The National Legal and Policy Center (NLPC) is a conservative 501(c)(3) nonprofit organization headquartered in Falls Church, Virginia. It focuses on promoting ethics and accountability in public life, government, and corporations through research, investigations, public education, litigation, and advocacy.
The NLPC has submitted Proposal 4 for consideration at the McDonald's annual shareholders meeting on May 20, 2026.
Proposal 4 would require the board to adopt a policy for an independent chair of the board. The CEO, a company employee, is not an independent person. PJB became CEO in 2019 and was elected as chair in 2024.
Recent events have shown that he needs adult supervision.
NLPC's explanation of their action is in a press release HERE
Please note that the above press release includes a link to their version of PJB's history. The link is just above his picture.
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While McDonald’s was among the many corporations that expressed solidarity with the Black Lives Matter movement , it is under fire from both Black franchisees and Black media executives for what they say is systemic discrimination.
Questioned about the company’s silence on the issue of voting rights, Mr. Kempczinski explained it was not a core issue for the company. “We chose not to weigh in on it,” he said.
PBJ,Completely out of touch with reality of financials, indicating temporary increases covered up all the debt Owners realized in his, now misdirected BBV2020 program, he had to expand to 2022, realizing he was modernizing internal dining rooms in a business that was 70-80% drive-thru. Owners assume debt and long term risk as company takes top line sales
PBJ is Perceived as no understanding of fabric of McFamily, he later apologized for brand/Owner denigration, not about company founded on serving communities, creating careers, developing social responsibility programs and nation’s largest private sector training system for 1st time job seekers to prepare them with the skills to evolved in McDonald’s, and career wise. 35-40% of Owners started as restaurant workers. He is out of touch and unaware of the culture at McDonalds
One point of contention with franchisees stems from the company weighing in on social issues—something McDonald's has historically avoided. Since Kempczinski became CEO, the company has made statements on issues ranging from Black Lives Matter to climate change to the Jan. 6 siege on the U.S. Capitol and more. Totally inappropriate.
My next gen daughter attended the "Gen M Summit". It was a thinly veiled attempt to sow discord between parents and their children, and to "control" the impressionable, inexperienced next gens. The purpose, after a whirlwind tour of MHQ meant to awe and impress them, was to:
1. To intimidate next gens , at the height of the discord between Owners/NFLA and our Franchisor, and to put fear into their parents.
2. To intimidate and frighten next gens into encouraging their parents to get out of the business. The company half heartedly complimented the parents on the past performances, but clearly insinuated that time had passed the parents by, and they should step aside to make way for the new generation.
The " 10 Takeaways From the Generation M Summit" (available on atmcd.com) are pure propaganda, and clearly are meant to influence and intimidate. For example, point 4 of the meeting takeaways says, "We respect the hard work that our parents and grandparents put in to build this business-and we will do them proud. But, it will be OUR WAY -which may not necessarily match theirs. We can give credit where credit is due, but there is no such thing as a self made millionaire."
As a female operator with a decade of experience who has worked in the past as a McOpCo employee, this "summit" absolutely did not respect the owner leg of the three legged stool. It was pure propaganda meant to influence and control.
In summation, this summit did nothing but sow family discord and was a blatant attempt to influence, control, and dominate the next gens. My family was a victim of intimidation and harassment instigated by the company.
We have a theme today:
It seems that under this CEO, if we called a McDonald's corporate employee a "Control Freak" to their face, they would take it as a compliment.
What a great place for a "Control Freak" to work. Endless rules and regulations with which to push people around, enforced by the power to summarily take away the business of a franchisee investor. All backed up by an all-powerful legal department.
Control Freak heaven.
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. They are attempting to accomplish by fear, threat, and intimidation what they are unable to legally accomplish otherwise. McDonald’s pattern of intimidation includes threats to franchisees to: terminate franchise agreements, withhold expansion opportunities and renewal expectations, unreasonably withhold its consent to sell/transfer franchises, and implement new and impossibly high-performance and operational standards, as well as require commercially unreasonable levels of store remodels and renovations.
In the heart of our golden arches lies a story unlike any other in the franchising universe—a narrative steeped in partnership, commitment, and mutual growth. It is a tale that has spiraled from collaboration to confrontation under the leadership of CEO Chris Kempczinski, altering the essence of what it means to be a part of the McDonald's family.
Under Kempczinski’s stewardship, a pivotal transformation has occurred, one that demands a deep introspection of our shared values and the fabric that binds us. It is a time of reckoning, where we must ask ourselves, what truly defines the McDonald's family? Is it merely the pursuit of quarterly profit, or is it something deeper, something intrinsically tied to the collection of lives we touch and the communities we serve? This period of reflection brings forth an impassioned plea for unity, for a collective effort to reimagine and reshape our legacy. It beckons us to look beyond the facade of corporate success at any cost and to rekindle the flame of purpose that once lit the path for our forebears
For decades, owner-operators and the company alike have served as the guardians of the brand, embodying Ray Kroc's vision that success for one means success for all. Kempczinski has ushered in a new era in which we are partners in name only. Early on, owner operators did not believe, nor did we want to believe that our partner would strategically exploit our relationship, crafting scenarios in which they would gain at our direct expense. The fact is that in the beginning, just as we recovered from the last act of malice, we were faced with another and today, they don’t even try to hide it from the public. In countless cases, leadership has actively engaged in efforts extraordinarily favorable to the corporation, often at the direct expense of owner operators. Our restaurants have not just been businesses; they have been community cornerstones, built by the efforts of families dedicated to serving millions across the United States and beyond. Yet, today, we find ourselves at a crossroads, questioning whether the values that once united us are now the very lines that divide. We are no longer partners, but are treated like disposable employees.
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