dunkin brands corporate social responsibility report (csr) redesign

7/28/2019 Dunkin Brands Corporate Social Responsibility Report (CSR) Redesign

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serving responsibly

2010 Corporate Social Responsibility Report


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About This ReportWe are pleased to present Dunkin Brands rst corporate social responsibility (CSR)

report, Serving Responsibly. This report ocuses on our corporate unctions and North

American acilities owned and operated by Dunkin Brands or our subsidiaries or the

year 2010. We plan to repor t on a two-year cycle . We will explore oppor tunities to

report data rom our ranchised restaurants, ranchisee owned and operated distribution

centers, and our supply chain, in uture reports. We have utilized the Global Reporting

Initiative (GRI) G3 Sustainability Reporting Guidelines to guide the structure and content

o this repor t. We are sel-declaring Application Level C under the G3 guidelines. For

more details, please see our 2010 GRI Content Index atwww.dunkinbrands.com/Responsibility.

We welcome your eedback at

[email protected]

or

CSR Department, Dunkin Brands, Inc.,

130 Royall Street, Canton, MA 02021

Dear Stakeholders,

I am pleased to share Dunkin Brands rst corporate social responsibility (CSR) report,

entitled Serving Responsibly. More than just a title, Serving Responsibly denes Dunkin

Brands commitment to always consider the needs o Our People, which includes our

employees and ranchisees, Our Guests, Our Neighborhoods and the interests o Our

Planet with every key business decision.

Dunkin Brands is at the beginning o its CSR journey. While we have made progress in

many areas, we recognize there is much more or us to do. We know that with near ly 100

percent ranchised restaurant operations, our business model presents specic sustainability

and reporting challenges and opportunities. However, by working closely with our ranchise

community and an independent stakeholder advisory group, we are committed to

addressing the social and environmental issues that ace our business.

Over the past ew years, we have tackled a variety o CSR issues, ranging rom providing

more nutrition inormation or our guests to decreasing the impact our packaging has

on the environment. We have introduced a line o better or you products through our

DD Smart and BRight Choices menu items, established a Nutrition Advisory Board, and

launched a zero grams trans at menu or both Dunkin Donuts and Baskin-Robbins.

We have also made eorts to understand our impact on the environment with the opening

o our rst LEED certied store in St. Petersburg, Florida, and another opening later this

year. We are actively engaged in nding more sustainable building and utility solutions that

reduce costs or our ranchisees while beneting the environment.

Additionally, we launched a 100% Fair Trade CertiedTM espresso line to support armers

in coee-growing countries, and in 2006, we partnered with our ranchisees to establish

The Dunkin Donuts & Baskin-Robbins Community Foundation to deepen our impact in

communities we serve. More inormation on these and other initiatives are detailed in this

report.

We realize that the most prominent sustainability issue we must deal with is our Dunkin

Donuts oam cup. While there is currently no single-use hot beverage cup on the mar ket

that meets our criteria or perormance cost and recyclability, we are committed to solving

this and other packaging issues, by working with our industry partners, manuacturers and

material engineering researchers. In addition, we have initiated a variety o in-store tests

including reusable mug programs and recycling programs or ever ything rom cups to coee

grounds.

Certainly this is not an exhaustive list o our CSR ocus areas, nor is it a static list. As

quickly as we nd solutions, other challenges will emerge. However at Dunkin Brands, we

are committed to growing our business in a way that is protable and sustainable or the

employees, the ranchisees, the communities and the planet we so proudly ser ve.

We look orward to sharing our ongoing journey with you and invite you to share your

thoughts with us at [email protected].

Nigel TravisCEO, Dunkin Brands Inc. &

President, Dunkin Donuts U


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Table of Contents

CEO Letter 3

About Dunkin Brands 7Starting Our Journey 8

Issues Assessment Grid 9

Stakehold Engagement 10

Brie Brand History 11

Our GuestsNutrition Advisory Board, Menu Labeling 13

Nutrition & Better-or-you choices, Zero Grams

Trans Fat 14

Bright Choices, Consumer Care 15

Guest Satisaction Survey, Food Saety 16

Marketing to Children, Suppliers, Restaurants,

Allergens 17

Our PlanetPackaging Composition 19

Quest or the Cup 20

Packagin Goals 21

Sustainable Ingredient Sourcing, Supply Chain,

Supplier Code o Conduct 22

Volumes or top ingredients, coee, animal welare 23Palm Oil, Sustainable Building 24

Energy Usage 25

Building 26

Our PeopleDiversity 30

Our NeighborhoodsDDBRCF, Hunger Relie, Saety, Childrens Health,

Regional Chapters, Our Company 36


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Serving Responsibly

Dunkin Brands, Inc. is the parent company o two o the

worlds most recognized and beloved brands Dunkin

Donuts and Baskin-Robbins. We strive to be the premier

Quick Service Restaurant (QSR) ranchisor with a lead-

ing position in the coee, bakery and ice cream seg-

ments o the QSR categor y.

Dunkin Brands has more than 16,100 Dunkin Donuts

and Baskin-Robbins restaurants worldwide, nearly 100

percent o which are currently owned and operated

by ranchisees. Both brands oer lexible concepts or

single units and multi-store developments in ormats that

include reestanding restaurants, travel plazas, universities

and other retail environments.

In addition to our Canton, Massachusetts headquarters,our corporate-owned acilities in 2010 included our ice

cream manuacturing acility in Peterborough, Canada,

traini ng acil ities in Burbank , Caliorn ia and Braintr ee,

Massachusetts, two company-owned restaurants in

Massachusetts and 13 restaurants in Texas through DBI

Stores, LLC. Dunkin Brands, Inc. is a subsidiary o Dunki

Brands Group, Inc., which, on July 27, 2011, began tradin

on the NASDAQ under the symbol DNKN. Prior to

July 27, 20 11, a conso rtiu m o pr ivate co mpanie s owned

the Com pany. Those privat e compa nies co ntinue to own

a controlling interest in the Company.

Strong customer sentiment or our brands is evident

throug h the n umerou s awards and re cogniti ons we h ave

earned throughout the years. We have been named #1

in Customer Loyalty in Coee or the past ive years

by Brand Keys Customer Loyalty, and in 2010 earned

the titl es o Best Air port Franch isor in Airp ort Rev-

enue News and #18 in the Top Franchises to Start by

Forbes Magazine. Also in 2010, QSR Magazine namedDunkin Donuts #7 and Baskin-Robbins #36 in the

Quick Service Restaurant Top 50.


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Starting Our JourneyDunkin Brands is at the beginning o its CSR journey. In

2007, the CSR department was ormed to address the

environmental, social and economic issues that touch our

business. In 2009, Dunkin Brands joined Ceres, a network

o investors, environmentalists and public interest groups

that works with companies to address sustainability

challenges. Developing our rst CSR report provided an

opportunity to ormally engage a cross-unctional group

o internal and external subject matter exper ts to identiy

material issues, review the Companys eorts to date and

establish short- and long-term goals. This report is the

rst step in an ongoing process to grow our business in a

manner that is both protable and sustainable taking into

consideration the needs o our employees, our ranchisees,

the communities we serve and the environment.

Our reportis titled Serving Responsibly, whichrepresents our commitment to responsibly serve Our

People (employees and ranchisees), Our Guests, Our

Neighborhoods, and Our Planet. Serving Responsibly is the

guiding principle o Dunkin Brands CSR eorts providing

the ramework that helps us measure where we are today,

set goals or where we want to be in the uture, and engage

with internal and external stakeholders.

To support this commitment, we completed our rst-ever

issues assessment to prioritize and ocus our CSR eorts.

We worked with a consultant to identiy the ull spectrum

o challenges acing both Dunkin Donuts and Baskin-

Robbins. We also took into consideration input provided

by a group o external independent stakeholders convened

in partnership with Ceres. We recognize that this Issues

Assessment Grid represents a snapshot in time and that the

materiality o these issues could evolve based on various

actors. We will continue to monitor our material issues

to ensure that we are responsive to both business needs and

stakeholder concerns.

Issues Assessment Grid

Interest to Business

Interestto

Stakeholders

Nutrition

PortionSize

Nutrition

Caffeine

Environmental

Footprint

FoodWaste

CoffeeGrounds

Governance & Ethics

PortionSize

StakeholderEngagement

Nutrition

SodiumContent

Sourcing

SupplierCode:Sustainable

Sourcing

Program;HumanRights

PalmOil

AnimalWelfare(CageFree

Eggs;Farms)

Environmental Footprint

ProductImpact(LifeCycle

Assessments)

Product Quality & Safety

Packaging

FoamCup;PinkSpoon

StakeholderEngagement

Nutrition

Choice,Transparency

Sourcing

Cof fee

Sustainable Building

Workplace Practices

FranchiseeRelations

LaborPractices;Health&Safety

EmployeeEngagement&Support


Collaboration&Partnerships

(e.g.FleetEfciency)

Other Packaging


Energy/WaterUse;Waste

Management

Sourcing

OtherCommodities(Cocoa,

Sugar)

Hormones,rBGHDairy

WaterUse

Nutrition

HighFructoseCornSyrup

TransFats

Workplace Practices

Advertising(Esp.Children,

Baskin-Robbins

Diversity(Workplace,Supplier)

Governance & Ethics

PublicPolicy

Guest Engagement

CustomerEducation(CSR,

Nutrition)

FeedbackMechanisms

Community Engagement

DD&BRCommunity

Foundation

ProductDonations


(HQ, owned stores)

CarbonFootprint/GHG

Emissions

Energy/WaterUse,Waste

Management

Dunkin Donuts is the

worlds leading baked

goods and coee chain,

selling almost 2.5 million

donuts a day and more

than 1 bill ion cu ps o

coee a yea r.

Baskin-Robbins is the

worlds largest chain o

ice cream specialty shops

serving premium ice cream,

specialty rozen desserts and

beverages to more than 300

million customers each year.


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Stakeholder EngagementDunkin Brands is committed to engaging in a dialogue with

external stakeholders about the issues most material to

our business to inorm our CSR strategy. As we developed

this report, we worked with Ceres to convene a group o

independent external stakeholders. These individuals are

members o the Ceres network who have issuespecic

expertise. We met with this group o stakeholders to

review material issues, identiy gaps in reporting and

ensure credibility o goals and targets. We also ollowed

up separately with individuals rom the stakeholder group

regarding specic issues and questions throughout the

reporting process.

Because Dunkin Brands ability to execute a meaningul CSRstrategy depends on implementation by our ranchisees,

we have put systems in place to oster an active dialogue

with the ranchise community. We currently maintain a

multitiered ranchisee advisory council system that provides

timely eedback and input on all o our major initiatives. We

also administer a resource called the Navigator, which is a

direct corporate point o support to respond to ranchisee

questions and help them address a var iety o business

issues. This ongoing dialogue helps to drive system-wide

improvements.

In addition to engaging with our ranchisees around business

issues, we also work closely with them on community and

charitable initiatives. In 2006 we ormed The Dunkin Donuts

& Baskin-Robbins Community Foundation, a corporate-

ranchisee charitable oundation that works in concert

with ongoing community outreach by ranchisees in the

communities they serve. The National Foundation Board

includes seven seats designated or ranchisees and seven

or corporate representatives. Regional chapters have also

been created with similar board structures. Working together,

ranchisees and corporate employees engage in strategy

development, undraising and grantmaking.

Moving orward, our goal is to continue to work with internal

and external stakeholders to urther dene and execute the

strategies outlined in the report.

2010 Total GlobalSystem-wide Sales:$7.7 billion

2010 Total WorldwideLocations:

16,193in52countries

DunkinDonuts:9,760in31countries

Baskin-Robbins:6,433in42countries

2010 Total U.S. Locations:

9,319in47statesandtheDistrictof

Columbia

DunkinDonuts:6,772in36statesand

theDistrictofColumbia

Baskin-Robbins:2,547in45states

andtheDistrictofColumbia

Number of Franchisees

1,932U.S.franchisees;

27internationalfranchisees

As is the case with many QSRs, our ranchise business model

presents specic sustainability and reporting challenges and

opportunities. Dunkin Brands supports ranchisees in areas

including menu innovation, marketing, training and providing

operational standards and oversight. However, ranchisees are

responsible or operational execution, landlord negotiations

and services such as waste disposal, landscaping, utility usage

and hiring. The successul execution o sustainable business

practices throughout the system requires stewardship by

our ranchisees. In many cases, ranchisees are the source o

our CSR innovations and successul char itable initiatives. We

share these best practices across the system.

A Brief Brand History

Originally ounded in 1950 in Quincy, Massachusetts, by Bill

Rosenberg whose goal was to make and ser ve the resh-

est, most delicious coee and donuts quickly and courte-

ously in modern, well-merchandised stores, Dunkin Donut

now sells 52 varieties o donuts, more than a dozen coee

beverages and an array o baked goods to more than 3

million customers worldwide each day. As o December

2010, Dunkin Donuts had 9,760 restaurants in 31 countries

around the world.

In 1946, two brothers-in-law, Burton Burt Baskin and Ir vine

Irv Robbins, shared a dream to create an innovative ice

cream shop that would be a neighborhood gathering place

or amilies. In 1945, Irv opened Snowbird Ice Cream in

Glendale, Caliornia, and Burt opened Burtons Ice Cream

Shop in Pasadena, Caliornia. Eventually they combined to

become Baskin-Robbins. As o December 2010, Baskin-Rob-

bins had 6,433 shops in 42 countries around the world.

Baskin-Robbins and Dunkin Donuts were individually

acquired by Allied Domecq PLC in 1973 and 1989,

respectively. The brands were organized under the Allied

Domecq Quick Service Restaurants subsidiary, which was

renamed Dunkin Brands, Inc. in 2004. Allied Domecq was

acquired in July 2005 by Pernod Ricard S.A. Pernod Ricard

made the decision to divest Dunkin Brands in order to

remain a ocused global spirits company. In March o 2006,

the company was acquired by investment unds aliated

with Bain Capital Partners, LLC, The Carlyle Group and

Thomas H. Lee Par tners, L.P. In 2011, Dunkin Brands GroupInc. led or an initial public oering, and on J uly 27, 2011, th

Company began trading on the NASDAQ under the symbo

DNKN. The consortium o private companies, Bain, Carlyle

and Lee, continue to own a controlling interest in the Compan


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Our GuestsWe are passionate about offering our guests delicious products

the y w ill enj oy, giv ing the m p len ty of men u opti ons , a nd prov idi ngaccurate nutrition information so they can make the best choices

for the mse lve s.

Nutrition Advisory BoardIn 2007 Dunkin Brands established a Nutrition Advisory

Board comprised o leading experts on nutrition, health and

wellness to assist with the development and reormulation

o products that meet the evolving needs o our customers.This research and perspective helps us better understand

and anticipate health and wellness trends and incorporate

current nutritional science into our menu development.

Additionally, these experts share new developments in

nutrition and health-related research that impact Dunkin

Brands products, while ensuring that relevant issues such

as menu labeling and the communication o nutrition

inormation remain at the oreront. The board meets twice a

year to share research and insights.

During its tenure, the board has provided input on a variety

o issues including our transition to a zero grams trans at

menu and the development and launch o DDSMART and

BRight Choices. The board is now providing guidance on

core menu optimization or each brand. A complete list o

board members and their related experience can be ound

at: http://www.dunkinbrands.com/nutrition.

Menu Labeling

At Dunkin Brands we understand and embrace our

responsibility to provide health-related public inormation.

We have been providing our guests with nutrition

inormation or several years through in-store brochures, our

brands websites and through our Consumer Care 1-800

team. Since the passage o menu labeling in New York City i

July 2008, multiple cities and states across the country have

enacted menu labeling laws and regulations. This city-by-city

and state-by-state approach has created a complex, highlylocalized regulatory approach to menu labeling. A localized

approach is conusing to customers as well as costly and

disruptive to multi-state operators such as Dunkin Donuts

and Baskin-Robbins. As a result, Dunkin Brands joined

restaurant industry groups to lead the way to ederally

mandated menu labeling legislation, which was introduced

in Congress in September 2008 and enacted by President

Obama as part o the health care reorm legislation in Marc

2010. This legislation established one national nutrition

disclosure standard or restaurants across the country.

We believe that having one uniorm menu labeling law

across America is not only better or consumers but also

more equitable or our ranchisees. Consumers deserve a

consistent and complete nutritional picture, and the new

menu labeling law will accomplish that goal. Dunkin Brands

continues to work with ederal agencies and Congress

to implement the nutrition inormation and disclosure

provisions in the law.

Corporately, we had no incidents o non-compliance

regarding menu labeling in 2010. We provide our ranchisees

with the inormation and suppor t required to comply with

labeling regulations at the restaurant level.


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Nutrition & Better-for-You ChoicesDunkin Brands recognizes that there is growing concern

over the ingredients ound in prepared oods, including

sugars, ats and salt. For many years we have tested and

launched better-or-you menu items. As consumers increased

their ocus on health and wellness, we took steps to ensure

that we were delivering the products our guests wanted, and

that these better-or-you products were easily identiable on

our menu boards through the use o the DDSMART and

BRight Choices logos.

In 2010, Dunkin Donuts conducted a comprehensive review

o our current menu por tolios to identiy nutritional gaps

and new product opportunities. In addition, we revised the

Dunkin Donuts website to add nutrition inormation to

ensure that our guests had access to inormation n ecessary

to make inormed decisions about menu items. We also

established a nutrition lter and goals to support product

development. In 2011, we will apply the learnings rom our

work on Dunkin Donuts menu por tolio to achieve similar

objectives or Baskin-Robbins.

Zero Grams Trans FatIn 2007, Dunkin Donuts became the rst major QSR chain

to introduce a donut with zero grams trans at. This was the

culmination o nearly our years o eort by the Dunkin

Brands Research & Development and Supply Chain teams

to move toward an entirely zero grams trans at menu

Baskin-Robbins introduced its BRight Choices menu o

better-or-you rozen treats in Januar y 2009. The line eatures

Premium Churned Light ice cream; Premium Churned

Reduced Fat No Sugar Added ice cream; ruit based and non

ruit based indulgent rozen yogurt; and dair y ree options.BRight Choices options range rom

80 to 140 calories per 2.5 ounce scoop. All BRight Choices

oerings are indicated by a special pink star decal on the ice

cream favor strips in stores and are available year-round.

BRight Choices Criteria

PremiumChurnedLight:50%lessfatand20%fewer

calories(comparedtoourregularicecream)

PremiumChurnedReducedFatNoSugarAdded:

25%lessfat(comparedtoourregularicecream)

Sorbet/Ice:FatFree,DairyFree

FrozenYogurt:Madewithliveandactivecultures

Consumer CareDunkin Brands has created a variety o oppor tunities or

ongoing interaction with our guests. Our guests receive a

receipt with each purchase inviting them to provide eedbac

on their experience via an online Guest Satisaction Survey.

Additionally, our Consumer Care team, located in our

corporate oce, interacts with our guests via phone calls,

emails, and letters as well as through social media channels.

Actively listening and engaging our guests helps us and our

ranchisees continuously improve our business.

All menu items are:Reducedincalories,fat,saturatedfat,sugarorsodiumbyatleast25%whencomparedtoa

baseproductorappropriatereferenceAND/ORcontainnutritionallybenecialingredients.

in the U.S. Ater testing more than 28 alternative oils and

proprietary blends and conducting 80 independent tests,

the teams ound a suitable oil blend that delivers the quality,

favor and taste our guests have come to expect. Since

October 2007, all Dunkin Donuts menu oerings nationwide

have been zero gr ams trans at. Baskin-Robbins oerings,

including its ice cream inclusions and ribbons, became zero

grams trans at in 2008.

When it comes to making healthy choices, some guests want

to cut calories, some want to increase ber consumption

while others want to reduce their at intake. Dunkin

Brands developed the DDSMART menu to help guests

identiy better-or-you menu items in our restaurants. The

DDSMART menu helps guests easily identiy ou r greattasting

oods and beverages that t their dietary wants and needs.

All DDSMART menu items are identi ed by a special green

running gure logo on restaurant menu boards.

Our DDSMART program goes beyond the menu by

encouraging an active liestyle. Since its launch, DDSMART

has sponsored running and cycling teams and triathlon clubs.We provide ree, online training programs or guests who

run their rst 5k, and or the second year we will sponsor

the Leukemia & Lymphoma Societys Team in Training

program or individuals training or a marathon or triathlon.

For the majority o the Team in Training participants, it is their

rst such event.

Nutrition Case StudyA highlight o the DDSMART menu is Dunkin

Donuts Egg White Flatbread Sandwiches.

In 2008, Dunkin Donuts became the rst

national QSR to introduce egg white

sandwiches. The DDSMART menu includes

two varieties: Turkey Sausage (eaturing turkey

sausage, spinach and reduced-at cheddar

cheese) and Veggie (eaturing peppers, onions,

mushrooms and reduced-at cheddar cheese).

Both are under 300 calories, with 10 grams

o at or less, and are served on wholesome

toasted multigrain fatbread.

RaspberryFrozen

Yogur t

Latte Lite,MulrigrainBagel, andReducedFat CreamCheese


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Nutrition GoalsLong-Term Goals:

Continuetolookforwaystoincorporate

better-for-youchoiceoptionsonDunkin

DonutsandBaskin-Robbinsmenus

ReviewandexploreDunkinBrands

advertisingpracticesthatmayreach

youngeraudiencestoencourage

balancedlifestyleoptions

Baskin-RobbinsShort/Mid-Term Goals:

Reviewcurrentmenuportfoliosand

Identifynutritionalgapsandnew

productopportunitiesby2013

Establishnutritionlterandgoals

Revisewebsitetoincludenutrition

contentby2013

Guest Satisfaction SurveyIn May 2009, we implemented the Guest Satisaction

Survey, a powerul tool that provides insight into the guest

experience to help u s maximize guest satisaction and loyalty.

Through in-depth analysis o guest comments and sur vey

responses, we have identied key components o a positive

guest experience, and as a result have worked closely with

our ranchisees, restaurant managers, and crew members

to create a guest-rst culture in our restaurants. Since theinception o this program we have recorded eedback rom

over one million guests and noted increasing satisaction with

the Dunkin Donuts experience.

Marketing to ChildrenDunkin Brands encourages healthy, balanced liestyles to

address growing concerns about childhood obesity. We

work diligently to provide a variety o choices in our product

oerings that appeal to guests o all ages. Dunkin Brands

recognizes that the ood and beverage industry plays an

important role in amilies dietary choices, including the

responsible marketing o products. Dunkin Brands does not

conduct any child-directed advertising. Additionally, we have

established an internal working group to keep abreast o

ederal guidelines and laws applicable to childrens advertising.

As the Federal Trade Commission and other ederal agencies

develop guidelines on childrens advertising, Dunkin Brands is

committed to providing guidance to our brands, employees,

and ranchisees about best practices to ensure compliance.

In addition, Dunkin Brands and our ranchisees encourage

a calories-in, calories-out liestyle by sponsoring activities,

programs and or ganizations that involve physical activity.

SuppliersDunkin Brands screens and assesses the quality and ood

saety management systems o new suppliers entering our

supply chain to ensure they meet our strict brand standards.

Dunkin Brands monitors the perormance o key suppliers

on an ongoing basis and requires regular ood saety audits

and global ood saety certications by third par ties to

ensure the highest standards are maintained.

RestaurantsOur ranchisees ollow stringent quality and ood saety

protocols or handling ood as it fows through our

restaurants rom delivery, receiving and storage, to

preparation, cooking, holding and service. These protocols

are dened in our on line global ood saety systems manual,

which is easily accessible online. Franchisees and restaurant

managers must successully complete ood saety training

and achieve certication through a nationally recognized,

American National Standards Institute (ANSI)-certied

examination. Dunkin Brands also provides ranchisees and

their employees with comprehensive training programs and

support materials available 24/7 via Dunkin Brands Online

University. In addition, we monitor guest impressions o

cleanliness in our restaurants through ongoing sur veys to

help us identiy oppor tunities or improvement. Restaurant

managers conduct Monthly Food Saety Sel Assessments

to review the eectiveness o ood saety practices, identiy

any gaps and take corrective actions i necessary. They also

measure any imminent health risks along with sanitation

processes, time and temperature standards, documentation

procedures, employee health and hygiene. Dunkin Brands

operations managers also assess restaurant-level ood saety

perormance during regular Restaurant Operations Reviews

For select restaurants we also utilize our global Quality

Assurance team and qualied third-party restaurant ood

saety specialists or assessment and training to reduce risk

in our operations and ensure that our systems are deployed

and eective.

AllergensWe recognize that allergens are a serious concern or cer-

tain guests, and proper allergen protocols are a key compo-

nent o our ood saety system. Our restaurant managers an

crew members are trained on major ood allergens and the

symptoms o an allergic reaction, along with proper storage,

display, preparation, cleaning and transport procedures to

minimize the risk o cross-contamination. Where appropri-

ate, we provide supplemental inormation to restaurant sta

about proper handling o specic menu items. We also com

municate allergen inormation to our guests through signage

in our restaurants, on our brand websites, and through our

Consumer Care team.

Food SafetyFood saety and quality are

o paramount importance

to Dunkin Brands. We

have rigorous procedures

in place to ensure to

the best o our ability

that we provide sae,

high quality products to

our guests. We maintain

comprehensive Food Saety

Systems, standards and

requirements based on Hazard Analysis and Critical Control

Point (HACCP) principles, as well as government regulations,

global industry best practices, and our own high standards.

Through our Food Saety System we work together with our

suppliers, distributors, manuacturing acilities, ranchisees and

restaurant crews to ensure the saety our products.

Dunkin Brands reviews the health and saety impacts o

100% o our products throughout their lie cycle, rom

concept and development through manuacturing and

production, marketing, distribution, use and consumption.

In the event that a specic product ails to meet our ood

saety standards at any point in its lie cycle, our Quality

Assurance team will take immediate steps to recall the

product or withdraw it rom our system. In 2010, we had no

outstanding ood saety violations or product recalls throughour supply chain.


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We recognize that everything we do has an impact on theenvironment. From the materials we use, to the way we construct

and operate our stores, to the products we source, we arecommitted to adopting better, more sustainable approaches

whenever feasible.

PackagingDunkin Brands strives to oer packaging that balances the

expectations o our guests and ranchisees while minimizing

our impact on the environment.

Our Planet

17%M

isc

.Pa

per

15%RecycledPa

pe

r

24%

Foam(cups)

15%Pap

erb

oard

24

%P

lasic

Resins

5%o

ther

Composition of 2010 total US packaging purchasesfor Dun kin D onu ts & B ask in- Rob bin s:


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Packaging Goals

Long-Term Goals:

Developaholisticpackaging

scorecardforusewithallsuppliers

todrivecontinuousimprovementon

environmentalimpacts

Performwaste/recyclingauditonsample

DDandBRrestaurants,andseek

diversionopportunitiesfortopthree

wasteitems

Short/Mid-Term Goals:

Developacomprehensivestrategyin

2012toachieveasustainablecup

solution:

Formalizeinternalcross-functional

workinggroup

Conveneanexternalworkinggroup

comprisedofexternalSMEssuchas

researchers,otherEPSfoamusers

withintheindustryandsuppliers

Developcleargoalsandtimelinefor

internalandexternalworkinggroups

Testareusablemugprogramoptionfor

icedbeveragesin2011

Pilottestin-storefoamcuprecycling

programby2013

Identifyfranchiseeswithin-storerecycling

programsandgatherbestpracticesto

shareacrossthesystemby2013

CompletetestingofBaskin-Robbins

pinkspoonalternativeswithplans

totransitiontoamoresustainable

materialbrand-wideby2013

Our Quest for the CupWe know that many people are concerned about the

environmental impact o Dunkin Donuts oam cups. We are

concerned too; in act, its our #1 sustainability priority. Our

guests count on us to keep them running with delicious

coee served in a convenient, aordable cup that can hold

up to their busiest d ays. We continue to work h ard to nd

a cup solution that works or our guests, ranchisees and

the environment.

Our research shows that our guests love the benets o

our current expanded polystyrene (EPS) oam cup: it keeps

coee hot longer while keeping hands cool, it is very durable,

and its lid prevents spills and dangerous incidents rom hot

beverages. We are searching or a cup that provides similar

benets to our guests, has an improved environmental

prole and is aordable or our ranchisees. Over the past

our years, we have reviewed or tested nearly every type

o single-use hot cup available on the mar ket in our quest

or an alternative to the oam cup, and there is simply no

single-use hot cup on the mar ket today that meets all o our

perormance, cost and environmental criteria.

We have also considered lined paper cups since they are

made rom a renewable resource; however, they are not

recyclable in most communities because special equipment

is needed to separate the paper rom its petroleum-based

inner lining. We have also studied compostable paper

cups, but currently these cups can only be composted at

a ew commercial acilities, not in backyard compost bins.

Additionally, while they may appear to be environmentally

preerable, paper cups o all types require more energy, raw

materials and water to produce than oam, and they take up

more landll space.

So while there is no suitable replacement or our oam cup

today, we are committed to searching or a viable alternative

on our own and in collaboration with our suppliers, peers

and external experts. Some promising innovations such as

bioresins are in development, but most are not commercially

available today. To reduce waste in the interim, we reduced

the weight o both our oam hot cup and our plastic cold cup in

2009, which reduced the amount o materials sent to landlls

by 4.6 million pounds annually. Additionally, we are preparing

to test an in-store oam cup recycling program and we oer a

reusable mug program as an option or our ranchisees.

We are also testing alternatives to the current

Baskin-Robbins polystyrene pink spoon. We

believe we are close to a new material that will

be recyclable, strong enough to scoop hard ice

cream and aordable or our ranchisees. I the

new material meets our standards, we will plan

to roll it out by 2013.

We continue to search or ways to minimize the impact

o our packaging by substituting materials or using

postconsumer recycled content whenever possible. In 2009,

we switched to a new, 100% post-consumer ber napkin

system-wide, saving annually:

38milliongallonsofwater

16,000cubicyardsoflandllspace

22millionkilowattsofenergy

11,000gallonsofoil

323,000lbsofairpollutants

92,000trees

We also introduced new napkin dispensers that reduce

waste by controlling usage. Together, these changes resulted

in a 25% reduction in napkin waste overall. We have

established an internal baseline or packaging that identies

environmental impacts and helps inorm purchasing decisions.

We recently announced an agreement with Green Mountain

Coee Roasters, Inc., (GMCR) to produce Dunkin Donuts

K-Cup portion packs or the Keurig Single-Cup Brewingsystem. GMCR is a leader in specialty coee and

coee makers, as well as a leader in sustainability. We

recognize the concerns with single-serve packaging, and we

support GMCRs eorts to reduce the environmental impact

o its single-serve portion packs.


12/22

2

Sustainable Ingredient SourcingDunkin Brands understands that consumers are increasingly interested in knowing where their

ood comes rom and how it is produced. We also understand that sourcing our ingredients

in a responsible way is a key component o a strong supply chain. We are in the process o

developing a holistic approach to sourcing that balances cost with sustainability issues.

Supplier Code of ConductDunkin Brands Supplier Code o Conduct requires suppliers to comply with all laws,

ordinances, rules, regulations and orders o public authorities pertaining to the business that

supplies the Dunkin Brands system. Currently the Code addresses human rights concerns

including child labor, workers rights, compensation, discrimination and bribery. We plan to

complete a review o the Code to ensure it addresses issues most material to our business,

explore ways to ensure compliance and work with ranchisee-owned distribution centers

to integrate the Codes elements more clearly into RFPs and procurement decisions.

Dunkin Brands develops

products, selects menu items,sets product specications,

approves suppliers and

provides quality assurance

in the supply chain or both

Dunkin Donuts and Baskin-

Robbins.

Dunkin Brands also

manuactures and distributes

select ice cream products or

Baskin-Robbins International

at a company-owned plant in

Peterborough, Canada.

Dunkin Donuts Distribution

Centers (DCPs) purchase,

warehouse and distribute ood

and supplies or U.S. Dunkin

Donuts ranchisees. The DCPs

are cooperatively owned

bytheir ranchisee members.

Franchisees may only purchase

DBI approved product rom

DBI approved sources.

International ranchisees work

with Dunkin Brands to identiy

approved local sources in our

international markets.

For Dunkin Donuts, suppliers

are approved by Dunkin

Brands but contract directly

with DCPs.

For Baskin-Robbins, suppliers

contract directly with Dunkin

Brands.

Baskin-Robbins U.S. supply

chain is managed by Dunkin

Brands, and production and

distribution is outsourced to

Dean Foods.

Dunkin Brands Supply Chain

Dunkin BrandsFranchisees

Suppliers

26LightCream

80Sugar

110

Coff

ee

(Green)

41O

il

63

Whe

at

(Flour)

22Egg

s

1.1ChocolateChips

5Liq

uidS

ugar

7Bulk

Cream

1.1Pecans

0.3

Cocoa

2.5Almo

nds

Baskin-Robbins

IngredientsPer Year inMillions ofPounds


13/22

4

In 2008, ranchisee Robert Aziz built the rst green DunkinDonuts restaurant in St. Petersburg, Florida which achieved

Leadership in Energy and Environmental Design (LEED)

Silver certication in 2010. This restaurant serves as a

model or uture green construction projects and restaurant

remodeling. In addition to LEED design and construction

components, the restaurant eatures a reusable mug

program, donation o letover baked goods to the local ood

bank, and coee grounds composting. In 2011, we will break

ground on a second green Dunkin Donuts restaurant in St.

Petersburg, once again targeting LEED certication.

The restaurant has composted over 50,000 pounds o used

coee grounds and paper products since opening in 2008.

LEED is a valuable resource or identiying opportunities to

enhance sustainability and inspire rigor and accountability

in our building initiatives. While we have ound that LEED

certication is not easible or every new construction

project or every ranchisee, we continue to implement many

LEED recommendations to make our restaurants greener.By working with the EDF Climate Corps to understand

restaurant energy consumption and potential savings, and

continually enhancing our construction specications, we

strive to make sustainable building more achievable and

desirable or our ranchisees.

Dunkin Brands, Inc. joined the U.S.Green Building Council in 2008

Sustainable Building Goals

Long-Term Goals:

Reducefranchiseeutilitycosts

Reducecarbonfootprint

Developestimatedbaselineofenergy

spendinU.S.DunkinDonuts

restaurants

Developenergyefciency

recommendationsandimplementation

planforU.S.DunkinDonutsrestaurants

UtilizeDunkinDonutslearningsto

improvethesustainabilityofBaskin-

Robbinsshops


Createsustainablebuildinglterand

goalsfornewconstructionin2012

TwomembersofDBIDesignand

ConstructionServicesDepartmentto

achievefullLEEDAccreditationby2011

OpensecondgreenDunkinDonuts

restaurantinSt.Petersburg,FLin2011,

targetingLEEDcertication

Incorporateimprovedsustainable

materialsintoDunkinDonutsnewstore

designin2012

Palm OilWe recognize that irresponsible palm oil production is

associated with deorestation, harm to wildlie and other

negative impacts, so we continue to work with our suppliers

to purchase the oils or our blend rom sustainable sources.

Dunkin Donuts currently prepares all o its donut products

using a blend o palm, soy and cottonseed oil. This blend was

introduced in 2007 when we began transitioning our entire

menu to 100% zero grams trans at.

CoffeeCoee is the main commodity o the Dunkin Donuts brand.

We select only high quality, 100% Arabica coee beans romCentral America, South America and other regions or our

proprietary blends. There are many steps required to bring

Dunkin Donuts coee rom the tree to your cup, and we

are proud o the strong relationships we have built with our

partners along the way.

In 2004, Dunkin Donuts partnered with Fair Trade USA

to begin purchasing Fair Trade Certied coee or our

espresso. Dunkin Donuts was the rst national br and to

sell a ull line o espresso beverages made exclusively with

100% Fair Trade Certied coee. Our Fair Trade purchases

help armers and their amilies earn a better income, hold

onto their land, keep their children in school and invest in

the quality o their harvest. As o December 31, 2010, we

purchased 25,893,440 pounds o Fair Trade Certied coee

and delivered $1,877,640 dollars in premiums back to arming

communities, impacting an estimated 30,000 people annually.

In 2008, we began exploring additional partnerships

to help broaden our support o coee armers. We

provided a $70,000 grant to the Rainorest Alliance in

2010 that provided technical assistance and inrastructure

improvements to groups o small armers rom three

coee-growing communities in Colombia. By the end o the

12-month project all three groups had earned Rainorest

Alliance Certied status, giving them access to the global

market or cer tied coees. As a result o this success, we

are exploring additional opportunities to work with the

Rainorest Alliance on projects that provide training and

value to armers around the world.

Animal WelfareWe recognize that animal welare is an important part o

a sae and sustainable ood supply chain, and like many o

our stakeholders we care about the way animals are raised

and treated. Through our issues assessment process, we are

identiying and tracking animal welare issues that matter

most to our stakeholders and to the quality and saety oour products.

Dunkin Brands is committed to actively exploring

opportunities to source ingredients that meet high animal

welare standards. We are currently considering the use o

cage-ree eggs and gestation crate-ree pork in our products

researching available quantities, easibility and ood saety,

among other issues. As we develop a holistic approach to

sustainable sourcing, we plan to establish an animal welare

policy; incorporate standards regarding the air treatment

o animals into our Supplier Code o Conduct; and set

meaningul, achievable goals or improving our perormance

in this area.

We congratulate Dunkin Donuts or achieving LEED Silver Certifcation at their restaurant in St.

Petersburg, said John Toppe, President o the Florida Gul Coast Chapter o the U.S. Green Build-

ing Council. Third party certifcation through the Green Building Certifcation Institute is not easy

or a quick serve restaurant to achieve, and we appreciate the extra eort that it took or Dunkin

Donuts and its ranchisee to work through the process as a pioneer in the QSR industry.


14/22

6

Examples of efficiencyimprovements to our

Dunkin Donuts prototype

Plumbing

Addedaeratorsasmandatory

onallfaucets

Speciednewwater-friendlyxtures

Speciedtanklesson-demandhot

waterheater

Hvac

Addednewefciencyguidance

Providednewbrandminimumeerratings

Bettereerratingsaffectunitperformance

positively,reducingutilitycost

Electric

Utilizedmostefcientlamping

andxtures

AddednewLEDoptionsonsignpackage

Addedlightharvestingcontrol

devices/sensors

Corporate Facilities - Electricity Usage,Natural Gas UsageCorporate acilities in 2010 included our Brand Central

headquarters, Dunkin Brands University (DBU), our Burbank,

Caliornia training acility, our Peterborough, Canada ice

cream plant, and 15 corporate-owned restaurants in Texas

and Massachusetts.

In 2011, we will complete the rst signicant renovation

o Dunkin Brands University (DBU) since the building was

constructed in 1967. This world-class training acility will

include an energy management system, energy ecient

lighting, a white membrane roo, advanced heating and air

conditioning systems, and a storm water management system

to help protect the local watershed.

Sustainable Sourcing Goals

Long-Term Goals:

ReassesstheSupplierCodeofConduct

toensurealignmentwithcore

humanrightsprinciplesandhigh

sustainabilitystandards

Worktounderstandhowthecompany

canensurecompliancewiththeCode

andintegrateitselementsmoreclearly

intoRFPsandprocurementdecisions


Developaholisticapproach

tosustainablesourcingof

commoditiesthatbalancescostwithsustainablelters

Createasourcingltertoguide

futurepurchasesandestablish

goalsforitsuse

Exploresourcinganadditional

certiedcommodityin2012

Establishananimalwelfare

policyby2013

Completefeasibilityandresearch

ofavailablequantitiesof

cage-freeeggsandgestation

crate-freeporkby2013

Donuts stores in order to better support our ranchisees.

One area o ocus will be tracking impacts, to help determine

easibility and scalability o sustainability eorts. We have also

joined the Environmental Deense Funds Climate Corps

program or 2011, which will provide us with an estimated

baseline o energy spend in U.S. Dunkin Donuts restaurants

along with recommended energy eciency projects and

strategies or engaging our ranchisees.

We are committed to providing our ranchisees with the

tools and support necessary to reduce our collective

environmental ootprint while improving protability. In

2008, we hired proessional energy consultants to review

our restaurant specications and recommend opportunities

to improve building design and energy eciency. We have

implemented many changes to our prototypical drawings

based on their recommendations, which means building a

new Dunkin Donuts restaurant is now more ecient and

aordable, and long-term operating costs or our ranchisees

are lower. We have also developed low- to no- cost energy

reduction measures that existing stores can implement, rom

solar shades and motion sensors to daylight harvesting. We

continue to partner with our ranchisees to test new energy

ecient technologies or our restaurants across the country.

Improving ranchisee protability and reducing our carbon

ootprint is a priority. To help share what were learning, we

have created an online sustainable building resource or

approved ranchisees, architects, contractors and engineers

to access government energy rebates and incentives, energy

calculators, and a host o other sustainable building inormation.

Sustainable BuildingAt Dunkin Brands, we recognize that sustainable building and

remodeling has the potential to boost reputation, reduce

costs and save energy throughout our ranchisee community.

In this report, we share initial data about the impacts o our

corporate acilities, but we know that our restaurants are themain source o our environmental impacts, including carbon

emissions that contribute to climate change. Our ranchisees

manage their own utility bills and contracts. We do not

currently have the ability to capture or track restaurant utility

data at the corporate level. However, in 2010 Dunkin Brands

acquired and began operating a small number o Dunkin

First LEED certifed restaurant in St. Petersburg, FL (2008)

2,892,18

9

Corporate-owned

Resta

uran

ts*

5,5

60

,0

00

Bra

nd

Central

5,6

14

,742

Pe

terboroug

h

799,9

52

Burba

nk

342,942DBU

CorporateElectricityUsage 4,244

Pe

terb

oroug

h

99,7

08

Corp

ora

te-own

edRes

taurants

799,9

52Burbank

11,793DBU

CorporateNatural Gas

Usagein Kilowatt Hours per Year

In Therms per Year*Brand Central is a rented building; natural gasusage data could not be obtained

*Calculations based on data collected rom 12 o 15corporate-owned restaurants


15/22

8

Our PeopleFrom our employees to our franchisees and crew members, we

believe in treating everyone with respect and fairness.

Dunkin Brands is committed to the success o our

employees, ranchisees and crew members. Through our

recruiting strategy and workorce planning, we attract,

hire, develop and promote top perorming talent who

demonstrate our values and drive our business results. We

are ocused on ostering a culture that is sought-ater and

ueled by high-perorming people who grow while delivering

strong global results.

As o December 31, 2010, Dunkin Brands employed

1,086 people 1,014 were based in the U.S. and 72 were

based in other countries. O our domestic employees,

425 worked in the eld and 589 worked at our Brand

Central headquarters in Massachusetts or our satellite

oce in Caliornia. In addition, our ice cream manuacturing

acility in Peterborough, Canada, employed 56 ull-time

employees. Other than 28 employees in Peterborough who

are represented by the National Automobile, Aerospace,

Transportation & General Workers Union o Canada, Local

462, none o our employees are represented by a labor

union. In 2010, Dunkin Brands, Inc. had 20 reported work-

related injuries and illnesses involving corporate employees,

resulting in 31.5 days o missed work. Twelve incidents

occurred at our headquar ters, and eight occurred either o

site or during business travel.


16/22

0

DiversityThe ollowing charts represent Dunkin Brands 1,014 corporate employees in the United States. We are ully reporting

ethnicity or the United States only as we are not required to solicit this inormation rom non U.S. employees. Our

ranchisees are independent business owners; they and their employees are not included in our employee count.

Employee Value PropositionDunkin Brands has developed Employee Value Propositions

(EVPs) or Dunkin Donuts and Baskin-Robbins employees

and crew members to outline the points o dierentiation

that make a unique culture in our restaurants. In 2010, we

launched training programs designed to highlight the EVP

or crew members and restaurant manager s called Theres

no Dunkin without U and BRing your Best! As a result o

the positive eedback and success o the brand EVPs, we are

now in the process o developing an EVP or our corporate

employees.

Organizational DevelopmentDunkin Brands is committed to a corporate culture in which

individuals take ownership o their own career success with

consistent guidance rom managers and support rom the

organization. We oer a comprehensive training program

beginning with an orientation program or all new employees.

Training is tailored to the demands o the position. For

example, new Operations Managers receive over 300 hours

o classroom and on the job training to prepare them to

support our ranchisees and restaurant managers. We also

oer a perormance management process with tools that

support development planning and evaluation. One hundred

percent o eligible employees receive perormance reviews

annually. In 2010 we introduced Fierce Conversations,

a training program designed to improve eectiveness and

results by empowering employees to communicate openly

across all levels o the organization. To date, over 600

employees have participated. In 2011 we will increase our

support or leaders in the organization through supplemental

leadership training programs and eedback.

Health and WellnessAt Dunkin Brands, we support our employees eorts to

maintain a healthy liestyle. Our Brand Central headquarters

eatures a ree tness center with cardiovascular and strengt

training equipment; classes such as spinning, yoga and muscle

conditioning; and monthly educational programs highlighting

ways to stay healthy and improve overall wellness. Field-

based corporate employees are eligible or a monetary

reimbursement to be used towards the purchase o a gym

membership.

Green TeamEmployees can channel their passion or environmental

sustainability by joining the Green Team, a group o

proessionals who work together to promote green

practices such as recycling and reducing waste and energy

use, and improve our sustainability eorts both at home and

at work. In the past, the team has h osted initiatives including

an electronics recycling day and a oam cup recycling

program at our headquar ters. The team has also worked to

secure designated carpool and hybrid parking spaces and

organized outdoor volunteer projects.

Non US

Based Ethnicity

Ethnicity Grand Total

Grand TotalGender

Female Male

Female Male

Asian (Not Hispanic or Latino)

Did Not Disclose

Hispanic or Latino

Two or More Races (Not Hispanic or Latino)

White (Not Hispanic or Latino)

#N/A

Non US Total

US Based

US Total

Total

1

1

6

12

20

497

1

8

1

12

30

52

52

1

9

1

1

18

42

American Indian or Alaska Native (Not

Hispanic or Latino)

Asian (Not Hispanic or Latino)

Black or African American (Not Hispanic

or Latino)

Did Not Disclose

Hispanic or Latino

Native Hawaiian/Other Pacific Islander (Not

Hispanic or Latino)

Two or More Races (Not Hispanic or Latino)

White (Not Hispanic or Latino)

#N/A

3

18

16

10

12

1

2

431

4

1

15

8

4

18

2

4

460

5

4

33

24

14

30

3

6

891

9

72

1014

517 569 1086

Non US

Based Gender Total

Female

Male

Non US Total

US

US Total

Grand Total

20

52

497

503

14

Female

Male

#N/A

72

1014

1086

Gender Total

2

7

9

Female

Male

Total

%22%Female


17/22

2

Disaster Relief FundDunkin Brands Disaster Relie Fund provides disaster relie

and emergency hardship assistance in the orm o unds,

services, acilities or goods to Dun kin Brands employees,

ranchisees, aliates and their amilies in the United States

who have become victims o ederally declared disasters.

Since 2005, we have awarded over $300,000 in grants to

mitigate both personal and business related hardship.

Tuit ion Rei mbu rse men tDunkin Brands oers a tuition reimbursement program to

support the continuing education o our employees. We will

reimburse employees up to $5,000 per calendar year or

undergraduate or graduate courses that support their work

or prepare them or uture positions within the company.

People Goals

Long-Term Goals:

Developalong-termstrategyondiversity

andmulticulturalinitiatives

Continuetointroducetrainingprograms

thatimprovetheguestexperienceand

businessresultsattherestaurantlevel


Launchsupplementalleadershiptraining

programsandfeedbackmechanisms

tosupportleadershipdevelopment

acrossalllevelsoftheorganization

DevelopandcommunicateanEmployee

ValuePropositionforcorporate

employeesby2012

ReassessourNewFranchiseeTraining

processtoensurenewfranchisees

havethetoolstobesuccessful.

Introducerevisedlearningpathby2013

Summary of Benefits

Medical

Denta l

BasicLifeInsurance

BasicAccidentalDeath&

DismembermentInsurance(AD&D)

Short-andLong-TermDisability

FlexibleSpendingAccounts(FSA)

Long-TermCareInsurance

EmployeeAssistanceProgram(EAP)

401(k)Plan

PaidTime-Off:Vacation,Holidays,Sick,

Personal,Bereavement

Part time employees (21 hrs per week) are noteligible or benets except or 401k, EAP andPaid Time-O. Part time employees are also

eligible or voluntary benets such as moviepasses and pet insurance.

Womens Integrated Network (WIN)Since 2009, Dunkin Brands h as hosted the Womens

Integrated Network (WIN), a orum or discussion

about issues acing women in the workplace. Now 300

individuals strong, WIN organizes programs and speaking

events pertaining to community outreach, networking and

continuing education. These programs are designed to

support personal and proessional development or women.

Dunkin Brands Scholarship ProgramEach year, the Dunkin Brands, Inc. Scholarship Program,

sponsored by the Dunkin Brands Charitable Trust Fund,

awards scholarships to children or grandchildren o Dunkin

Brands employees and U.S. Dunkin Donuts and Baskin-

Robbins ranchisees. Up to eight scholarships o $2,000 each

are awarded annually or ull-time study at any accredited

post-secondary institution o the students choice.

Scholarship recipients are selected on the basis o academic

record, leadership and participation in school and community

activities, honors, work experience, a statement o

educational and career goals, and an outside appraisal.

Employee BenefitsDunkin Brands benets program is designed to deliver

value to our employees and to meet individual needs and

circumstances. The summary o benets highlighted is just

part o our package or U.S. employees, which also includes

competitive base salaries, incentive pay opportunities, and

additional value-added benets that are intended to enhanc

our employees quality o lie.

Franchisee & Crew Member TrainingDunkin Brands oers a comprehensive series o training

programs or Dunkin Donuts and Baskin-Robbins crew

members, restaurant managers and ranchisees. We also oea robust library o online and instructor-led courses designe

to oster deep connections to our brands heritage and to

help both ranchisees and crew members grow, so they can

better serve their customers and enhance the protability o

their restaurants.

Dunkin Brands award-winning and innovative training

programs cover topics ranging rom product knowledge to

product assembly, ood saety, guest service, retail technology

human resources, operations management, protability,

leadership and others. Our perormance-based curriculum is

lled with scenarios that mirror real-lie work experiences to

provide the most impactul learning experience or trainees.

Employee Tuition Reimbursement Program:

In 2010 we gave $86,100 to 26 corporate employees.


18/22

4

1. Hunger ReliefFullling critical hunger needs in our communities through

partnerships with local ood banks and hunger relie

organizations. The DDBRCF has had a long-term national

partnership with Feeding America, the largest domestic

hunger-relie organization, donating nearly $1 million to

support local ood banks. In addition, our ranchisees have

held ood drives and organized volunteer days at their local

ood banks to address hunger in their communities.

Supported 15 backpack programs

in 12 states

Distributed 126,476 bags o ood

Provided ood to 7,617 children

Programs exceeded goal or number o children

served by 11%

Our NeighborhoodsWe are dedicated to serving the basic needs of our local

communities from providing food for the hungry and support forchildrens health and wellness, to ensuring our neighborhoods are

safe and secure.

The Dun kin D onu ts & B ask in- Rob bin s C omm uni ty Fou nda ti onAt Dunkin Brands, community is the heart o our business. Thats why we joined together with our

ranchisees to establish The Dunkin Donuts & Baskin-Robbins Community Foundation (DDBRCF) in

2006. The DDBRCFs mission, serving our neighborhoods through hunger relie, saety and childrens

health, has evolved to closely align with the charitable interests o our ranchisees. At the national

level we partner with a very limited number o national or ganizations whose missions are aligned

with our ocus areas. Through the generosity o our ranchisees, employees, vendors and guests,

The DDBRCF raises unds to suppor t national partners and regional grantmaking. Since 2006, The

DDBRCF has awarded more than $2 million in grants.

The DDBRCF ocuses support on three critical issue areas that are relevant to the neighborhoods we serve:

2. SafetyEnsuring the saety o our neighborhoods and communities

through partnerships with organizations that support

our reghters, public saety ocers, and troops at home

and abroad. In 2010, The DDBRCF launched a national

partnership with the USO through an $82,500 grant to

provide morale, welare and recreation-type services to

troops and their amilies. The DDBRCF also has a long-term

partnership with the National Fallen Fireghters Foundation

(NFFF) to support amilies o reghters who have lost thei

lives in the line o duty. To date, we have given $350,000 to

the NFFF.

Coee delivered to more than 80USO Centers nationwide

Impact more than 3 million service members

and their amilies


19/22

6

Regional ChaptersIn additional to national undraising and partnerships, The

DDBRCF also engages in local community engagement and

grantmaking through our eight regional chapters. Regional

chapters are led by ranchisees and corporate employ-

ees who volunteer their time to raise awareness o The

DDBRCFs mission and partners, plan and par ticipate in

community-based undraising events and make grants to

local organizations.

SoutheastSoutheast Gol Tournament: In 2010, The DDBRCFs

Southeast Regional Chapter hosted their second annual gol

tournament. This tournament has raised more than $95,000

over the past two years to support local grantmaking in the

Southeast region.

Mid-AtlanticDunkin Cup: The DDBRCFs Mid-Atlantic Regional Chapter

hosted the 3rd Annual Dunkin Cup, a gol tournament to

benet The DDBRCF. Over the past three years, the Dunkin

Cup has raised more than $245,000 to support local grant-

making in the Mid-Atlantic region.

Employee EngagementOur employees are passionate about giving back to their

community. Each summer, we host a back-to-school backpack

drive to benet The Home or Little Wanderers in Boston.

In 2010, we collected 115 backpacks or children in need.

Additionally, on an annual basis, Dunkin Brands employees

are invited to participate in ou r week-long Season o Giving

in early December. In 2010, we provided more than 175

children and three amilies in need with gits, volunteered at

13 organizations, donated coats and personal care items to

local shelters and sent more than 3,000 pounds o coee to

troops overseas. Employees are also invited to participate

year-round in Donation Nation, a centralized location to

collect toiletry items and recycle unwanted cell phones,

printer cartridges and eyeglasses.

Our corporate volunteer program allows each ull-time

employee ve hours o paid volunteer time per quarter. In

2010, Dunkin Brands employees committed 1,445 volunteer

hours in local communities.

Charitable GivingIn addition to supporting The DDBRCF, Dunkin Brands and

our ranchisees are actively engaged in giving back to the

community.

Below are just a ew o the non-prot groups & undraisers

our ranchisees and employees supported in 2010:

Coffee for Our TroopsCoee or Our Troops was our rst ever national cause

marketing promotion. Between November 1 - 14, 2010, or

every two pounds o coee purchased by a guest, Dunkin

Donuts donated one pound to the troops through our

partnership with the USO, up to 100,000 pounds. The coe

was donated to more than 80 USO centers in the United

States or use at deployments, homecomings and other

special events attended by military men, women and their

amilies.

Baskin-Robbins FunRaisersThroughout the year, Baskin-Robbins shops nationwide

host old-ashioned ice cream socials to benet local causes.

A portion o proceeds rom each event is donated to

a community-based organization as designated by the

ranchisee. In 2010, Baskin-Robbins shops hosted 703

FunRaisers, totaling over $76,000 in donations to local

schools and other organizations.

NortheastPint or a Pound: The DDBRCFs Northeast Regional

Chapter has partnered with the Rhode Island Blood Center

(RIBC) and American Red Cross (ARC) in Massachusetts

to combat shortages in blood supply during the winter

months. Anyone who donated blood through the RIBC or

ARC in January 2010 received a certicate or a ree poundo Dunkin Donuts coee. Since the program started in

2008, enough blood has been donated to help more than

1,000,000 people.

3. Childrens HealthImproving the health and wellness o

children through partnerships with

childrens hospitals and organizations

that support childrens physical activity. In 2010, The DDBRCF

gave a grant to Do Something to create Get Well Soon

grants. These grants suppor ted young people nationwide

who led projects dedicated to helping hospitalized children.

To date we have given $225,000 to Do Something.

20 Get Well Soon grant winning projects

3,014 people involved with the projects

561,170 people impacted by the projects

In 2010, we organized two large-scale backpack stung

events. Together, employees and ranchisees lled bags

with nutritious ood and beverages to ensure children

are eating healthy oods on the weekends when school

meals are not available. At our Canton headquarters,

250 employees stued 1,500 backpacks to benet

The Greater Boston Food Bank. In New Or leans, 250

ranchisees and employees stued 6,600 back packs

to benet the Second Harvest Food Bank o Greater

New Orleans and Acadiana.


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TOTAL GIVING*

2010 Foundation Grants:

$428,2272010 CSR Donations (corporate):

$242,766+*Does not include franchiseegiving.

Coffee for Our Troops Lottery ProgramIn 2003, the Dunkin Donuts Consumer Care team began

sending coee to the troops in Iraq. Each month we send

approximately 50 cases o coee to troops stationed

overseas. We increase that number to 100 cases during

the holidays. To date, Dunkin Brands has sent over 160,000

pounds o coee to U.S. troops stationed overseas.

Dana-Farber Cancer Institute andJim my Fun dOver the past 10 years, Dunkin Donuts, Baskin-Robbins and

our ranchisees have helped raise more than $9 million to

support the Jimmy Fund and Dana-Farber Cancer Institute

in Boston. In 2010, we participated in several events to

support cancer research. Dunkin Donuts ranchisees and

our National Distribution Center hosted the annual George

Mandell Gol Tournament in memor y o George Mandell,

a Dunkin Donuts and Baskin-Robbins ranchisee. Dunkin

Donuts also sponsored the Pan-Massachusetts Challenge, an

annual undraising bike ride across the state. Baskin-Robbins

participated in the Jimmy Fund Scooper Bowl, an annual

ice cream undraising event in Boston.

Special OlympicsMany Dunkin Donuts and Baskin-Robbins ranchisees hosted

undraising events in 2010 to support the Special Olympics.

Rhode Island/SoutheasternMassachusetts:On National Coee Day, September 29, Dunkin Donuts and

our ranchisees donated 50 cents or every cup o hot coee

sold to the Special Olympics Rhode Island and Massachusetts

South Section. Franchisees also hosted the John Henderson

Invitational Gol Tournament, to benet the Special Olympics

Rhode Island. Since 1988, ranchisees in Rhode Island and

Southeastern Massachusetts have donated more than

$1 million to the Special Olympics through unds raised

at these events.

Cops on Top:Franchisees in Indiana, Maryland and Illinois par ticipated

in the Special Olympics Cops on Top undraising event.

Police ocers secured donations or every hour they sat on

Dunkin Donuts rootops to raise more than $250,000 or

the local Special Olympics.

Product Donations & Community

EngagementProduct Donations: While we do not ormally track in-kind

donations, Dunkin Donuts and Baskin-Robbins ranchisees

generously donate tens o thousands o dollars wor th

o product each year to suppor t local community

organizations and events.

Community EngagementEl Sueo: Dunkin Brands and theCulinary Institute of America:In 2010, Dunkin Donuts and The Culinary Institute o

America (CIA) dedicated the nations rst Dunkin Donuts

Bakeshop, located on the CIAs San Antonio, Texas campus.

Dunkin Brands made a $900,000 pledge to become a

ounding donor o the CIAs El Sueo initiative, which

educates students and industry proessionals about

traditional Latin American baked goods and provides them

with industry-specic skills. In addition to opening the Dunkin

Donuts Bakeshop, Dunkin Brands is oering a culinary

internship to a CIA student who is interested in cake design,

product development and commercialization.

Local Scholarship ProgramsDunkin Donuts has local scholarship programs in Har tord,

Connecticut; Springeld, Massachusetts; Providence, Rhode

Island; Philadelphia, Pennsylvania and New Hampshire.

These programs collectively have granted more than

$3 million in scholarships.


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Our CompanyBy responsibly serving the needs of all of our stakeholders,

upholding high ethical standards and practicing good corporategovernance, we believe we will be able to fulfill our responsibility

to our inv est ors : s tro ng, sus tai nab le fi nancia l p erf ormance.

Dunkin Brands success is dependent upon the way we conduct

ourselves and do business with our ranchisees, vendors,

suppliers and other business partners. We strive to live up to

the highest standards o ethical behavior and to live our core

values: honesty, transparency, humility, integrity, respectulness,

airness and responsibility.

Dunkin Brands, Inc. is a subsidiary o Dunki n Brands Group, Inc.,

which, on July 27, 2011, began trading on the NASDAQ under

the symbol DNKN. Dunkin Brands Group, Inc. has a nine

member board o directors. O the ni ne, one is an employee

(Nigel Travis), one is a ormer employee (Jon Luther), one is

independent (Michael Hines) and the remaining six are divided

equally among the three sponsors: Bain Capital, The Carlyle

Group, and Thomas

H. Lee Partners. Each board committee operates under a

charter that will be approved by our board o directors.

Further details including a description o the composition and

responsibilities o the board and respective committees as well

as a list o members can be ound by visiting

http://investor.dunkinbrands.com/.

Dunkin Brands Code o Conduct outlines a strong set o

requirements or employees. It is expected that all Dunkin

Brands employees comply with both the letter and spirit o

the Code. One hundred percent o our corporate employees

have been trained on our Code o Conduct, which includes our

anti-corruption policy. A portion o this training also includes a

brie description o the Foreign Corrupt Practices Act (FCPA).

Dunkin Brands has implemented a training program requiring

employees working with or having international responsibilities

to complete FCPA training. As o December 31, 2010, a

total o 99 employees had ongoing or known international

responsibilities, and 100% had completed the Overview and

Risk Assessment portion o the training. O these 99 employees,

31 (31.31%) employees were part o management and 68

(68.69%) employees were part o non-management.

LobbyingDunkin Brands is engaged in the legislative and regulatory

process around key issues that aect our business, including

health and wellness, tax and nancial matters, labor issues and

ranchisee-related legislation. We operate in an evolving and

interrelated public policy environment and seek to engageederal, state and local policymakers to advocate on behal

o our ranchisees and our brands. We are also engaged in

legislative and regulatory matters in our international markets.

Our advocacy eorts are both direct and indirect, utilizing

strategic tools such as a Political Action Committee as well

as memberships in national and regional restaurant and retail

associations.

PAC & Direct Political ContributionsPolitical Action Committee and Lobbying Disclosures can be

located at www.ec.gov

Trade Ass oci ati onMemberships

NationalRestaurantAssociation

InternationalFranchiseAssociation

NationalCouncilofChainRestaurants

U.S.ChamberofCommerce

InternationalCouncilofShoppingCenters

CaliforniaRestaurantAssociation

MassachusettsRestaurantAssociation

NewYorkStateRestaurantAssociation

NationalCoffeeAssociation

SpecialtyCoffeeAssociationofAmerica

CoffeeQualityInstitute


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