantly higher contamination on hot desks than on assigned ones.
2. Cleaning contracts were cut to match headcount, not usage. Many firms reduced cleaning frequency proportionally to attendance — but a desk used by three different people across a week needs more attention than one used by a single occupant, not less.
3. Intermittent occupancy creates its own problems. Water sitting in unused taps and appliances, dust accumulating in low-traffic zones, and kitchens used heavily on peak days but cleaned on schedules designed for even usage.

The businesses handling this well have shifted from fixed-schedule cleaning to usage-based programmes — deeper cleans aligned to peak occupancy days, disinfection of shared workstations between users, and periodic intensive cleans that reset the whole environment. It’s the model behind flexible offerings such as Green Hands’ custom cleaning plans, and it’s rapidly becoming the standard sophisticated tenants demand rather than a premium option.

What New York’s Hyper-Competitive Market Teaches Every Business

Operating in New York City is a stress test for any theory about commercial cleanliness, and a few lessons from our market translate directly to businesses anywhere — London, Manchester, or Leeds:

Lesson 1: The businesses that measure it, keep it. Our longest-standing commercial clients are the ones who tracked something — sick days, client feedback, Glassdoor mentions of the office environment — before and after establishing a proper cleaning programme. Cleaning survives budget reviews when it has a KPI attached. When it’s a vague “facilities” line, it gets cut, and the costs reappear elsewhere, unlabelled.

Lesson 2: Frequency beats intensity. A monthly blitz clean is far less effective than lighter, more frequent attention to high-touch points. Microbial recolonisation of surfaces happens within hours, not weeks. The University of Arizona door-handle study proved contamination spreads building-wide in half a working day — your cleaning cadence needs to respect that timeline.

Lesson 3: The kitchen and the toilets are your brand. Employees forgive a scuffed floor. Surveys show they do not forgive a dirty kitchen or washroom — and neither do visiting clients. If budget forces prioritisation, prioritise where humans eat and where they’d rather not think about.

Lesson 4: Deep cleans are infrastructure, not indulgence. Carpets, vents, blinds, upholstery, and the zones behind and beneath furniture are where the Harvard air-quality findings live. Quarterly or biannual deep cleaning — the kind detailed at https://www.greenhandscleaningservices.com/services/deep-cleaning-service-new-york-city — is what keeps the daily cleaning meaningful, in the same way servicing a boiler keeps the radiators worth bleeding.

Lesson 5: Insurance and vetting are non-negotiable. Whoever cleans your premises has out-of-hours access to your offices, your equipment, and potentially your data environment. Insured, bonded, background-checked teams aren’t a luxury tier — they’re baseline commercial risk management.

Running the Numbers for Your Own Business

Sceptical? Good — run your own maths. Here’s the back-of-envelope model we suggest to every commercial prospect:

• Take your average fully-loaded daily cost per employee (salary, NI/benefits, overheads).
• Multiply by your annual sick days per employee (UK average: roughly 5.7 days per worker, per ONS).
• Assume a professional hygiene programme trims illness-related absence by a conservative 20% (well below the reductions reported in workplace hygiene studies).
• Add a modest 2–5% productivity uplift from the environment effects documented by Harvard, Princeton, and the Staples survey data.

For a 30-person business with a £45,000 average fully-loaded cost, even the conservative version of that calculation typically lands between £25,000 and £60,000 in annual recovered value — against a cleaning programme costing a fraction of that. The ROI conversation ends quickly.

Then add the unquantifiables: the client who noticed the immaculate meeting room, the candidate who accepted the offer partly because the office “felt looked after,” the review that mentioned your premises. Cleanliness compounds.

The Bottom Line

Business leaders spend fortunes on productivity software, engagement consultants, and wellbeing programmes — while the physical environment their people inhabit eight hours a day carries 10 million bacteria per desk, air that measurably dulls cognition, and clutter that taxes every brain in the building.

The research verdict is unambiguous: workplace cleanliness is not a facilities expense. It is a performance input with one of the clearest, most measurable returns available to any business — a rare investment that simultaneously cuts costs (absence), raises output (productivity), protects revenue (client perception), and supports retention (morale).

The dirtiest secret in business isn’t hiding in the accounts. It’s sitting on the desk.

About Green Hands Cleaning Services Corp

Green Hands Cleaning Services Corp is a professional commercial and residential cleaning company headquartered in East Elmhurst, Queens, serving businesses and homes throughout New York City, including Manhattan, Brooklyn, and Queens. The company provides office cleaning, commercial cleaning, janitorial services, disinfection services, and deep cleaning for workplaces of every size, alongside a full range of residential services including apartment cleaning, move-in/move-out cleaning, and recurring maid service. Fully insured and bonded, with vetted professional teams, custom cleaning plans, transparent pricing, and flexible scheduling — including same-day and after-hours service — Green Hands partners with businesses that understand a clean workplace is a competitive advantage, not a cost centre.

Green Hands Cleaning Services Corp
22-16 79th St, East Elmhurst, NY 11370, United States greenhandscleaningservices.com
+1 212-812-9418