2019 Annual Report PDF

YUM!
BRANDS 2019 ANNUAL REPORT

FINANCIAL HIGHLIGHTS
(In millions, except for per share amounts)
Year-end 2019 2018 % B/(W) change
Company sales $1,546 $ 2,000 (23)

Franchise and property revenues 2,660 2,482 7
Franchise contributions for advertising and other services 1,391 1,206 15
Total revenues $ 5,597 $ 5,688 (2)
Operating Profit $ 1,930 $ 2,296 (16)
Net Income $ 1,294 $ 1,542 (16)
Reported Diluted Earnings Per Common Share $ 4.14 $ 4.69 (12)
Special Items Diluted Earnings Per Common Share (a) .59 1.52 NM
Diluted Earnings Per Common Share before Special Items (a)
$ 3.55 $ 3.17 12
Net Cash Provided by Operating Activities from $ 1,315 $ 1,176 12
(a) See our 2019 Form 10-K for further discussion of Special Items.
investors.yum.com/annualreport
TRANSFORMATION JOURNEY COMPLETE
UNLOCKING POTENTIAL
FOR YUM!
Dear Fellow Stakeholders:
2019 was a truly historic year for Yum!. We successfully completed

our three-year transformation and delivered on all of our bold
David Gibbs,
Chief Executive Officer
Yum! Brands Inc.
commitments. Plus, we surpassed two milestones that are a testament
to Yum!’s incredible scale as we eclipsed $50 billion in system sales and
marked the opening of our 50,000th restaurant. None of this would
have been possible without our unrivaled culture and talent and over
2,000 franchisees who run 98% of our restaurants globally and employ
more than 1.5 million restaurant team members. Because of our journey
to become more focused, franchised and efficient, we are well-positioned
to accelerate growth and improve franchise unit economics over the long
term.
Our new Recipe for Growth and Good will Unlock our Potential and
reflects the importance of collaboration as we continue to build the
world’s most loved, trusted and fastest-growing brands.
Our Recipe for Growth, using our four key growth drivers, is the
foundation upon which our sustainable, long-term results are being built.
These growth capabilities, outlined below, are the key drivers of same-
store sales and net-new unit growth and serve as our guiding principles
in all business decisions.
1. Unrivaled Culture and Talent. We will leverage culture and people

capability to fuel brand performance and franchisee success.
2. Unmatched Franchise Operating Capability. We will recruit and equip

the best restaurant operators in the world to deliver great customer
experiences.
3. Relevant, Easy and Distinctive Brands. We will innovate and elevate

iconic restaurant brands people trust and champion.
4. Bold Restaurant Development. We will drive market and franchise

unit expansion with strong economics and value.
Our Recipe for Good is focused on leading with socially responsible and
sustainable stewardship of our food, planet and people.
1. Food: Serve delicious food people trust.
2. Planet: Grow sustainably.
3. People: Unlock potential in people and communities.

I firmly believe our culture is a competitive advantage for Yum! With culture as the driving force behind
our results, I’m pleased to share the following highlights from 2019:
n Our worldwide system sales grew 9%, led by 10% growth at KFC, 9% at Taco Bell and 8%
at Pizza Hut.
n Our same-store sales grew 3%, led by 5% growth at Taco Bell and followed by 4% at KFC with
Pizza Hut even for the year.
n We achieved net-new unit growth of 4%, including 2,040 net-new units, which represents a 70%
increase versus 2016 when we began our transformation. We opened, on average, 9 gross restaurants
per day in 2019.
n We ended the year with over 50,000 global restaurants in approximately 287 brand-country
combinations.
n We are 98% franchised, with 913 company units as of the end of 2019.
n Our core operating profit grew 12%.
n We returned $1.3 billion of capital to shareholders through share repurchases and dividends.
n KFC is “Always Original”. KFC continued to bolster its brand positioning and beloved core menu items
with innovative new products. We remain dedicated to making the brand R.E.D. — relevant, easy and
distinctive — by investing in innovation, technology and enhanced asset formats. KFC now delivers from
15,000-plus restaurants across more than 90 countries.
n Pizza Hut continued its commitment to ensure that every customer has a Hot, Fast and Reliable
experience around the world by making improvements in food quality, speed of service and loyalty
programs as well as upgrading its technology for online ordering and delivery.
n Taco Bell truly is a Category of One for Everyone. 2019 was the brand’s eighth consecutive year
of positive same-store sales growth, a testament to the strength of the leadership team and its
partnerships with franchisees. In addition to a relentless commitment to value and innovation for which
Taco Bell is known, I am particularly excited that 2019 marked the completion of the nationwide kiosk
rollout to nearly 6,500 restaurants and that Taco Bell delivery is available in over 5,100 restaurants
across the U.S. through our strategic partnership with Grubhub.
In closing, 2019 marked the successful conclusion of our massive transformation, and we began 2020 with
the exciting news that we are adding The Habit Burger Grill to the Yum! family. This deal should enable us
to offer an exciting new investment opportunity to our existing franchisees and expand an award-winning,
trend-forward brand through the power of Yum!’s unmatched scale.
That said, the COVID-19 (coronavirus) pandemic continues to rapidly evolve, and our No. 1 priority is the
health and safety of our employees, franchisees and customers. We are closely monitoring the situation
and the ever-changing intelligence from public health, travel and national security authorities in countries
where we operate to ensure we protect our people, customers and brands. With our franchisees, we have
industry-leading action plans, standards and policies in the restaurants to prevent and limit the spread
of COVID-19. As the world’s largest restaurant company, our customers span ages, backgrounds and
borders, and we remain committed to serving them in a way that protects their health and safety. Times
like these are a reminder that we are all globally connected and each have a role to play in helping others.
At Yum!, we are committed to doing just that.
David Gibbs, CEO

YUM! Brands, Inc.
1441 Gardiner Lane
Louisville, Kentucky 40213
April 3, 2020
Dear Fellow Shareholders:
On behalf of your Board of Directors, we are pleased to invite you to attend the 2020 Annual Meeting of Shareholders of
YUM! Brands, Inc. The Annual Meeting will be held Thursday, May 14, 2020, at 9:00 a.m., local time, in the YUM!
Conference Center at 1900 Colonel Sanders Lane in Louisville, Kentucky or via live webcast at
www.virtualshareholdermeeting.com/YUM2020.
Once again, we encourage you to take advantage of the Securities and Exchange Commission rule allowing companies to
furnish proxy materials to their shareholders over the Internet. We believe that this e-proxy process expedites shareholders’
receipt of proxy materials, lowers the costs of delivery and helps reduce the Company’s environmental impact.
Your vote is important. We encourage you to vote promptly whether or not you plan to attend the meeting. You may vote
your shares via a toll-free telephone number or over the Internet. If you received a paper copy of the proxy card by mail,
you may sign, date and mail the proxy card in the envelope provided. Instructions regarding the three methods of voting
prior to the meeting are contained on the notice or proxy card.
If you plan to attend the meeting, please bring your notice, admission ticket from your proxy card or proof of your ownership
of YUM common stock as of March 16, 2020 as well as a valid picture identification. Whether or not you attend the meeting,
we encourage you to consider the matters presented in the proxy statement and vote as soon as possible.
Sincerely,
David Gibbs
Important Notice Regarding the Availability of Proxy Materials for the Shareholders Meeting to Be Held on May 14,
2020this notice and the proxy statement are available at https://investors.yum.com/governance/governance-
documents. The Annual Report on Form 10-K is available at www.investors.yum.com/annualreports.
YUM! Brands, Inc.
1441 Gardiner Lane
Notice of Annual Meeting

of Shareholders
Thursday, May 14, 2020 9:00 a.m.

YUM! Conference Center, 1900 Colonel Sanders Lane, Louisville, Kentucky 40213 or via live webcast at
www.virtualshareholdermeeting.com/YUM2020.
ITEMS OF BUSINESS:
(1) To elect twelve (12) directors to serve until the 2021 Annual Meeting of Shareholders and until their respective
successors are duly elected and qualified.
(2) To ratify the selection of KPMG LLP as our independent auditors for the fiscal year ending December 31, 2020.
(3) To consider and hold an advisory vote on executive compensation.
(4) To consider and vote on one (1) shareholder proposal, if properly presented at the meeting.
(5) To transact such other business as may properly come before the meeting.
WHO CAN VOTE?:

You can vote if you were a shareholder of record as of the close of business on March 16, 2020.
ANNUAL REPORT:
A copy of our 2019 Annual Report on Form 10-K is included with this proxy statement.
WEBSITE:
You may also read the Company’s Annual Report and this Notice and proxy statement on our website at
www.investors.yum.com/annual-reports.
DATE OF MAILING:
This Notice, the proxy statement and the form of proxy are first being mailed to shareholders on or about April 3, 2020.
By Order of the Board of Directors
Scott A. Catlett
General Counsel and Corporate Secretary
YOUR VOTE IS IMPORTANT

Under securities exchange rules, brokers cannot vote on your behalf for the election of directors or on executive
compensation related matters without your instructions. Whether or not you plan to attend the Annual Meeting, please
provide your proxy by following the instructions on your Notice or proxy card. On or about April 3, 2020, we mailed to our
shareholders a Notice containing instructions on how to access the proxy statement and our Annual Report and vote
online.
If you received a Notice by mail, you will not receive a printed copy of the proxy materials in the mail unless you request
a copy. Instead, you should follow the instructions included in the Notice on how to access and review the proxy statement
and Annual Report. The Notice also instructs you on how you may submit your vote by proxy over the Internet.
If you received the proxy statement and Annual Report in the mail, please submit your proxy by marking, dating and
signing the proxy card included and returning it promptly in the envelope enclosed. If you are able to attend the Annual
Meeting and wish to vote your shares personally, you may do so at any time before the proxy is exercised.
Table of Contents
PROXY STATEMENT 1
QUESTIONS AND ANSWERS ABOUT THE MEETING AND VOTING 1
GOVERNANCE OF THE COMPANY 7
Director Biographies........................................................................................................................................................ 11
Director Compensation ................................................................................................................................................... 16
MATTERS REQUIRING SHAREHOLDER ACTION 26
ITEM 1 Election of Directors (Item 1 on the Proxy Card).............................................................................................. 26

ITEM 2 Ratification of Independent Auditors (Item 2 on the Proxy Card)..................................................................... 27
ITEM 3 Advisory Vote on Executive Compensation (Item 3 on the Proxy Card).......................................................... 28
ITEM 4 Shareholder Proposal Regarding Issuance of Annual Reports on Efforts to Reduce Deforestation (Item 4
on the Proxy Card) ........................................................................................................................................... 29
STOCK OWNERSHIP INFORMATION 33

DELINQUENT SECTION 16(a) REPORTS 34
EXECUTIVE COMPENSATION 35
Compensation Discussion and Analysis ......................................................................................................................... 35

Summary Compensation Table....................................................................................................................................... 56
All Other Compensation Table ........................................................................................................................................ 57
Grants of Plan-Based Awards......................................................................................................................................... 58
Outstanding Equity Awards at Year-End ........................................................................................................................ 60
Option Exercises and Stock Vested................................................................................................................................ 62
Pension Benefits ............................................................................................................................................................. 62
Nonqualified Deferred Compensation............................................................................................................................. 65
Potential Payments Upon Termination or Change in Control ......................................................................................... 68
CEO Pay Ratio ................................................................................................................................................................ 70
EQUITY COMPENSATION PLAN INFORMATION 72

AUDIT COMMITTEE REPORT 73
ADDITIONAL INFORMATION 75
YUM! Brands, Inc.
1441 Gardiner Lane
PROXY STATEMENT
For Annual Meeting of Shareholders To Be Held On
May 14, 2020
The Board of Directors (the “Board of Directors” or the “Board”) of YUM! Brands, Inc., a North Carolina corporation (“YUM”
or the “Company”), solicits the enclosed proxy for use at the Annual Meeting of Shareholders of the Company to be held at
9:00 a.m. (Eastern Time), on Thursday, May 14, 2020, at the YUM! Conference Center at 1900 Colonel Sanders Lane,
Louisville, Kentucky 40213 or via live webcast at www.virtualshareholdermeeting.com/YUM2020.
On account of public health and safety concerns posed by the COVID-19 pandemic, shareholders are encouraged to attend
via the webcast. We intend to hold our annual meeting in person and via webcast. However, we continue to monitor the
situation regarding COVID-19 closely, taking into account guidance from the Center for Disease Control and Prevention
and the World Health Organization. The health and well-being of our various stakeholders is our top priority. Accordingly,
we are planning for the possibility that the annual meeting may be required to be postponed or held solely by webcast, if
then allowed for under applicable law, in the event we or governmental officials determine that it is not advisable to hold an
in-person meeting. In the event the annual meeting will be postponed or held solely by webcast, we will announce that fact
as promptly as practicable, and details on how to participate will be issued by press release, posted on the Investor Relations
section of our website and filed with the U.S. Securities and Exchange Commission as additional proxy material. This proxy
statement contains information about the matters to be voted on at the Annual Meeting and the voting process, as well as
information about our directors and most highly paid executive officers.
QUESTIONS AND ANSWERS ABOUT THE

MEETING AND VOTING
What is the purpose of the Annual Meeting?

At our Annual Meeting, shareholders will vote on several important Company matters. In addition, our management will
report on the Company’s performance over the last fiscal year and, following the meeting, respond to questions from
shareholders.
Why am I receiving these materials?

The Board of Directors of Yum! Brands, Inc. (the “Board”) has made these materials available to you over the internet, or
has delivered printed versions of these materials to you by mail, in connection with the Board’s solicitation of proxies for use
at the 2020 Annual Meeting of Shareholders (the “Annual Meeting”). The Annual Meeting is scheduled to be held on
Thursday, May 14, 2020 at 9:00a.m. ET, at 1900 Colonel Sanders Lane, Louisville, Kentucky or via live webcast through
the link set forth above. You will need the 16-digit control number provided on the Notice of Internet Availability of Proxy
Materials or your proxy card (see below). This solicitation is for proxies for use at the Annual Meeting or at any reconvened
meeting after an adjournment or postponement of the Annual Meeting.
YUM! BRANDS, INC. - 2020 Proxy Statement | 1

QUESTIONS AND ANSWERS ABOUT THE MEETING AND VOTING
Why did I receive a one-page Notice in the mail regarding the Internet availability
of proxy materials this year instead of a full set of proxy materials?
As permitted by Securities and Exchange Commission (“SEC”) rules, we are making this proxy statement and our Annual
Report available to our shareholders electronically via the Internet. On or about April 3, 2020, we mailed to our shareholders
a Notice containing instructions on how to access this proxy statement and our Annual Report and vote online. If you
received a Notice by mail you will not receive a printed copy of the proxy materials in the mail unless you request a copy.
The Notice instructs you on how to access and review all of the important information contained in the proxy statement and
Annual Report. The Notice also instructs you on how you may submit your proxy over the Internet. If you received a Notice
by mail and would like to receive a printed copy of our proxy materials, you should follow the instructions for requesting
such materials contained on the Notice.
We encourage you to take advantage of the availability of the proxy materials on the Internet in order to help lower the costs
of delivery and reduce the Company’s environmental impact.
Who may attend the Annual Meeting?

The Annual Meeting is open to all shareholders of record as of close of business on March 16, 2020, or their duly appointed
proxies.
What do I need to bring to attend the Annual Meeting In-Person?
You will need a valid picture identification and either an admission ticket or proof of ownership of YUM’s common stock to
enter the Annual Meeting. If you are a registered owner, your Notice will be your admission ticket.
If you received the proxy statement and Annual Report by mail, you will find an admission ticket attached to the proxy card
sent to you. If you plan to attend the Annual Meeting, please so indicate when you vote and bring the ticket with you to the
Annual Meeting. If your shares are held in the name of a bank or broker, you will need to bring your legal proxy from your
bank or broker and your admission ticket. If you do not bring your admission ticket, you will need proof of ownership to be
admitted to the Annual Meeting. A recent brokerage statement or letter from a bank or broker is an example of proof of
ownership. If you arrive at the Annual Meeting without an admission ticket, we will admit you only if we are able to verify
that you are a YUM shareholder. Your admittance to the Annual Meeting will depend upon availability of seating. All
shareholders will be required to present valid picture identification prior to admittance. IF YOU DO NOT HAVE A VALID
PICTURE IDENTIFICATION AND EITHER AN ADMISSION TICKET OR PROOF THAT YOU OWN YUM COMMON
STOCK, YOU MAY NOT BE ADMITTED INTO THE ANNUAL MEETING.
Please note that computers, cameras, sound or video recording equipment, cellular and smart phones, tablets and other
similar devices, large bags, briefcases and packages will not be allowed in the meeting room. Seating is limited and
admission is on a first-come, first-served basis.
What will I need in order to attend the Annual Meeting Online?
You may also attend the Annual Meeting, vote and submit a question during the Annual Meeting by visiting
www.virtualshareholdermeeting.com/YUM2020 and using your 16-digit control number (included on your Notice Regarding
the Availability of Proxy Materials, Proxy Card, or Voter Instruction Form) to enter the meeting. If you are not a stockholder
of record by holding shares as a beneficial owner in street name, you may be required to provide proof of beneficial
ownership, such as your most recent account statement as of the Record Date, a copy of the voting instruction form provided
by your broker, bank, trustee, or nominee, or other similar evidence of ownership. If you do not comply with the procedures
outlined above, you will not be admitted to the virtual Annual Meeting. Online access will begin at 8:45 a.m. Eastern Time,
and we encourage you to access the meeting prior to the start time. The meeting webcast will begin promptly at 9:00 a.m.
Eastern Time on May 14, 2020.
2 | YUM! BRANDS, INC. - 2020 Proxy Statement

May shareholders ask questions?

Yes. Representatives of the Company will answer shareholders’ questions of general interest following the Annual Meeting.
In order to give a greater number of shareholders an opportunity to ask questions, individuals or groups will be allowed to
ask only one question and no repetitive or follow-up questions will be permitted. If you choose to attend the online meeting,
you may submit a question during the Annual Meeting by visiting www.virtualshareholdermeeting.com/YUM2020 and using
your 16‐digit control number to enter the meeting.
Who may vote?

You may vote if you owned YUM common stock as of the close of business on the record date, March 16, 2020. Each share
of YUM common stock is entitled to one vote. As of March 16, 2020, YUM had 300.9 million shares of common stock
outstanding.
What am I voting on?
You will be voting on the following four (4) items of business at the Annual Meeting:
The election of twelve (12) directors to serve until the next Annual Meeting of Shareholders and until their respective
successors are duly elected and qualified;
The ratification of the selection of KPMG LLP as our independent auditors for the fiscal year ending December 31, 2020;
An advisory vote on executive compensation; and
One (1) shareholder proposal.
We will also consider other business that properly comes before the meeting.

How does the Board of Directors recommend that I vote?
Our Board of Directors recommends that you vote your shares:

FOR each of the nominees named in this proxy statement for election to the Board;
FOR the ratification of the selection of KPMG LLP as our independent auditors;
FOR the proposal regarding an advisory vote on executive compensation; and
AGAINST the shareholder proposal.
How do I vote before the Annual Meeting?
There are three ways to vote before the meeting:

By Internet If you have Internet access, we encourage you to vote on www.proxyvote.com by following instructions on
the Notice or proxy card;
By telephone by making a toll-free telephone call from the U.S. or Canada to 1(800) 690-6903 (if you have
any questions about how to vote over the phone, call 1(888) 298-6986); or
By mail If you received your proxy materials by mail, you can vote by completing, signing and returning the enclosed
proxy card in the postage-paid envelope provided.
If you are a participant in the direct stock purchase and dividend reinvestment plan (Computer Share CIP), as a registered
shareholder, you will receive all proxy materials and may vote your shares according to the procedures outlined herein.
If you are a participant in the YUM! Brands 401(k) Plan (“401(k) Plan”), the trustee of the 401(k) Plan will only vote the
shares for which it has received directions to vote from you.
Proxies submitted through the Internet or by telephone as described above must be received by 11:59 p.m., Eastern Daylight
Saving Time, on May 13, 2020. Proxies submitted by mail must be received prior to the meeting. Directions submitted by
401(k) Plan participants must be received by 12:00 p.m., Eastern Daylight Saving Time, on May 12, 2020.
Also, if you hold your shares in the name of a bank or broker, your ability to vote by telephone or the Internet depends on
their voting processes. Please follow the directions on your notice carefully. A number of brokerage firms and banks
participate in a program provided through Broadridge Financial Solutions, Inc. (“Broadridge”) that offers telephone and
Internet voting options. If your shares are held in an account with a brokerage firm or bank participating in the Broadridge
program, you may vote those shares telephonically by calling the telephone number shown on the voting instruction form
received from your brokerage firm or bank, or through the Internet at Broadridge’s voting website (www.proxyvote.com).
Votes submitted through the Internet or by telephone through the Broadridge program must be received by 11:59 p.m.,
Eastern Daylight Saving Time, on May 13, 2020.
Can I vote at the Annual Meeting?
Shares registered directly in your name as the shareholder of record may be voted in person or online at the Annual Meeting.
Shares held through a broker or nominee may be voted in person only if you obtain a legal proxy from the broker or nominee
that holds your shares giving you the right to vote the shares.
Even if you plan to attend the Annual Meeting, we encourage you to vote your shares by proxy. You may still vote your
shares in person at the meeting even if you have previously voted by proxy.
Can I change my mind after I vote?
You may change your vote at any time before the polls close at the Annual Meeting. You may do this by:
Signing another proxy card with a later date and returning it to us prior to the Annual Meeting;
Voting again by telephone or through the Internet prior to 11:59 p.m., Eastern Daylight Saving Time, on May 13, 2020;

Giving written notice to the Corporate Secretary of the Company prior to the Annual Meeting; or
Voting again at the Annual Meeting.
Your attendance at the Annual Meeting will not have the effect of revoking a proxy unless you notify our Corporate Secretary
in writing before the polls close that you wish to revoke a previous proxy.
Who will count the votes?

Representatives of Computershare, Inc. will count the votes and will serve as the independent inspector of election.
What if I return my proxy card but do not provide voting instructions?
If you vote by proxy card, your shares will be voted as you instruct by the individuals named on the proxy card. If you sign
and return a proxy card but do not specify how your shares are to be voted, the persons named as proxies on the proxy
card will vote your shares in accordance with the recommendations of the Board. These recommendations are:
FOR the election of the twelve (12) nominees for director named in this proxy statement (Item 1);
FOR the ratification of the selection of KPMG LLP as our independent auditors for the fiscal year 2020 (Item 2);
FOR the proposal regarding an advisory vote on executive compensation (Item 3); and
AGAINST the Shareholder Proposal (Item 4).
What does it mean if I receive more than one proxy card?
It means that you have multiple accounts with brokers and/or our transfer agent. Please vote all of these shares. We
recommend that you contact your broker and/or our transfer agent to consolidate as many accounts as possible under the
same name and address. Our transfer agent is Computershare, Inc., which may be reached at 1 (888) 439-4986 and
internationally at 1 (781) 575-2879.
Will my shares be voted if I do not provide my proxy?
Your shares may be voted if they are held in the name of a brokerage firm, even if you do not provide the brokerage firm
with voting instructions. Brokerage firms have the authority under the New York Stock Exchange rules to vote shares for
which their customers do not provide voting instructions on certain “routine” matters.
The proposal to ratify the selection of KPMG LLP as our independent auditors for fiscal year 2020 is considered a routine
matter for which brokerage firms may vote shares for which they have not received voting instructions. The other proposals
to be voted on at our Annual Meeting are not considered “routine” under applicable rules. When a proposal is not a routine
matter and the brokerage firm has not received voting instructions from the beneficial owner of the shares with respect to
that proposal, the brokerage firm cannot vote the shares on that proposal. This is called a “broker non-vote.”
How many votes must be present to hold the Annual Meeting?
Your shares are counted as present at the Annual Meeting if you attend the Annual Meeting in person or online or if you
properly return a proxy by Internet, telephone or mail. In order for us to conduct our Annual Meeting, a majority of the
outstanding shares of YUM common stock, as of March 16, 2020, must be present or represented by proxy at the Annual
Meeting. This is referred to as a quorum. Abstentions and broker non-votes will be counted for purposes of establishing a
quorum at the Annual Meeting.

How many votes are needed to elect directors?
You may vote “FOR” each nominee or “AGAINST” each nominee, or “ABSTAIN” from voting on one or more nominees.
Unless you mark “AGAINST” or “ABSTAIN” with respect to a particular nominee or nominees or for all nominees, your proxy
will be voted “FOR” each of the director nominees named in this proxy statement. In an uncontested election, a nominee
will be elected as a director if the number of “FOR” votes exceeds the number of “AGAINST” votes. Abstentions will be
counted as present but not voted. Abstentions and broker non-votes will not affect the outcome of the vote on directors. Full
details of the Company’s majority voting policy are set out in our Corporate Governance Principles at
https://investors.yum.com/governance/governance-documents/ and at page 20 under “What other significant
Board practices does the Company have? Majority Voting Policy.”
How many votes are needed to approve the other proposals?
In order to be approved, the other proposals must receive the “FOR” vote of a majority of the shares, present in person or
represented by proxy, and entitled to vote at the Annual Meeting. For each of these items, you may vote “FOR”, “AGAINST”
or “ABSTAIN.” Abstentions will be counted as shares present and entitled to vote at the Annual Meeting. Accordingly,
abstentions will have the same effect as a vote “AGAINST” the proposals. Broker non-votes will not be counted as shares
present and entitled to vote with respect to the particular matter on which the broker has not voted. Thus, broker non-votes
will not affect the outcome of any of these proposals.
When will the Company announce the voting results?

The Company will announce the voting results of the Annual Meeting on a Current Report on Form 8-K filed within four
business days of the Annual Meeting.
What if other matters are presented for consideration at the Annual Meeting?
The Company knows of no other matters to be submitted to the shareholders at the Annual Meeting, other than the proposals
referred to in this Proxy Statement. If any other matters properly come before the shareholders at the Annual Meeting, it is
the intention of the persons named on the proxy to vote the shares represented thereby on such matters in accordance with
their best judgment.

GOVERNANCE OF THE COMPANY
The business and affairs of YUM are managed under the direction of the Board of Directors. The Board believes that good
corporate governance is a critical factor in achieving business success and in fulfilling the Board’s responsibilities to
shareholders. The Board believes that its practices align management and shareholder interests.
The corporate governance section of the Company website makes available the Company’s corporate governance
materials, including the Corporate Governance Principles (the “Governance Principles”), the Company’s Articles of
Incorporation and Bylaws, the charters for each Board committee, the Company’s Global Code of Conduct, the Company’s
Political Contributions and U.S. Government Advocacy Policy, and information about how to report concerns about the
Company. To access these documents on the Company’s website, www.yum.com, click on “Investors” and then
“Governance Documents”.
Governance Highlights
Corporate Governance Compensation

• 12 Director Nominees • Independent Management
Planning and Development
• 11 Independent Nominees
Committee
• Directors with experience,
• Independent Compensation
qualifications and skills across
Consultant
a wide range of public and private
companies • Executive Compensation is
• Board Access to Senior Management Highly Performance Based
and Independent Advisors to Align with Shareholder
Interests and Promote
• Independent Non-Executive Chairman Company Business Strategy
• Independent Board Committees • At Risk Pay Tied to
• Executive Sessions of Independent Performance
Directors at every regular Board and • Strong Stock Ownership
Committee meeting Guidelines
• Risk Oversight by Board and its • No Employment Agreements
Committees or Guaranteed Bonuses
Shareholder Rights
• Annual Board and Committee Self- • Compensation Recovery
Evaluations • Annual Election of Directors Policy (Clawback) applies to
• All Directors Attended at least 75% of • Majority Voting of Directors Equity and Bonus Awards
Meetings Held • Double trigger vesting upon
• Proxy Access
• YUM’s Global Code of Conduct Change in Control
• Shareholder Communication
• Political Contributions and U.S. Process for communicating • No excise tax gross ups
Government Advocacy Policy with Board
• Audit Committee Complaint Procedures • Active Shareholder
Policy regarding Accounting Matters Engagement Program
• No Hedging or Pledging of
Company Stock

What is the composition of the Board of Directors and how often are members
elected?
Our Board of Directors presently consists of 14 directors whose terms expire at this Annual Meeting. Messrs. Creed and
Walter will be retiring and are not standing for reelection at the Annual Meeting. Our directors are elected annually. The
average director tenure is 5 years, with our longest- and shortest-tenured directors having served for 14 years (Mr. Nelson)
and for three months, respectively (Ms. Young-Scrivner and Mr. Barr).
As discussed in more detail later in this section, the Board has determined that 11 of the 12 individuals standing for election
are independent under the rules of the New York Stock Exchange (“NYSE”). The director tenure of the 12 individuals
standing for election is reflected in the following:
Director Tenure
6 Directors
5 Directors
1 Director
0-3 years 4-8 years 9-14 years
How often did the Board meet in fiscal 2019?

The Board of Directors met 5 times during fiscal 2019. Each of the directors who served in 2019 attended at least 75% of
the meetings of the Board and the committees of which he or she was a member and that were held during the period he
or she served as a director.
What is the Board’s policy regarding director attendance at the Annual Meeting
of Shareholders?
The Board of Director’s policy is that all directors should attend the Annual Meeting and all persons then serving as directors
attended the 2019 Annual Meeting.
How does the Board select nominees for the Board?
The Nominating and Governance Committee considers candidates for Board membership suggested by its members and
other Board members, as well as management and shareholders. The Committee’s charter provides that it may retain a
third-party executive search firm to identify candidates from time to time.
In accordance with the Governance Principles, our Board seeks members from diverse professional backgrounds who
combine a broad spectrum of experience and expertise with a reputation for integrity. Directors should have experience in
positions with a high degree of responsibility, be leaders in the companies or institutions with which they are affiliated and

are selected based upon contributions they can make to the Board and management. The committee’s assessment of a
proposed candidate will include a review of the person’s judgment, experience, independence, understanding of the
Company’s business or other related industries and such other factors as the Nominating and Governance Committee
determines are relevant in light of the needs of the Board of Directors. The committee believes that its nominees should
reflect a diversity of experience, gender, race, ethnicity and age. The Board does not have a specific policy regarding
director diversity. The committee also considers such other relevant factors as it deems appropriate, including the current
composition of the Board, the balance of management and independent directors, the need for Audit Committee expertise
and the evaluations of other prospective nominees, if any.
In connection with this evaluation, it is expected that each committee member will interview the prospective nominee before
the prospective nominee is presented to the full Board for consideration. After completing this evaluation and interview
process, the committee will make a recommendation to the full Board as to the person(s) who should be nominated by the
Board, and the Board determines the nominee(s) after considering the recommendation and report of the committee.
In 2017 we implemented several initiatives to transform the Company, centering on a new multi-year strategy to accelerate
growth, reduce volatility and increase capital returns to shareholders. In connection with this transformation strategy we
developed our “Recipe for Growth,” which focuses on four growth drivers intended to accelerate same-store sales growth
and net-new restaurant development at KFC, Pizza Hut and Taco Bell around the world. The Company remains focused on
building the world’s most loved, trusted and fastest growing restaurant brands by:
Growing Unrivaled Culture and Talent to leverage our culture and people capability to fuel brand performance and
franchise success;
Developing Unmatched Operating Capability, by recruiting and equiping the best restaurant operators in the world to
deliver great customer experiences;
Building Relevant, Easy and Distinctive Brands, by innovating and elevating iconic restaurant brands people trust and
champion; and
Achieving Bold Restaurant Development by driving market and franchise expansion with strong economics and value.
We look for director candidates that have the skills and experience necessary to help us achieve success with respect to
the four growth drivers and the Company’s implementation of its “Recipe for Growth.” As a result, the skills that our directors
possess are thoroughly considered to ensure that they align with the Company’s goals.
The following table describes key characteristics of the Company’s “Recipe for Growth” and indicates how the skills our
Board collectively possesses positively impacts the growth drivers:
Yum!’s Recipe for Growth Relevant Skills our Board Collectively Possesses
Talent Development. Experience building the
knowledge, skills, and abilities of employees and
helping them develop and achieve their potential
Growing Unrivaled Culture and Talent, by leveraging within an organization.
our culture and people capability to fuel brand
performance and franchise success Leadership Experience. Experience as executive officer
level business leader who demonstrates strong abilities
to motivate and manage others and to effectively
manage organizations.
Developing Unmatched Operating Capability, by Industry/Operations. Experience and understanding of

recruiting and equiping the best restaurant operators operational and strategic issues facing large restaurant
in the world to deliver great customer experiences or consumer service driven companies.
Marketing/Brand Management. Experience marketing

and managing well-known brands or the types of
Building Relevant, Easy and Distinctive Brands, by products and experiences we sell.
innovating and elevating iconic restaurant brands
people trust and champion Technology or Digital. Experience in leadership and
understanding of technology, digital platforms and new
media, data security, and data analytics.
Global Experience. Experience at multinational

Achieving Bold Restaurant Development, by companies or in international markets, which provides
useful business and cultural perspectives.
driving market and franchise expansion with
strong economics and value
Finance. Experience in Public company management
and financial stewardship.
In addition to our Recipe for Growth, in 2020 we launched our “Recipe for Good”, which focuses on three primary pillars:
Food, Planet and People. Guided by these pillars, we will strive to unlock potential in people and communities, grow
sustainably and continue to serve delicious food that people trust. By combining the guiding principles that underlie our

Recipe for Growth and our Recipe for Good into our “Recipe for Growth and Good”, we are confident that we will be even
more successful in unlocking our potential.
We believe that each of our directors has met the guidelines set forth in the Governance Principles. As noted in the director
biographies that follow in this section, our directors have experience, qualifications and skills across a wide range of public
and private companies, possessing a broad spectrum of experience both individually and collectively. In addition to the
information provided in the director biographies, our director nominees’ qualifications, experiences and skills are
summarized in the following matrix. This matrix is intended to provide a summary of our directors’ qualifications and should
not be considered to be a complete list of each nominee’s strengths and contributions to the Board.
Young-Scrivner
Graddick-Weir
Cavanagh
Domier
Connor
Cornell
Nelson
Gibbs
Stock
Alves
Skala
Barr
Experience/Background
Leadership Experience o o o o o o o o o o o o
Global Experience o o o o o o o o o o o o
Finance o o o o o o o o
Industry/Operations o o o o o o o o o o
Marketing/Brand management o o o o o o o o o
Talent Development o o o o o o o o
Technology or Digital o o o o o o
For a shareholder to submit a candidate for consideration by the Nominating and Governance Committee, a shareholder
must notify YUM’s Corporate Secretary, YUM! Brands, Inc., 1441 Gardiner Lane, Louisville, Kentucky 40213. The
recommendation must contain the information described on page 76.

Director Biographies
Paget L. Alves served as Chief Sales Officer of Sprint Corporation, a wireless and wireline communications
services provider, from January 2012 to September 2013 after serving as President of that company’s
Business Markets Group beginning in 2009. Mr. Alves currently serves on the boards of directors of Ariel
Investments LLC, Assurant, Inc., International Game Technology PLC and Synchrony Financial.
SPECIFIC QUALIFICATIONS, EXPERIENCE, SKILLS AND EXPERTISE:

Operating, finance and management experience, including as Chief Sales Officer of a
wireless and wireline communications company
Paget L. Alves
Global sales experience
Age 65
Public company directorship and committee experience
Director since 2016
Independent of Company
Former Chief Sales
Officer, Sprint
Corporation
Keith Barr is the Chief Executive Officer of InterContinental Hotels Group plc (IHG), a predominately
franchised, global organization that includes brands such as InterContinental Hotels & Resorts, Holiday Inn
Family and Crowne Plaza Hotels & Resorts. He has served in this role since July 2017. He served as Chief
Operating Officer of IHG from 2013 to July 2017 and prior to that, as Chief Executive Officer of IHG’s Greater
China business. Prior to this position, Mr. Barr served IHG in a number of senior positions in IHG’s Americas
and Asia, Middle East and Africa (AMEA) regions.

Keith Barr Operating and management experience, including as Chief Executive Officer of a franchised,
global operation
Age 49
Expertise in strategic planning, branding and corporate leadership
Director since 2020
Chief Executive
Officer,
InterContinental
Hotels Group plc
Michael J. Cavanagh is Senior Executive Vice President and Chief Financial Officer of Comcast
Corporation, a global media and technology company. He has held this position since July 2015. From July
2014 to May 2015 he served as Co-President and Co-Chief Operating Officer for The Carlyle Group, a
global investment firm, and he was also a member of the Executive Group and Management Committee of
The Carlyle Group. Prior to this, Mr. Cavanagh was the Co-Chief Executive Officer of the Corporate &
Investment Bank of JPMorgan Chase & Co. from 2012 until 2014. From 2010 to 2012, he was the Chief
Executive Officer of JPMorgan Chase & Co.’s Treasury & Securities Services business, one of the world’s
largest cash management providers and a leading global custodian. From 2004 to 2010, Mr. Cavanagh
was Chief Financial Officer of JPMorgan Chase & Co.
Michael J. Cavanagh
Age 54
Operating and management experience, including as Chief Financial Officer of a global
Director since 2012 media and technology company and president and Chief Operating Officer of a global
investment firm
Senior Executive Expertise in finance and strategic planning
Vice President and
Chief Financial Independent of Company
Officer, Comcast
Corporation
Christopher M. Connor served as Chairman and Chief Executive Officer of The Sherwin-Williams Company,
a global manufacturer of paint, architectural coatings, industrial finishes and associated supplies, until 2016.
Mr. Connor held a number of executive positions at Sherwin-Williams beginning in 1983. He served as
Chief Executive Officer from 1999 to 2015 and Chairman from 2000 to 2016. He currently serves on the
boards of Eaton Corporation plc and International Paper Company.

Operating and management experience, including as Chairman and CEO of a Fortune
500 company
Christopher M. Connor
Age 64 Expertise in marketing, human resources, talent development, public company executive
compensation, planning and operational and financial processes.
Director since 2017
Former
Chairman and Independent of Company
Chief Executive
Officer, The
Sherwin-Williams
Company
Brian C. Cornell joined the Yum! Brands Board in 2015 and has served as Non-Executive Chairman since
November 2018. Mr. Cornell is Chairman and Chief Executive Officer of Target Corporation, a general
merchandise retailer. He has held this position since August 2014. Mr. Cornell served as the Chief
Executive Officer of PepsiCo Americas Foods, a division of PepsiCo, Inc. from March 2012 to July 2014.
From April 2009 to January 2012, Mr. Cornell served as the Chief Executive Officer and President of Sam’s
Club, a division of Wal-Mart Stores, Inc. and as an Executive Vice President of Wal-Mart Stores, Inc. He
has been a Director of Target Corporation since 2014. He has previously served as a Director of Home
Depot, OfficeMax, Polaris Industries Inc., Centerplate, Inc. and Kirin-Tropicana, Inc.
Brian C. Cornell SPECIFIC QUALIFICATIONS, EXPERIENCE, SKILLS AND EXPERTISE:

Age 61 Operating and management experience, including as chairman and Chief Executive
Officer of a merchandise retailer
Director since 2015
Expertise in strategic planning, retail business, branding and corporate leadership
Chairman and Chief
Executive Officer, Public company directorship experience and committee experience
Target Corporation

Tanya L. Domier is Chief Executive Officer of Advantage Solutions, Inc., a North American provider of
outsourced sales, marketing and business solutions, and has served in that role since January 2013. Prior
to serving as Advantage Solutions’ CEO, Ms. Domier served as its President and Chief Operating Officer
from 2010 to 2013. Ms. Domier joined Advantage Solutions in 1990 from the J.M. Smucker Company and
has held a number of executive level roles in sales, marketing and promotions. Ms. Domier has served as
a director of Advantage Solutions since 2006 and currently also serves as a director of Nordstrom, Inc.

Operating and management experience as Chief Executive Officer
Tanya L. Domier
Age 54 Expertise in strategic planning, global commerce and corporate leadership
Director since 2018 Public company directorship and committee experience
Chief Executive
Officer, Advantage Independent of Company
Solutions, Inc.
David W. Gibbs is the current Chief Executive Officer of YUM. He has served in that position since January
2020. Prior to that, he served as President and Chief Operating Officer from August 2019 to December 2019,
as President, Chief Operating Officer and Chief Financial Officer from January 2019 to August 2019 and as
President and Chief Financial Officer from May 2016 to December 2018. Previously, Mr. Gibbs served as the
Chief Executive Officer of the Company’s Pizza Hut Division from January 2015 until April 2016 and was its
President from January 2014 through December 2014. Mr. Gibbs served as an independent director on the
board of Sally Beauty Holdings from March 2016 until January 2020.

David W. Gibbs Operational and global management experience, including as President, Chief Operating Officer
Age 56 and Chief Financial Officer of the Company
Director since 2019 Expertise in finance, strategic planning, global branding, franchising and corporate leadership
Chief Executive
Officer, Yum Brands,
Inc.

Mirian M. Graddick-Weir retired as Executive Vice President of Human Resources for Merck & Co., Inc., a
pharmaceutical company, in November, 2018. She had held that position since 2008. From 2006 until 2008,
she was Senior Vice President of Human Resources of Merck & Co., Inc. Prior to this position, she served
as Executive Vice President of Human Resources of AT&T Corp. from 2001 to 2006. Ms. Graddick-Weir
has served as a director of Booking Holdings, Inc. since June 2018.
Management experience, including as Executive Vice President of human resources for a

Mirian M. Graddick-Weir pharmaceutical company
Age 65 Expertise in global human resources, corporate governance and public company
compensation
Director since 2012
Retired Executive Independent of Company
Vice President Human
Resources,
Merck & Co., Inc.
Thomas C. Nelson is President and Chief Executive Officer of National Gypsum Company, a building
products manufacturer. He has held this position since 1999 and was elected Chairman of the Board in
January 2005. From 1995 to 1999, Mr. Nelson served as the Vice Chairman and Chief Financial Officer of
National Gypsum. Mr. Nelson previously worked for Morgan Stanley & Co. and in the United States
Defense Department as Assistant to the Secretary and was a White House Fellow. He serves as a director
of Atrium Health and was a director of Belk, Inc. from 2003 to 2015. Since January 2015, Mr. Nelson has
served as a director for the Federal Reserve Bank of Richmond.

Thomas C. Nelson
Operational and management experience, including as President and Chief Executive Officer
Age 57 of a building products manufacturer
Director since 2006 Senior government experience as Assistant to the Secretary of the United States Defense
Department and as a White House Fellow
Chairman, Chief Expertise in finance, strategic planning, business development and retail business
Executive Officer
and President, Public company directorship and committee experience
National Gypsum
Company

P. Justin Skala is the Chief Executive Officer of BMI Group, the largest manufacturer of flat and pitched
roofing and waterproofing solutions throughout Europe. He has served in that role since September 1,
2019. Prior to joining BMI Group, Mr. Skala served as Executive Vice President, Chief Growth and Strategy
Officer for the Colgate-Palmolive Company, from July 2018 until July 2019. From 2016 until 2018 he served
as Chief Operating Officer, North America, Europe, Africa/Eurasia and Global Sustainability for Colgate-
Palmolive Company. From 2013 to 2016 he was President of Colgate-North America and Global
Sustainability for Colgate-Palmolive Company. From 2010 to 2013 he was the President of Colgate - Latin
America. From 2007 to 2010, he was president of Colgate - Asia.
P. Justin Skala
Age 60 Global operating and management experience, including as Chief Executive Officer at a
large international manufacturer and as President of major divisions of a consumer products
Director since 2016 company
Chief Executive Expertise in branding, marketing, finance, sales, strategic planning and international
Officer, BMI Group business development
Elane B. Stock served as Group President of Kimberly-Clark International, a division of Kimberly-Clark

Corporation, a global consumer products company, from 2014 to 2016. From 2012 to 2014 she was the
Group President for Kimberly-Clark Professional. Prior to this role, Ms. Stock was the Chief Strategy Officer
of Kimberly-Clark Corporation. Earlier in her career, Ms. Stock was a partner at McKinsey & Company in
the U.S. and Ireland, where she was the Managing Director. Ms. Stock currently serves on the Board of
Equifax Inc. and Reckitt Benckiser.

Elane B. Stock Global operating and management experience, including as group president of a consumer
Age 55 products company
Expertise in branding, marketing, finance, sales, strategic planning and international
Director since 2014 business development
Former Public company directorship experience and committee experience
Group President,
Kimberly-Clark Independent of Company
International
Annie Young-Scrivner is the Chief Executive Officer of Godiva Chocolatier, Inc., a manufacturer of Belgian
chocolates and related products owned by Y•ld•z Holding. She has served in this role since September 2017.
Prior to joining Godiva in August 2017, Ms. Young-Scrivner was Executive Vice President, Global Digital &
Loyalty Development with Starbucks Corporation from 2015 until her departure in April 2017. At Starbucks,
Ms. Young-Scrivner also served as President, Teavana & Executive Vice President of Global Tea from 2014
to 2015, Global Chief Marketing Officer & President of Tazo Tea from 2009 to 2012, and President of Starbucks
Canada from 2012 to 2014. Prior to joining Starbucks, Ms. Young-Scrivner held senior leadership positions at
PepsiCo, Inc. in sales, marketing and general management, including her role as Region President of PepsiCo
Foods Greater China from 2006 to 2008. She has been a director of Tiffany & Co. since 2018, and has
previously served as a director of Macy’s, Inc.
Annie Young-Scrivber
Age 52 SPECIFIC QUALIFICATIONS, EXPERIENCE, SKILLS AND EXPERTISE:
Director since 2020 Operating and management experience, including as Chief Executive Officer of a global
chocolatier
Chief Executive Public company directorship and committee experience
Officer, Godiva
Chocolatier Independent of Company

If elected, we expect that all of the aforementioned nominees will serve as directors and hold office until the 2021 Annual
Meeting of Shareholders and until their respective successors have been elected and qualified.
Director Compensation
How are directors compensated?

Employee Directors. Employee directors do not receive additional compensation for serving on the Board of Directors.
Non-Employee Directors Annual Compensation. The annual compensation for each non-employee Director is summarized
in the table below. For 2019, each non-employee Director received an annual stock grant retainer with a fair market value
of $260,000. Directors may request to receive up to one-half of their stock retainer in cash. The request must be submitted
to the Chair of the Management Planning and Development Committee. Directors may also defer payment of their retainers
pursuant to the Directors Deferred Compensation Plan. Deferrals are invested in phantom Company stock and paid out in
shares of Company stock. Deferrals may not be made for less than two years
Chairman of the Board and Committee Chairperson Retainers. In recognition of their added duties, the Chairman of the
Board (Mr. Cornell in 2019) receives an additional $170,000 stock retainer annually and the Chairs of the Audit Committee
(Mr. Nelson in 2019), Management Planning and Development Committee (Mr. Connor in 2019) and the Nominating and
Governance Committee (Ms. Graddick-Weir in 2019) each receive an additional $25,000, $20,000 and $15,000 annual
stock retainer, respectively. These committee chairperson retainers were paid in February of 2019.
Initial Stock Grant upon Joining Board. Non-employee directors also receive a one-time stock grant with a fair market value
of $25,000 on the date of grant upon joining the Board, distribution of which is deferred until termination from the Board.
Matching Gifts. To further YUM’s support for charities, non-employee directors are able to participate in the YUM!
Brands, Inc. Matching Gifts Program on the same terms as members of YUM’s Global Leadership Team. Under this
program, the YUM! Brands Foundation will match up to $10,000 a year in contributions by the director to a charitable
institution approved by the YUM! Brands Foundation. At its discretion, the Foundation may match director contributions
exceeding $10,000.
Insurance. We also pay the premiums on directors’ and officers’ liability and business travel accident insurance policies.
The annual cost of this coverage was approximately $2 million. This is not included in the tables below as it is not considered
compensation to the directors.
In setting director compensation, the Company considers the significant amount of time that directors expend in fulfilling
their duties to the Company as well as the skill level required by the Company of members of the Board. The Board reviews
each element of director compensation at least every two years.
In November 2019, the Management Planning and Development Committee of the Board (“Committee”) benchmarked the
Company’s director compensation against director compensation from the Company’s Executive Peer Group discussed at
page 51. Data for this review was prepared for the Committee by its independent consultant, Meridian Compensation
Partners LLC. This data revealed that the Company’s total director compensation was at market median measured against
this benchmark, that the retainer paid to our Non-Executive Chairman is at market median and that the retainers paid to the
Chairpersons of the Audit Committee and the Management Planning and Development Committee were consistent with
market practice. The data also revealed that the retainer paid to the Chairperson of the Nominating and Governance
Committee was approximately $5,000 below market median. Based on this data, the Committee recommended no changes
to the annual amount paid to all non-employee Directors é„É q€ €ow Non-Executive Chairman. In addition, the retainer paid
to the Chairperson of the Nominating and Governance Committee was increased by $5,000 to $20,000 annually. The
retainers paid to the other committee chairpersons were not increased.

Fees Earned or Stock Option/SAR All Other

Paid in Cash Awards Awards Compensation Total
Name ($) ($)(1) ($)(2) ($) ($)
(a) (b) (c) (d) (e) (f)
Alves, Paget 270,000 260,000
Cavanagh, Michael 260,000 260,000
Connor, Christopher 273,333 273,333
Cornell, Brian 408,333 408,333
Domier, Tanya 260,000 260,000
Graddick-Weir, Mirian 270,000 270,000
Nelson, Thomas 285,000 285,000
Skala, Justin 260,000 260,000
Stock, Elane 260,000 260,000
Walter, Robert 303,333 293,333
(1) Amounts in column (c) represent the grant date fair value for annual stock retainer awards, Committee Chairperson retainer awards,
Non-Executive Chairman awards granted to directors in 2019 and charitable matching gifts. Retainer awards are pro-rated for partial
years of service.
(2) At December 31, 2019, the aggregate number of stock appreciation rights (“SARs”) awards outstanding for each non-employee
director was:
Name SARs
Alves, Paget
Cavanagh, Michael 18,531
Connor, Christopher
Cornell, Brian 6,491
Domier, Tanya
Graddick-Weir, Mirian 22,752
Nelson, Thomas 30,949
Skala, Justin 4,646

Stock, Elane 10,003
Walter, Robert 30,949

What are the Company’s policies and procedures with respect to related person
transactions?
Under the Company’s policies and procedures for the review of related person transactions the Nominating and Governance
Committee reviews related person transactions in which we are or will be a participant to determine if they are in the best
interests of our shareholders and the Company. Transactions, arrangements, or relationships or any series of similar
transactions, arrangements or relationships in which a related person had or will have a material interest and that exceed
$100,000 are subject to the Nominating and Governance committee’s review. Any member of the Nominating and
Governance Committee who is a related person with respect to a transaction under review may not participate in the
deliberation or vote respecting approval or ratification of the transaction.
Related persons are directors, director nominees, executive officers, holders of 5% or more of our voting stock and their
immediate family members. Immediate family members are spouses, parents, stepparents, children, stepchildren, siblings,
daughters-in-law, sons-in-law and any person, other than a tenant or domestic employee, who resides in the household of
a director, director nominee, executive officer or holder of 5% or more of our voting stock.
After its review, the Nominating and Governance Committee may approve or ratify the transaction. The related person
transaction policies and procedures provide that certain transactions are deemed to be pre-approved, even though they
exceed $100,000. Pre-approved transactions include employment of executive officers, director compensation, and
transactions with other companies if the aggregate amount of the transaction does not exceed the greater of $1 million or
2% of that other company’s total revenues and the related person is not an executive officer of that other company.
Does the Company require stock ownership by directors?
The Board believes that the number of shares of the Company’s common stock owned by each non-management director
is a personal decision; however, the Board strongly supports the position that non-management directors should own a
meaningful number of shares in the Company and expects that each non-management director will (i) own Company
common shares with a value of at least five times the annual Board retainer; (ii) accumulate those shares during the first
five years of the director’s service on the Board; and (iii) hold these shares at least until the director departs the Board. Each
director may sell enough shares to pay taxes in connection with the receipt of their retainer or the exercise of stock
appreciation rights and the ownership guideline will be adjusted to reflect the sale to pay taxes.
How much YUM stock do the directors own?

Stock ownership information for each director is shown in the table on page 34.
Does the Company have stock ownership guidelines for executives and senior
management?
The Committee has adopted formal stock ownership guidelines that set minimum expectations for executive and senior
management ownership. These guidelines are discussed on page 53.
The Company has maintained an ownership culture among its executive and senior managers since its formation.
Substantially all executive officers and members of senior management hold stock well in excess of the guidelines.
How Can Shareholders Nominate for the Board?

Director nominations for inclusion in YUM’s proxy materials (Proxy Access). Our bylaws permit a shareholder, or
group of up to 20 shareholders, owning continuously for at least three years shares of YUM stock representing an aggregate
of at least 3% of our outstanding shares, to nominate and include in YUM’s proxy materials director nominees constituting
up to 20% of YUM’s Board, provided that the shareholder(s) and nominee(s) satisfy the requirements in YUM’s bylaws.
Notice of proxy access director nominees for the 2021 Annual Meeting of Shareholders must be received by us no earlier
than November 4, 2020, and no later than December 4, 2020.

Director nominations to be brought before the 2021 Annual Meeting of Shareholders. Director nominations that a
shareholder intends to present at the 2021 Annual Meeting of Shareholders, other than through the proxy access procedures
described above, must have been received no later than February 13, 2021. These nominations must be submitted by a
shareholder in accordance with the requirements specified in YUM’s bylaws.
Where to send director nominations for the 2021 Annual Meeting of Shareholders. Director nominations brought by
shareholders must be delivered to YUM’s Corporate Secretary by mail at YUM! Brands, Inc., 1441 Gardiner Lane, Louisville,
Kentucky 40213 and received by YUM’s Corporate Secretary by the dates set forth above.
What is the Board’s leadership structure?
On November 16, 2018, Brian C. Cornell assumed the position of Non-Executive Chairman of the Board. He was preceded
in that position by Robert D. Walter, who had held that position since May 20, 2016. Applying our Corporate Governance
Principles, the Board determined that based on Mr. Cornell’s independence, it would not appoint a Lead Director when
Mr. Cornell became Non-Executive Chairman.
The Nominating and Governance Committee annually reviews the Board’s leadership structure and evaluates the
performance and effectiveness of the Board of Directors. The Board retains the authority to modify its leadership structure
in order to stay current with our Company’s circumstances and advance the best interests of the Company and its
shareholders as and when appropriate. The Board’s annual self-evaluation includes questions regarding the Board’s
opportunities for open communication and the effectiveness of executive sessions.
The Company’s Governance Principles provide that the Chief Executive Officer (“CEO”) may serve as Chairman of the
Board. These Principles also provide for an independent Lead Director, when the CEO is serving as Chairman. During
2019, our CEO did not serve as Chairman. Our Board believes that Board independence and oversight of management are
effectively maintained through a strong independent Chairman or Lead Director and through the Board’s composition,
committee system and policy of having regular executive sessions of non-employee directors, all of which are discussed
below. As Non-Executive Chairman, Mr. Cornell is responsible for supporting the CEO on corporate strategy along with
leadership development. Mr. Cornell also works with the CEO in setting the agenda and schedule for meetings of the Board,
in addition to performing the duties that would otherwise be performed by a Lead Director, as described below.
As CEO, Mr. Gibbs is responsible for leading the Company’s strategies, organization design, people development and
culture, and for providing the day-to-day leadership over operations.
To ensure effective independent oversight, the Board has adopted a number of governance practices discussed below.
What are the Company’s governance policies and ethical guidelines?
Board Committee Charters. The Audit, Management Planning and Development, and Nominating and Governance
Committees of the YUM Board of Directors operate pursuant to written charters. These charters were approved by the
Board of Directors and reflect certain best practices in corporate governance. These charters comply
with the requirements of the NYSE. Each charter is available on the Company's website at
https://investors.yum.com/governance/committee-composition-and-charters/.
Governance Principles. The Board of Directors has documented its corporate governance guidelines in the YUM!
Brands, Inc. Corporate Governance Principles. These guidelines are available on the Company’s website at
https://investors.yum.com/governance/governance-documents/.
Ethical Guidelines. YUM’s Global Code of Conduct was adopted to emphasize the Company’s commitment to the
highest standards of business conduct. The Code of Conduct also sets forth information and procedures for employees
to report misconduct, ethical or accounting concerns, or other violations of the Code of Conduct in a confidential manner.
The Code of Conduct applies to the Board of Directors and all employees of the Company, including the principal
executive officer, the principal financial officer and the principal accounting officer. Our directors and the senior-most
employees in the Company are required to regularly complete a conflicts of interest questionnaire and certify in writing
that they have read and understand the Code of Conduct. The Code of Conduct is available on the Company’s website
at https://investors.yum.com/governance/governance-documents/. The Company intends to post amendments to or
waivers from its Code (to the extent applicable to the Board of Directors or executive officers) on this website.

What other significant Board practices does the Company have?
Private Executive Sessions. Our non-management directors meet in executive session at each regular Board meeting.
The executive sessions are attended only by the non-management directors and are presided over by the Lead Director
or our Non-Executive Chairman, as applicable. Our independent directors meet in executive session at least once per
year.
Role of Lead Director. Our Governance Principles require the election, by the independent directors, of a Lead Director
when the CEO is also serving as Chairman.
The Board currently does not have a Lead Director, and the duties of the Lead Director are fulfilled by Mr. Cornell as Non-
Executive Chairman. Since Mr. Cornell is independent, the Board determined that it would not appoint a separate Lead
Director upon Mr. Cornell’s appointment as Non-Executive Chairman.
The Lead Director position is structured so that one independent Board member is empowered with sufficient authority to
ensure independent oversight of the Company and its management. The Lead Director position has no term limit and is
subject only to annual approval by the independent members of the Board. Based upon the recommendation of the
Nominating and Governance Committee, the Board has determined that the Lead Director, when appointed, is responsible
for:
(a) Presiding at all executive sessions of the Board and any other meeting of the Board at which the Chairman is not
present, and advising the Chairman and CEO of any decisions reached or suggestions made at any executive session,
(b) Approving in advance agendas and schedules for Board meetings and the information that is provided to directors,
(c) If requested by major shareholders, being available for consultations and direct communication,
(d) Serving as a liaison between the Chairman and the independent directors, and
(e) Calling special meetings of the independent directors.
Advance Materials. Information and data important to the directors’ understanding of the business or matters to be
considered at a Board or Board Committee meeting are, to the extent practical, distributed to the directors sufficiently in
advance of the meeting to allow careful review prior to the meeting.
Board and Committees’ Evaluations. The Board has an annual self-evaluation process that is led by the Nominating
and Governance Committee. This assessment focuses on the Board’s contribution to the Company and emphasizes those
areas in which the Board believes a better contribution could be made. As a part of this process, each Board member
completes an individual written questionnaire and a personal interview, the results of which are summarized and discussed
in an executive session. In addition, the Audit, Management Planning and Development and Nominating and Governance
Committees also each conduct similar annual self-evaluations.
Majority Voting Policy. Our Articles of Incorporation require majority voting for the election of directors in uncontested
elections. This means that director nominees in an uncontested election for directors must receive a number of votes “for”
his or her election in excess of the number of votes “against.” The Company’s Governance Principles further provide that
any incumbent director who does not receive a majority of “for” votes will promptly tender to the Board his or her
resignation from the Board. The resignation will specify that it is effective upon the Board’s acceptance of the resignation.
The Board will, through a process managed by the Nominating and Governance Committee and excluding the nominee
in question, accept or reject the resignation within 90 days after the Board receives the resignation. If the Board rejects
the resignation, the reason for the Board’s decision will be publicly disclosed.
What access do the Board and Board committees have to management

and to outside advisors?
Access to Management and Employees. Directors have full and unrestricted access to the management and employees
of the Company. Additionally, key members of management attend Board meetings to present information about the
results, plans and operations of the business within their areas of responsibility.
Access to Outside Advisors. The Board and its committees may retain counsel or consultants without obtaining the
approval of any officer of the Company in advance or otherwise. The Audit Committee has the sole authority to retain and
terminate the independent auditor. The Nominating and Governance Committee has the sole authority to retain search
firms to be used to identify director candidates. The Management Planning and Development Committee has the sole
authority to retain compensation consultants for advice on executive compensation matters.

What is the Board’s role in risk oversight?
The Board maintains overall responsibility for overseeing the Company’s risk management, including succession planning,
food safety and cybersecurity. In furtherance of its responsibility, the Board has delegated specific risk-related
responsibilities to the Audit Committee and to the Management Planning and Development Committee.
The Audit Committee engages in substantive discussions of risk management at its regular committee meetings held during
the year. At these meetings, it receives functional risk review reports covering significant areas of risk from senior managers
responsible for these functional areas, as well as receiving reports from the General Counsel and the Vice President, Internal
Audit. Our Vice President, Internal Audit reports directly to the Chairman of the Audit Committee and our Chief Financial
Officer (“CFO”). The Audit Committee also receives reports at each meeting regarding legal and regulatory risks from
management and meets in separate executive sessions with our independent auditors and our Vice President, Internal
Audit. The Audit Committee provides a summary to the full Board at each regular Board meeting of the risk area reviewed
together with any other risk related subjects discussed at the Audit Committee meeting.
In addition, our Management Planning and Development Committee considers the risks that may be implicated by our
compensation programs through a risk assessment conducted by management and reports its conclusions to the full Board.
What is the Board’s role in the Company’s global sustainability initiatives?
The Company has an integrated, Board and executive-level governance structure to oversee its global sustainability
initiatives. Oversight for environmental, social and governance issues ultimately resides with the Board of Directors. The
Board receives regular updates on these matters from management through the Audit Committee. At the operational level,
the Chief Communications and Public Affairs Officer is responsible for overseeing the global reputation of YUM and is
responsible for shaping the Citizenship and Sustainability Strategy, as approved by the Board, with the Vice President,
Government Relations and Citizenship & Sustainability.
Has the Company conducted a risk assessment of its compensation policies

and practices?
As stated in the Compensation Discussion and Analysis at page 35, the philosophy of our compensation programs is to
reward performance by designing pay programs that incorporate team and individual performance, and shareholder return;
emphasize long-term incentives; drive ownership mentality; and require executives to personally invest in Company stock.
In 2019, the Committee examined our compensation programs for all employees to determine whether they encourage
unnecessary or excessive risk taking. In conducting this review, each of our compensation practices and programs was
reviewed against the key risks facing the Company in the conduct of its business. Based on this review, the Committee
concluded our compensation policies and practices do not encourage our employees to take unreasonable or excessive
risks.
As part of this assessment, the Committee concluded the following policies and practices of the Company’s cash and equity
incentive programs serve to reduce the likelihood of excessive risk taking:
Our Compensation system is balanced, rewarding both short-term and long-term performance
Long-term Company performance is emphasized. The majority of incentive compensation for the top level employees is
associated with the long-term performance of the Company
Strong stock ownership guidelines in place for approximately 157 senior employees are enforced
The annual incentive and performance share plans both cap the level of performance over which no additional rewards
are paid, thereby mitigating any incentive to take unreasonable risk
The annual incentive target setting process is closely linked to the annual financial planning process and supports the
Company’s overall strategic plan, which is reviewed and approved by the Board

Compensation performance measures set for each Division are transparent and tied to multiple measurable factors, none
of which exceed a 50% weighting; measures are both apparent to shareholders and drivers of returns
The performance which determines employee rewards is closely monitored by the Audit Committee and the full Board
The Company has a recoupment (clawback) policy
How does the Board determine which directors are considered independent?
The Company’s Governance Principles, adopted by the Board, require that we meet the listing standards of the
NYSE. The full text of the Governance Principles can be found on the Company's website
(https://investors.yum.com/governance/governance-documents/).
Pursuant to the Governance Principles, the Board undertook its annual review of director independence. During this review,
the Board considered transactions and relationships between each director or any member of his or her immediate family
and the Company and its subsidiaries and affiliates. As provided in the Governance Principles, the purpose of this review
was to determine whether any such relationships or transactions were inconsistent with a determination that the director is
independent.
As a result of this review, the Board affirmatively determined that all of the directors are independent of the Company and
its management under NYSE rules, with the exception of David Gibbs and Greg Creed, who are not considered independent
directors because of their employment by the Company.
In determining that the other directors did not have a material relationship with the Company, the Board determined that
Messrs. Alves, Barr, Connor, Nelson, Skala and Walter and Mmes. Domier, Graddick-Weir, Stock and Young-Scrivner had
no other relationship with the Company other than their relationship as a director. The Board did note as discussed in the
next two paragraphs that Comcast Corporation and Target Corporation, which employ Mr. Cavanagh and Mr. Cornell,
respectively, each have a business relationship with the Company; however, as noted below, the Board determined that
these relationships were not material to either director, Comcast Corporation or Target Corporation, and therefore
determined that Mr. Cavanagh and Mr. Cornell were independent.
Brian C. Cornell is the Chairman and Chief Executive Officer of Target Corporation. During 2019, the Company received
approximately $10 million in license fees from Target Corporation in the normal course of business. Divisions of the
Company paid Target Corporation approximately $2 million in rebates in 2019. The Board determined that these payments
did not create a material relationship between the Company and Mr. Cornell or the Company and Target Corporation as the
payments represent far less than 2% of Target Corporation’s revenues. Furthermore, the licensing relationship between the
Company and Target Corporation was initially entered into before Mr. Cornell joined the Board or became employed by
Target Corporation. The Board determined that this relationship was not material to Mr. Cornell or Target Corporation.
Michael J. Cavanagh is the Senior Executive Vice President and Chief Financial Officer of Comcast Corporation. During
2019, the Company, its affiliates and their respective franchisees collectively paid approximately $42 million to affiliates of
Comcast for broadband services. In addition, U.S. brand advertising cooperatives, to which each of the Company’s brands
and their franchisees contribute funds to purchase media for advertising, purchased approximately $72 million in advertising
from affiliates of Comcast. The Board determined that these payments did not create a material relationship between the
Company and Mr. Cavanagh or the Company and Comcast Corporation as the payments represent far less than 2% of
Comcast Corporation’s revenues.

How do shareholders communicate with the Board?

Shareholders and other parties interested in communicating directly with individual directors, the non-management directors
as a group or the entire Board may do so by writing to the Nominating and Governance Committee, c/o Corporate Secretary,
YUM! Brands, Inc., 1441 Gardiner Lane, Louisville, Kentucky 40213. The Nominating and Governance Committee of the
Board has approved a process for handling letters received by the Company and addressed to individual directors, non-
management members of the Board or the Board. Under that process, the Corporate Secretary of the Company reviews all
such correspondence and regularly forwards to a designated individual member of the Nominating and Governance
Committee copies of all such correspondence (although we do not forward commercial correspondence and
correspondence duplicative in nature; however, we will retain duplicate correspondence and all duplicate correspondence
will be available for directors’ review upon their request) and a summary of all such correspondence. The designated director
of the Nominating and Governance Committee will forward correspondence directed to individual directors as he or she
deems appropriate. Directors may at any time review a log of all correspondence received by the Company that is addressed
to members of the Board and request copies of any such correspondence. Written correspondence from shareholders
relating to accounting, internal controls or auditing matters are immediately brought to the attention of the Company’s Audit
Committee Chair and to the internal audit department and handled in accordance with procedures established by the Audit
Committee with respect to such matters (described below). Correspondence from shareholders relating to Management
Planning and Development Committee matters are referred to the Chair of the Management Planning and Development
Committee.
What are the Company’s policies on reporting of concerns regarding

accounting?
The Audit Committee has established policies on reporting concerns regarding accounting and other matters in addition to
our policy on communicating with our non-management directors. Any person, whether or not an employee, who has a
concern about the conduct of the Company or any of our people, with respect to accounting, internal accounting controls
or auditing matters, may, in a confidential or anonymous manner, communicate that concern to our General Counsel, Scott
A. Catlett. If any person believes that he or she should communicate with our Audit Committee Chair, Thomas C. Nelson,
he or she may do so by writing him at c/o YUM! Brands, Inc., 1441 Gardiner Lane, Louisville, KY 40213. In addition, a
person who has such a concern about the conduct of the Company or any of our employees may discuss that concern on
a confidential or anonymous basis by contacting The Network at 1 (844) 418-4423. The Network is our designated external
contact for these issues and is authorized to contact the appropriate members of management and/or the Board of Directors
with respect to all concerns it receives. The full text of our Policy on Reporting of Concerns Regarding Accounting and Other
Matters is available on our website at https://investors.yum.com/governance/governance-documents/.

What are the Committees of the Board?

The Board of Directors has standing Audit, Management Planning and Development and Nominating and Governance
Committees.
Name of Committee Number of Meetings

and Members Functions of the Committee in Fiscal 2019
Audit: Possesses sole authority regarding the selection and retention of 7
Thomas C. Nelson, Chair independent auditors
Paget L. Alves Reviews and has oversight over the Company’s internal audit function
Tanya L. Domier Reviews and approves the cost and scope of audit and non-audit
P. Justin Skala services provided by the independent auditors
Elane B. Stock Reviews the independence, qualification and performance of the
Annie Young-Scrivner independent auditors
Reviews the adequacy of the Company’s internal systems of
accounting and financial control
Reviews the annual audited financial statements and results of the
audit with management and the independent auditors
Reviews the Company’s accounting and financial reporting principles
and practices including any significant changes
Advises the Board with respect to Company policies and procedures
regarding compliance with applicable laws and regulations and the
Company’s Worldwide Code of Conduct and Policy on Conflicts of
Interest
Discusses with management the Company’s policies with respect to
risk assessment and risk management. Further detail about the role of
the Audit Committee in risk assessment and risk management is
included in the section entitled “What is the Board’s role in risk
oversight?” set forth on page 21.
The Board of Directors has determined that all of the members of the Audit Committee are independent within the meaning
of applicable SEC regulations and the listing standards of the NYSE and that Mr. Nelson, the Chair of the Committee, is
qualified as an audit committee financial expert within the meaning of SEC regulations. The Board has also determined that
Mr. Nelson has accounting and related financial management expertise within the meaning of the listing standards of the
NYSE and that each member is financially literate within the meaning of the listing standards of the NYSE.

Management Planning Oversees the Company’s executive compensation plans and 4
and Development: programs and reviews and recommends changes to these plans and
Christopher M. Connor, Chair programs
Keith Barr Monitors the performance of the Chief Executive Officer and other
Michael J. Cavanagh senior executives in light of corporate goals set by the Committee
Brian C. Cornell Reviews and approves the compensation of the Chief Executive
Mirian M. Graddick-Weir Officer and other senior executive officers
Reviews management succession planning

The Board has determined that all of the members of the Management Planning and Development Committee are
independent within the meaning of the listing standards of the NYSE.

Nominating and Identifies and proposes to the Board suitable candidates for Board 4
Governance: membership
Mirian M. Graddick-Weir, Chair Advises the Board on matters of corporate governance
Michael J. Cavanagh Reviews and reassesses from time to time the adequacy of the
Brian C. Cornell Company’s Corporate Governance Principles
Thomas C. Nelson Receives comments from all directors and reports annually to the
Board with assessment of the Board’s performance
Prepares and supervises the Board’s annual review of director
independence
The Board has determined that all of the members of the Nominating and Governance Committee are independent within
the meaning of the listing standards of the NYSE.

MATTERS REQUIRING SHAREHOLDER ACTION
ITEM 1 Election of Directors (Item 1 on the Proxy

Card)
Who are this year’s nominees?
There are twelve (12) nominees recommended by the Nominating and Governance Committee of the Board of Directors for
election this year to hold office until the 2021 Annual Meeting and until their respective successors are elected and qualified.
Their biographies are provided above at pages 11 to 15. The biographies of each of the nominees contains information
regarding the person’s service as a director, business experience, public-company director positions held currently or at
any time during the last five years, information regarding involvement in certain legal or administrative proceedings, if
applicable, and the experiences, qualifications, attributes or skills that caused the Nominating and Governance Committee
and the Board to determine that the person should serve as a director for the Company. In addition to the information
presented above regarding each nominee’s specific experience, qualifications, attributes and skills that led our Board to the
conclusion that he or she should serve as a director, we also believe that all of our director nominees have a reputation for
integrity, honesty and adherence to high ethical standards. They each have demonstrated business acumen and an ability
to exercise sound judgment, as well as a commitment of service to YUM and our Board. Finally, we value their significant
experience on other public company boards of directors and board committees.
There are no family relationships among any of the directors and executive officers of the Company.
What is the recommendation of the Board of Directors?
The Board of Directors recommends that you vote FOR the election of these nominees.
What if a nominee is unwilling or unable to serve?

That is not expected to occur. If it does, proxies may be voted for a substitute nominated by the Board of Directors.
What vote is required to elect directors?

A nominee will be elected as a director if the number of “FOR” votes exceeds the number of “AGAINST” votes with respect
to his or her election.
Our policy regarding the election of directors can be found in our Governance Principles at
https://investors.yum.com/governance/governance-documents/ and at page 19 under “What other significant Board
practices does the Company have? Majority Voting Policy.”

ITEM 2 Ratification of Independent Auditors

(Item 2 on the Proxy Card)
A proposal to ratify the selection of KPMG LLP (“KPMG”) as our independent auditors for fiscal year 2020. The Audit
Committee of the Board of Directors has selected KPMG to audit our consolidated financial statements. During fiscal 2019,
KPMG served as our independent auditors and also provided other audit-related and non-audit services.
Will a representative of KPMG be present at the meeting?

Representatives of KPMG will attend the Annual Meeting and will have the opportunity to make a statement if they desire
and will be available to respond to appropriate questions from shareholders.
What vote is required to approve this proposal?

Approval of this proposal requires the affirmative vote of a majority of the shares present in person or represented by proxy
and entitled to vote at the Annual Meeting. If the selection of KPMG is not ratified, the Audit Committee will reconsider the
selection of independent auditors.
The Board of Directors recommends that you vote FOR approval of this proposal.
What were KPMG’s fees for audit and other services for fiscal years 2019 and
2018?
The following table presents fees for professional services rendered by KPMG for the audit of the Company’s annual
financial statements for 2019 and 2018, and fees billed for audit-related services, tax services and all other services
rendered by KPMG for 2019 and 2018.
2019 2018
Audit fees(1) $ 6,552,000 $ 5,456,000
Audit-related fees(2) $405,000 343,000
Tax fees(3) $223,000 563,000
All other fees 0
TOTAL FEES $ 7,180,000 $ 6,362,000
(1) Audit fees include fees for the audit of the annual consolidated financial statements, reviews of the interim condensed consolidated
financial statements included in the Company’s quarterly reports, audits of the effectiveness of the Company’s internal controls over
financial reporting, statutory audits and services rendered in connection with the Company’s securities offerings including comfort
letters and consents.
(2) Audit-related fees include fees associated with audits of financial statements and certain employee benefit plans, agreed upon
procedures and other attestations.
(3) Tax fees consist principally of fees for international tax compliance, tax audit assistance, as well as value added tax and other tax
advisory services.

What is the Company’s policy regarding the approval of audit and non-audit
services?
The Audit Committee has implemented a policy for the pre-approval of all audit and permitted non-audit services, including
tax services, proposed to be provided to the Company by its independent auditors. Under the policy, the Audit Committee
may approve engagements on a case-by-case basis or pre-approve engagements pursuant to the Audit Committee’s pre-
approval policy. The Audit Committee may delegate pre-approval authority to one of its independent members and has
currently delegated pre-approval authority up to certain amounts to its Chair.
Pre-approvals for services are granted at the January Audit Committee meeting each year. Any incremental audit or
permitted non-audit services which are expected to exceed the relevant budgetary guideline must subsequently be pre-
approved. In considering pre-approvals, the Audit Committee reviews a description of the scope of services falling within
pre-designated services and imposes specific budgetary guidelines. Pre-approvals of designated services are generally
effective for the succeeding 12 months.
The Corporate Controller monitors services provided by the independent auditors and overall compliance with the pre-
approval policy. The Corporate Controller reports periodically to the Audit Committee about the status of outstanding
engagements, including actual services provided and associated fees, and must promptly report any non-compliance with
the pre-approval policy to the Chair of the Audit Committee. The complete policy is available on the Company’s website at
https://investors.yum.com/governance/committee-composition-and-charters/.
ITEM 3 Advisory Vote on Executive Compensation

(Item 3 on the Proxy Card)
In accordance with SEC rules, we are asking shareholders to approve, on a non-binding basis, the compensation of the
Company’s Named Executive Officers as disclosed in this proxy statement.
Our Performance-Based Executive Compensation Program Attracts and Retains Strong

Leaders and Closely Aligns with Our Shareholders’ Interests
Our performance-based executive compensation program is designed to attract, reward and retain the talented leaders
necessary for our Company to succeed in the highly competitive market for talent, while maximizing shareholder returns.
This approach has made our management team a key driver in the Company’s strong performance over both the long- and
short-term. We believe that our compensation program has attracted and retained strong leaders, and is closely aligned
with the interests of our shareholders.
In deciding how to vote on this proposal, we urge you to read the Compensation Discussion and Analysis section of this
proxy statement, beginning on page 35, which discusses in detail how our compensation policies and procedures operate
and are designed to meet our compensation goals and how our Management Planning and Development Committee makes
compensation decisions under our programs.
Accordingly, we ask our shareholders to vote in favor of the following resolution at the Annual Meeting:
RESOLVED, that the shareholders approve, on an advisory basis, the compensation awarded to our Named Executive
Officers, as disclosed pursuant to SEC rules, including the Compensation Discussion and Analysis, the compensation
tables and related materials included in this proxy statement.


Approval of this proposal requires the affirmative vote of a majority of shares present in person or represented by proxy and
entitled to vote at the Annual Meeting. While this vote is advisory and non-binding on the Company, the Board of Directors
and the Management Planning and Development Committee will review the voting results and consider shareholder
concerns in their continuing evaluation of the Company’s compensation program. Unless the Board of Directors modifies
its policy on the frequency of this advisory vote, the next advisory vote on executive compensation will be held at the 2021
Annual Meeting of Shareholders.

The Board of Directors recommends that you vote FOR approval of this proposal.
ITEM 4 Shareholder Proposal Regarding Issuance

of Annual Reports on Efforts to Reduce
Deforestation (Item 4 on the Proxy Card)
SumOfUs on behalf of Mr. Keith Schnip, Ms. Lisa Haage and q½Æ Franciscan Sisters of Perpetual Adoration, has advised
us that it intends to present the following shareholder proposal at the Annual Meeting. We will furnish the address and share
ownership of the proponent upon request. In accordance with federal securities regulations, we have included the text of
the proposal and supporting statement exactly as submitted by the proponent. We are not responsible for the content of the
proposal or any inaccuracies it may contain.
Resolved: Shareholders request that Yum! Brands, Inc. (“YUM”) report annually to investors, at reasonable expense
and excluding proprietary information, on how the company is curtailing the impact on the Earth’s climate caused by
deforestation in YUM’s supply chain. The report should include quantitative metrics on supply chain impacts on
deforestation and progress on goals for reducing such impacts.
Supporting Statement:
YUM utilizes beef, soy, palm oil, and pulp/paper in its business: the leading drivers of deforestation globally. But YUM’s
limited action on deforestation sets the company behind peers like McDonald’s and exposes the company to significant
business risks, given the link between deforestation and climate change. These include supply chain unreliability, brand
damage, and failure to meet shifting consumer and market expectations.
A 2019 IPCC report that stated that “Agriculture, forestry and other types of land use account for 23% of human greenhouse
gas emissions” and urged the world to halt deforestation1. Six million people participated in global climate strikes in
September 2019, and consumers are increasingly making choices to reduce their environmental footprint. Yet YUM is still
sourcing from Cargill and JBS, the two companies most responsible for the Amazon fires2.
Deforestation has attracted significant attention from civil society, business and governments. Value chains that are illegally
engaged in deforestation are vulnerable to interruption with new regulations and enforcement. In the EU, regulators are
planning new laws that will require companies to demonstrate that goods they put on the EU market are not tainted with
deforestation or human rights abuses3.
The SCRIPT Soft Commodity Risk Platform scores YUM at 24 out of 100 due to lack of a strategy for addressing
deforestation, risk awareness, board oversight, traceability, and time-bound targets4. Where 4 policies have been adopted,
there is a lack of transparency on implementation or they are limited in scope. For example YUM does not disclose its palm
oil mill lists, which is an essential first step in verifying no deforestation or exploitation in its supply chain. Lack of
transparency erodes investor and consumer confidence.

Proponents believe meaningful indicators in a report like the one we request could include:
For key commodities that YUM sources such as palm oil, soy, beef, and pulp/paper, the proportion that can be traced
back to its source, and the proportion verified as not contributing to physical expansion into peatlands or forests using
High Carbon Stock Approach methods, and including the supply chain across all geographies;
Tracking these figures against an anticipated timeframe (as established by management) for meeting its sourcing goals
for each commodity consistent with the criteria above, including processes for verification, supplier non-compliance
protocols, supplier suspension procedures, and trackable grievance processes.
We urge shareholders to support this proposal.
_________________________________________
(1) https://www.ipcc.ch/2019/08/08/land-is-a-critical-resource_srccl/
(2) https://stories.mightyearth.org/amazonfires/index.html
(3) https://ec.europa.eu/environment/forests/eu_comm_2019.htm
(4) https://www.script.finance/tool/portfolio-risk/companies/973
What is the Company’s position regarding this proposal?

Management Statement in Opposition to Shareholder Proposal
Our Board of Directors unanimously recommends that stockholders vote AGAINST this proposal, as it would be duplicative
of efforts the Company has already undertaken. We have already established and disclosed policies and time-bound,
measurable goals for sourcing sustainable palm oil, soy, beef and fiber for paper packaging, the commodities specifically
mentioned in the proposal. Moreover, the Company currently has in place procedures designed to mitigate deforestation
risk and ensure that issues are identified and addressed in a timely manner.
Our approach to sustainability initiatives is guided by impact: we focus our efforts where we have the ability to influence
meaningful outcomes. Implementing this proposal would divert time and resources that the Company has determined would
be better used to support our strategy to target our sustainability efforts on areas that will provide the most meaningful
impact, without providing a significant corresponding benefit to the Company.
Sustainable sourcing, including minimizing deforestation risk, has been a significant priority for the Company in recent years
as our sustainability strategy has evolved. The Company understands the significance of deforestation as a critical issue
globally, and especially as the issue relates to several commodity supply chains. As a result, the Company pays significant
attention to this issue and makes available numerous related disclosures on the Company’s website, including its (i) Global
Citizenship & Sustainability Progress Update and Reports (these full-year sustainability and progress reports are produced
to disclose progress on an annual basis), (ii) CDP Climate, Water and Forest Reponses (produced on an annual basis), (iii)
Supplier Code of Conduct, (iv) Global Forest Stewardship Policy, and (v) Paper-Based Packaging Sourcing Policy. Each
of these reports and policies are available on the Company’s website at https://www.yum.com/citizenship.
Additional reporting on our deforestation policy would divert time, effort and resources away from the efforts that the
Company determined will allow for it to make the most meaningful impact. For this reason, and other reasons outlined
below, we believe that the request by the proponent is unnecessary and has the potential to divert resources with no
corresponding benefit to the Company, our customers, or our shareholders.
Why does the Company oppose the proposal?

Specifically related to the identification and communication of potential climate impact caused by deforestation, the
Company has the following in place:
Public statements, polices and goals on deforestation issues. The Company maintains a public website with policy
statements representing our informed views and opinions on industry-related issues. Notably, we have implemented
policies and set goals for sourcing sustainable palm oil, soy, beef and fiber for paper packaging that seek to mitigate the
impact of deforestation. Select policies include our:
Global Forest Stewardship Policy - focuses on four commodities that impact forests: palm oil, paper-based
packaging, beef, and soy. In the Global Forest Stewardship Policy, the company sets the following goals for itself
and its suppliers: (i) no development on High Conservation Value (HCV) landscape or High Carbon Stock (HCS)
forests; (ii) no development on peatlands, regardless of depth, and use of best management practices for existing
plantations on peat; (iii) compliance with country laws and regulations and the Company Supplier Code of Conduct;
and (iv) prevention and resolution of social and/or land conflicts consistent with the principle of free prior and

informed consent. The Company’s Global Forest Stewardship Policy also reiterates the Company’s adoption of the
New York Declaration on Forests (“NYDF”) as a central component of its forest policy (discussed below).
Paper-Based Packaging Sourcing Policy - provides the following sustainable sourcing principles designed to
guide packaging procurement decisions: (i) the Company does not purchase products made with fiber from illegal
or unwanted sources, including wood harvested from forests that have been converted to plantations or non-forest
use, wood from High Conservation Value forests (unless those forests are credibly certified), wood where the source
forest and species are unknown, wood harvested in a manner that violates human rights, and wood harvested in a
way that violates local or international laws; (ii) the Company gives preference to suppliers that are certified by the
Forest Stewardship Council (FSC), the Programme for the Endorsement of Forestry Certification (PEFC), or the
Sustainable Forestry Initiative (SFI); (iii) the Company will increase the amount of recycled content used in its paper-
based packaging; and (iv) the Company will work to ensure compliance with its policies. Collectively, these
principles guide the Company in prioritizing sustainable packaging.
Disclosed Goals - The 2018 Global Citizenship & Sustainability Progress Update sets forth various Company
supply chain goals and progress made towards achieving those goals, which include quantitative metrics. The
Company disclosed the following goals related to reducing the impact its supply chain has with respect to each of
the four commodities identified in the Proposal as the leading drivers of deforestation: beef, soy, palm oil and
pulp/paper:
(i) source 100% of palm oil used for cooking from responsible and sustainable sources by the end of 2018;
(ii) purchase 100% of paper-based packaging with fiber from responsibly managed forests and recycled sources by
the end of 2020;
(iii) eliminate deforestation from the production of agriculture commodities such as palm oil, soy, paper and beef
products no later than 2020;
(iv) halve the rate of loss of natural forest globally by 2020; and
(v) end natural forest loss by 2030.

Comprehensive voluntary disclosure on environmental sustainability issues. On a biennial basis, with updates
during intervening years, the Company publishes its Global Citizenship & Sustainability Report (discussed in more detail
below) at http://www.yum.com/citizenship. Included in the Report are the Company’s commitments in the material
sustainability areas of food, planet and people. Progress updates for these commitments, including goals related to the
minimization of forest risks, are included in the Report. In addition, the Company discloses its climate, water and forests
practices through CDP on an annual basis (discussed in more detail below).
2018 Global Citizenship & Sustainability Progress Update - A full-year sustainability report that discloses annual
progress, with indications throughout that decreasing the impact of deforestation in the Company’s supply chain is
recognized as a key priority for the Company. The update discloses that the Company participates in
comprehensive voluntary annual disclosures including CDP Climate, Forests, and Water (discussed in more detail
below), the Dow Jones Sustainability Index and the Roundtable on Sustainable Palm Oil (“RSPO”) Annual
Communication of Progress, and also that the Company continues to address the United Nations Sustainable
Development Goals including those on Responsible Consumption and Production and Climate Action. The most
recent Report disclosed that the Company increased its engagement in several key commodities and expanded its
deforestation commitments beyond palm and timber, to now include beef and soy. The report also highlighted that
in 2018 the Company endorsed the NYDF, which sets the private sector goals of (i) eliminating deforestation from
the production of agriculture commodities such as palm oil, soy, paper and beef products no later than 2020, (ii)
halving the rate of loss of natural forest globally by 2020, and (iii) ending natural forest loss by 2030. Within the
Company’s four primary supply chains, palm oil has a time-bound goal of 2018, while paper packaging, beef, and
soy all align with time-bound goals of 2020. The Company reports on its progress towards meeting these goals
annually in its CDP Forests Responses as well as in its annual Global Citizenship and Sustainability Progress
Report or Update.
CDP Reporting on the topics of Forests, Water, and Climate This contains detailed responses to CDP’s annual
questionnaires. The 2019 Forests CDP Response provides quantitative metrics specifically relating to the
procurement and use of timber and palm oil in the Company’s supply chain, including percentage of procurement
spend, percentage of revenue dependent on commodity, and consumption data. The Company disclosed in its
response that sustainable sourcing is one of the Company’s top material issues. In its 2019 Forests CDP Response,
the Company also disclosed two of its long-term sustainability objectives: (i) to design, build and operate restaurants
to be measurably more sustainable using green building standards to drive reductions in energy, GHG emissions,

STOCK OWNERSHIP INFORMATION
waste and water use and to report progress annually through CDP disclosures, and (ii) to reduce supply chain
impact on deforestation though objectives including the sourcing 100% of palm oil used for cooking and paper-
based packaging from responsible and sustainable sources.
Collaboration with industry groups. The Company’s palm oil and fiber policies and goals were developed in partnership
with the World Wildlife Fund (WWF), which provides companies with practical counsel around sustainable food sourcing.
The Company plans to take additional steps by continuing to engage with WWF and focus on the Brazil supply chain by
undertaking a landscape analysis and strategic implementation plan to deliver on its no deforestation commitments. In
the area of sustainable palm oil sourcing specifically, the Company is a member of RSPO and in 2019 reported its progress
through that organization for the first time.
Integrated, executive-level governance structure to oversee the Company’s global sustainability initiatives.
Oversight for environmental, social and governance (ESG) issues ultimately resides with the Yum! Brands Board of
Directors, briefed through its Audit Committee on a regular basis. At the operational level, the Chief Communications and
Public Affairs Officer oversees the global reputation of Yum! and is responsible for shaping the Citizenship and
Sustainability Strategy with the Vice President, Global Government Affairs & Sustainability.
Given the extensive efforts the Company is already making in reporting on its deforestation policy, additional reporting is
not prudent and would divert time, effort and resources away from our deforestation strategy. For this reason, and other
reasons outlined above, we believe that the request by the proponent is unnecessary, and has the potential to divert
resources with no corresponding benefit to the Company, our customers, or our shareholders.

Approval of this proposal requires the affirmative vote of a majority of the shares present in person or represented by proxy
and entitled to vote at the Annual Meeting.

The Board of Directors recommends that you vote AGAINST this proposal.

STOCK OWNERSHIP INFORMATION
Who are our largest shareholders?
This table shows ownership information for each YUM shareholder known to us to be the owner of 5% or more of YUM
common stock. This information is presented as of December 31, 2019, and is based on a stock ownership report on
Schedule 13G filed by such shareholders with the SEC and provided to us.
Number of Shares Percent

Name and Address of Beneficial Owner Beneficially Owned of Class
Blackrock Inc. 25,501,341(1) 8.40%
55 East 52nd Street
New York, NY 10055
The Vanguard Group 23,580,417(2) 7.79%
100 Vanguard Blvd.
Malvern, PA 19355
Magellan Asset Management Limited 20,434,152(3) 6.76%
19 Martin Place
Sydney, NSW, 2000, Australia
State Street Corporation 16,189,031(4) 5.35%
One Lincoln Street,
Boston, MA, 02111
(1) The filing indicates sole voting power for 22,699,630 shares, shared voting power for 0 shares, sole dispositive power for 25,501,341
shares and shared dispositive power for 0 shares.
(2) The filing indicates sole voting power for 466,263 shares, shared voting power for 132,471 shares, sole dispositive power of
23,007,088 shares and shared dispositive power for 573,329 shares.
(3) The filing indicates sole voting power for 17,454,842 shares, shared voting power for 0 shares, sole dispositive power for 20,434,152
shares and shared dispositive power for 0 shares.
(4) The filing indicates sole voting power for 0 shares, shared voting power for 14,313,055 shares, sole dispositive power for 0 shares
and shared dispositive power for 14,381,056 shares.
How much YUM common stock is owned by our directors and executive
officers?
This table shows the beneficial ownership of YUM common stock as of December 31, 2019 by
each of our directors,
each of the executive officers named in the Summary Compensation Table on page 56, and
all directors and executive officers as a group.
Unless we note otherwise, each of the following persons and their family members have sole voting and investment power
with respect to the shares of common stock beneficially owned by him or her. None of the persons in this table (nor the
Directors and executive officers as a group) holds in excess of one percent of the outstanding YUM common stock. Please
see table above setting forth information concerning beneficial ownership by holders of five percent or more of YUM’s
common stock. Directors and executive officers as a group, beneficially own approximately 0.72%.

EXECUTIVE COMPENSATION
The table shows the number of shares of common stock and common stock equivalents beneficially owned as of
December 31, 2019. Included are shares that could have been acquired within 60 days of December 31, 2019 through the
exercise of stock options, stock appreciation rights (“SARs”) or distributions from the Company’s deferred compensation
plans, together with additional underlying stock units as described in footnote (4) to the table. Under SEC rules, beneficial
ownership includes any shares as to which the individual has either sole or shared voting power or investment power and
also any shares that the individual has the right to acquire within 60 days through the exercise of any stock option or other
right.
Beneficial Ownership
Options/
Number SARs Additional
of Shares Exercisable Deferral Total Underlying
Beneficially within Plans Stock Beneficial Stock
Name Owned(1) 60 Days(2) Units(3) Ownership Units(4) Total
Greg Creed(5) 188,345 509,071 187,964 885,380 37,268 922,648
Paget Alves 3,235 3,235 6,272 9,507
Michael J. Cavanagh 10,000 4,622 14,622 23,725 38,347
Christopher Connor 7,786 7,786
Brian C. Cornell 452 1,633 2,085 15,674 17,759
Tanya Domier(5) 2,652 2,652 5,398 8,050
Mirian M. Graddick-Weir 5,767 5,767 27,052 32,819
Thomas C. Nelson 13,401 8,517 21,918 65,197 87,115
Justin Skala 2,150 1,176 3,326 9,891 13,217
Elane B. Stock 4,019 2,455 6,474 13,362 19,836
Robert D Walter(5) 112,284 8,517 120,801 53,582 174,383
David Gibbs 41,266 239,134 51,760 332,160 71,987 404,147
Christopher Turner 12,701 12,701
Anthony Lowings 46,394 112,439 1,668 160,501 240 160,741
Mark King 21,168 21,168
Tracy Skeans 6,282 41,925 22,893 71,100 1,147 72,247
All Directors and Executive
Officers as a Group (19
persons) 440,536 1,051,981 273,321 1,765,838 405,437 2,171,275
(1) Shares owned outright. These amounts include the following shares held pursuant to YUM’s 401(k) Plan as to which each named
person has sole voting power:
• Ms. Skeans, 2,542
• Mr. Lowings 1,034
• all executive officers as a group, 3,576 shares
(2) The amounts shown include beneficial ownership of shares that may be acquired within 60 days pursuant to SARs awarded under
our employee or director incentive compensation plans. For SARs, we report the shares that would be delivered upon exercise (which
is equal to the number of SARs multiplied by the difference between the fair market value of our common stock at year-end and the
exercise price divided by the fair market value of the stock).
(3) These amounts shown reflect units denominated as common stock equivalents held in deferred compensation accounts for each of
the named persons under our Director Deferred Compensation Plan or our Executive Income Deferral Program and include full value
awards. Amounts payable under these plans will be paid in shares of YUM common stock at termination of directorship/employment
or within 60 days, if so elected.
(4) The amounts shown include units denominated as common stock equivalents held in deferred compensation accounts which become
payable in shares of YUM common stock at a time (a) other than at termination of directorship/employment or (b) after 60 days and
which may be distributed as a lump sum or in installments.
(5) For Mr. Creed, 163,279 of these shares are held by a family LLC of which Mr. Creed is the manager. For Ms. Domier and Mr. Walter,
these shares are held in a trust.
DELINQUENT SECTION 16(a) REPORTS

Section 16(a) of the Securities Exchange Act of 1934, as amended, requires our directors, executive officers and persons
who own more than 10% of the outstanding shares of YUM common stock to file with the SEC reports of their ownership
and changes in their ownership of YUM common stock. Directors, executive officers and greater-than-ten percent
shareholders are also required to furnish YUM with copies of all ownership reports they file with the SEC. To our knowledge,

based solely on a review of the copies of such reports furnished to YUM and representations that no other reports were
required, all of our directors and executive officers complied with all Section 16(a) filing requirements during fiscal 2019.
Compensation Discussion and Analysis
This Compensation Discussion and Analysis (“CD&A”) describes our executive compensation philosophy and program, the
compensation decisions of the Management Planning and Development Committee (the “Committee”) for our named
executive officers (“NEOs”) and factors considered in making those decisions.
Table of Contents
I. Executive Summary ............................................................................................................................. 36

A.YUM 2019 Performance...................................................................................................................................... 36
B.Named Executive Officers................................................................................................................................... 37
C.Compensation Philosophy .................................................................................................................................. 37
D.Compensation Overview ..................................................................................................................................... 37
E.Relationship between Company Pay and Performance ..................................................................................... 38
II. Elements of Executive Compensation Program ............................................................................... 40
A.Base Salary ......................................................................................................................................................... 40
B.Annual Performance-Based Cash Bonuses........................................................................................................ 40
C.Long-Term Equity Performance-Based Incentives ............................................................................................. 42
III. 2019 Named Executive Officer Total Direct Compensation and Performance Summary ............. 43
IV. Retirement and Other Benefits ........................................................................................................... 48
V. How Compensation Decisions Are Made ......................................................................................... 49
VI. Compensation Policies and Practices............................................................................................. 52

I. Executive Summary
A. YUM 2019 Performance
In 2016 we launched a series of initiatives to transform the Company, centering on a new multi-year strategy to accelerate
growth, reduce volatility and increase capital returns to shareholders. As part of this strategy, we intended to own fewer
than 1,000 restaurants (to become at least 98% franchised), reduce annual capital expenditures and to improve our
efficiency by lowering general and administrative expenses as a percentage of system sales to 1.7%. As of the end of
2019, we have successfully achieved each of these transformation goals. In doing so, we have become a more focused,
more franchised and more efficient business, which we believe will allow us to accelerate growth and create significant long-
term value for our stakeholders. The completion of the transformation of Yum resulted in 2019 being a truly historic year for
our Company, as we generated over $50 billion in system sales and crossed the 50,000 restaurant mark.
Our successes in 2019 were possible because of our focus on four growth drivers, each a part of our “Recipe for Growth”,
which form the basis of the Company’s strategic plans to accelerate same-store sales growth and net-new restaurant
development around the world. The Company remains focused on building the world’s most loved, trusted and fastest
growing restaurant brands by: (i) growing Unrivaled Culture and Talent to leverage our culture and people capability to fuel
brand performance and franchise success; (ii) developing Unmatched Operating Capability, by recruiting and equipping the
best restaurant operators in the world to deliver great customer experiences; (iii) building Relevant, Easy and Distinctive
Brands, by innovating and elevating iconic restaurant brands people trust and champion; and (iv) achieving Bold Restaurant
Development, by driving market and franchise expansion with strong economics and value.
In 2019, in addition to accomplishing each of our transformation goals, our system sales grew 8% (excluding a 53rd week
in 2019), including same-store sales growth of 3%. We achieved net-new unit growth of 4%, increasing our system
restaurant count by 2,040 units. Our core operating profit (excluding a 53rd week in 2019) also increased approximately
11% during 2019 (see pages 27 and 31 in Item 7 of YUM’s Form 10-K for the fiscal year ended on December 31, 2019 for
a discussion of System Sales and Core Operating Profit excluding the impact of a 53rd week in 2019). These results provide
us with confidence that we are making meaningful progress towards our goal of building and strengthening our global KFC,
Pizza Hut and Taco Bell brands. The following performance highlights illustrate the Company’s success in 2019:
2019 Performance Highlights1
Development
Same-Store Sales Growth Net-New Unit Growth System Sales Growth2 Total Shareholder Return3
3% 4%
Total Net New Units:
8% 11.4%
2,040
(1) Note: All comparisons are versus the same period a year ago.
(2) System sales growth excludes the impact of foreign currency translation and a 53rd week in 2019. See pages 27 and 32 in Item 7 of
YUM’s Form 10-K for the fiscal year ended on December 31, 2019 for a description of system sales and a reconciliation of GAAP
Company sales to System sales.
(3) Total shareholder return is calculated as the growth in YUM share price from the beginning of 2019 until the year-end, and includes
assumed reinvestment of dividends.

B. Named Executive Officers

The Company’s NEOs for 2019 are as follows:
Name Title
Greg Creed(1) Retired Chief Executive Officer
David W. Gibbs(2) Chief Executive Officer, Former President, Chief Operating Officer and Chief Financial Officer
Chris Turner (3)
Chief Financial Officer
Tony Lowings Chief Executive Officer of KFC Division
(4)
Mark King Chief Executive Officer of Taco Bell Division
Tracy L. Skeans Chief Transformation and People Officer
(1) Mr. Creed retired from the role of Chief Executive Officer of Yum, effective December 31, 2019.
(2) Effective January 25, 2019, Mr. Gibbs was appointed Chief Operating Officer of the Company, in addition to his prior roles as
President and Chief Financial Officer. Effective August 8, 2019, Mr. Gibbs served as President and Chief Operating Officer of the
Company. Effective January 1, 2020, Mr. Gibbs was appointed as Chief Executive Officer of the Company.
(3) Mr. Turner was appointed Chief Financial Officer, effective August 8, 2019.
(4) Mr. King was appointed Chief Executive Officer of the Taco Bell Division, effective August 5, 2019.
C. Compensation Philosophy
The business performance of the Company is of the utmost importance in how our executives are compensated. Our
compensation program is designed to both support our long-term growth model and hold our executives accountable to
achieve key annual results year after year. YUM’s compensation philosophy for the NEOs is reviewed annually by the
Committee and has the following objectives:
Pay Element
Annual Long-Term Equity
Performance-Based Performance-
Objective Base Salary Cash Bonuses Based Incentives
Attract and retain the best talent to achieve superior
shareholder resultsTo be consistently better than our
competitors, we need to recruit and retain superior talent who are
able to drive superior results. We have structured our " " "
compensation programs to be competitive and to motivate and
reward high performers.
Reward performanceThe majority of NEO pay is performance
based and therefore at risk. We design pay programs that
incorporate team and individual performance goals that lead to " "
shareholder return.
Emphasize long-term value creationOur belief is simple: if we

create value for shareholders, then we share a portion of that
value with those responsible for the results.
"
Drive ownership mentalityWe require executives to invest in
the Company’s success by owning a substantial amount of
Company stock. "
D. Compensation Overview
2019 Compensation Highlights

In January of 2019, the Committee made the following decisions and took the following actions:
The Committee set our CEO target compensation levels at approximately the 60th percentile of our Executive Peer
Group (defined at page 51) for the CEO role, to better align with market compensation norms and internal peer equity,
as well as to reflect performance and his time in role;
The Committee set the equity mix for our NEOs’ long-term incentive awards at 50% stock appreciation rights (“SARs”)
and 50% performance share units (“PSUs”); and

The Committee certified that our 2016 PSU awards under our Performance Share Plan paid out at 200% of target in
2019 based on the Company’s Total Shareholder Return (“TSR”) at the 88th percentile, compared to the S&P 500, for
the 2016- 2018 performance cycle (see discussion of PSUs at page 43).
At our May 2019 Annual Meeting of Shareholders, shareholders approved our “Say on Pay” proposal in support of our
executive compensation program, with 95% of votes cast in favor of the proposal.
We continued our shareholder outreach program to better understand our investors’ opinions on our compensation
practices and respond to their questions. Committee and management team members from compensation, investor
relations and legal continued to be directly involved in engagement efforts during 2019 that served to reinforce our open
door policy. The efforts included contacting our largest 30 shareholders, representing ownership of approximately 50% of
our shares (discussed further on page 49).
Compensation Changes for 2020
Updated the Company’s Executive Peer Group. In August 2019, the Committee approved a revised peer group to be
used for NEO pay determinations beginning in 2020. The changes to the Executive Peer Group were made to better
align the size of the peer group companies with YUM, and to include companies in relevant industry sectors. Many of the
included companies have a global reach, multiple brands and a significant digital presence.
CEO Compensation. In August 2019 the Company announced that effective January 1, 2020, Mr. Gibbs would become
the Company’s CEO, following Mr. Creed’s retirement. As a result of this change, the Committee made significant
compensation changes to CEO pay for 2020, resulting in Mr. Gibbs’ compensation being set below the median of our
Executive Peer Group. These changes, described below on page 39, continue to reinforce the pay-for-performance
objective that our compensation programs have demonstrated for many years.
E. Relationship between Company Pay and Performance

To focus on both the short-term and long-term success of the Company, approximately 90% of our CEO’s target
compensation is “at-risk” pay, with the compensation paid based on Company results. If short-term and long-term financial
and operational target goals are not achieved, then performance-related compensation will decrease. If target goals are
exceeded, then performance-related compensation will increase. As demonstrated below, our target pay mix for our CEO
emphasizes our commitment to “at-risk” pay in order to tie pay to performance. For purposes of this section, our discussion
is limited to our CEO for 2019, Mr. Creed. Our other NEOs’ target compensation is subject to a substantially similar set of
considerations, which are discussed in Section III, 2019 Named Executive Officer Total Direct Compensation and
Performance Summary, found at pages 35 to 48 of this CD&A.
CEO Target Pay Mix - 2019
Base
10%
Annual
Bonus
18%
Long-Term
Equity Incentive
72%
At Risk
90%
CEO Total Direct Compensation

The Committee sets the CEO’s target for total direct compensation (base salary, annual cash bonus and annual long-term
incentive award value at grant date) every year to align appropriately with market data for our Executive Peer Group, taking
into account the CEO’s performance, time in role and other job-related factors. For 2016 and 2017, the Committee set the

CEO’s total compensation below the 50th percentile and for 2018, at the 50th percentile. In 2019 the Committee set the
CEO’s total compensation at approximately the 60th percentile. The progression in target total compensation reflects the
CEO’s growth in role and ongoing continued strong performance, as determined by the Committee. As demonstrated below,
the CEO’s actual total direct compensation was above target for the last three years, reflecting the Company’s above target
performance. For 2019, 63% of our CEO’s pay was in the form of long-term equity incentive compensation.
CEO Total Direct Compensation vs. Performance

2017 2018 2019
Adjusted Operating
Profit Growth/Core
Operating Profit
15% 11% 11%
Growth ex 53rd wk1
System Sales Growth2 4% 5% 8%
Total Shareholder
Return3
31% 14% 11%
($MM)
$16
$14
$12
$10
$8
$6
$4
$2
$0
2017 2018 2019
Base Bonus SARs PSUs
Target Total Direct Compensation
(1) Measures of results of operations for the purpose of evaluating performance against targets set under our YUM Leaders’ Bonus
Program included Adjusted Operating Profit Growth in 2017 and 2018 and Core Operating Profit excluding the impact of a 53rd week
in 2019.
(2) System sales growth excludes the impact of foreign currency translation and, for 2019, the impact of a 53rd week in 2019.
(3) Total shareholder return is calculated as the growth in YUM share price from the beginning of the respective year until the year-end,
adjusted for dividends paid.

II. Elements of Executive Compensation Program
Our annual executive compensation program has three primary pay components: base salary; annual performance-based
cash bonuses; and long-term equity performance-based incentives. We also offer retirement and other benefits.
Element Objective Form

Base salary Attract and retain high-caliber talent and provide a fixed level of cash Cash
compensation.
Annual Performance-Based Cash Motivate high performance and reward short-term Company, team and Cash
Bonuses individual performance.
Long-Term Equity Performance-Based Align the interests of executives with shareholders and emphasize long- SARs & PSUs
Incentives term results.
Retirement and Additional Benefits Provide for long-term retirement income and basic health and welfare Various
coverage.
A. Base Salary
We provide base salary to compensate our NEOs for their primary roles and responsibilities and to provide a stable level of
annual compensation. A NEO’s salary varies based on the role, level of responsibility, experience, individual performance,
potential and market value. Specific salary increases take into account these factors. The Committee reviews each NEO’s
salary and performance annually.
B. Annual Performance-Based Cash Bonuses

Our performance-based annual bonus program, the YUM Leaders’ Bonus Program, is a cash-based plan. The principal
purpose of the YUM Leaders’ Bonus Program is to motivate and reward short-term team and individual performance that
drives shareholder value.
The formula for calculating the performance-based annual bonus under the YUM Leaders’ Bonus Program is the product
of the following:
Target Bonus Team Performance Individual Performance Bonus Payout

Base Salary X Percentage X (0 200%) X (0 150%) = (0 300%)
Team Performance
In light of the Company’s transformation, which began in 2016 and continued throughout 2017, 2018 and 2019, the
Committee carefully considered our strategic direction to become a pure-play franchisor and established team performance
measures, targets and weights in January 2019 after receiving input and recommendations from management. The team
performance targets were also reviewed by the Committee to ensure that the goals support the Company’s overall strategic
objectives.
The performance targets were developed through the Company’s annual financial planning process, which takes into
account KFC, Pizza Hut and Taco Bell (each, a “Division”) growth strategies, historical performance, and the expected
future operating environment for each Division.
When setting targets for each specific team performance measure, the Company takes into account overall business goals
and structures the target to motivate achievement of desired performance consistent with our growth commitment to
shareholders. The performance targets are comparable to those we disclose to our investors and, when determined to be
appropriate by our Committee, may be slightly above or below disclosed guidance.
A leverage formula for each team performance measure magnifies the potential impact that performance above or below
the performance target will have on the calculation of the annual bonus. This leverage increases the payouts when targets
are exceeded and reduces payouts when performance is below target. There is a threshold level of performance for all
measures that must be met in order for any bonus to be paid. Additionally, all measures have a cap on the level of
performance over which no additional bonus will be paid regardless of performance above the cap.
The Committee may approve adjustments to Division targets or may exclude certain pre-established items from the financial
results used to determine the annual bonus when doing so is consistent with the objectives and intent at the time the targets
were originally set in order to focus executives on the fundamentals of the Company’s underlying business performance.

As part of the 2019 target-setting process the Committee decided that KFC, Pizza Hut, Taco Bell and/or YUM Operating
Profit growth performance for 2019 annual incentive purposes should be measured adjusting for certain factors that were
not considered indicative of underlying business performance for the year. These factors included amounts associated with
Special Items (as defined in our Form 10-K at page 30), the impacts of foreign currency translation and the benefit of a 53rd
week in 2019.
Detailed Breakdown of 2019 Team Performance

The team performance targets, actual results, weights and overall performance for each measure for our NEOs are outlined
below. The long-term drivers of value for YUM are profit growth, same-store sales growth and new store development.
Accordingly, the Committee approved these performance measures for the Company’s annual incentive plan and these
measures were included at both the corporate and divisional levels. For Divisions, the team performances are weighted
75% on Division operating measures and 25% on YUM team performance.
Team Performance
Earned Award
NEO Measures Target Actual as % of Target Weighting Final Team Performance
Creed Core 10.6% 11.1% 110 50% 55
Gibbs Operating
Turner Profit Growth
Skeans excluding 53rd
week 1
System Same- 2.6% 3.3% 149 25% 37

Store Sales
Growth
System Net 1,945 2,1912 200 25% 50
New Units
FINAL YUM 142
TEAM
FACTOR
Lowings Core 11.0% 12.8% 147 50% 74
Operating
Profit Growth
excluding 53rd
week 1
System Same- 3.0% 4.3% 200 25% 50
Store Sales
Growth
System Net 1,180 1,483 200 25% 50
New Units
Total Weighted 174
Team
Performance
KFC (75%)
Total Weighted 142
Team
Performance
YUM (25%)
FINAL KFC 166
TEAM
FACTOR
King Core 5.2% 5.9% 118 50% 59
Operating
Profit Growth
excluding 53rd
week 1
System Same- 3.0% 4.7% 183 25% 46
Store Sales
Growth

Team Performance
Earned Award
NEO Measures Target Actual as % of Target Weighting Final Team Performance
System Net 290 291 107 25% 27
New Units
Total Weighted 132
Team
Performance
KFC (75%)
Total Weighted 142
Team
Performance
YUM (25%)
FINAL TACO 135
BELL TEAM
FACTOR
(1) See pages 27 and 31 in Item 7 of YUM’s Form 10-K for the fiscal year ended on December 31, 2019 for a discussion of Core
Operating Profit excluding the impact of a 53rd week in 2019.
(2) Adjusted to reflect closures of 151 PH US units related to strategic franchisee workout agreements.
Individual Performance
Each NEO’s Individual Performance Factor is determined by the Committee based upon its subjective determination of the
NEO’s individual performance for the year, including consideration of specific objective individual performance goals set at
the beginning of the year.
C. Long-Term Equity Performance-Based Incentives

We provide performance-based long-term equity compensation to our NEOs to encourage long-term decision making that
creates shareholder value. To that end, we use vehicles that motivate and balance the tradeoffs between short-term and
long-term performance. Performance-based long-term equity compensation also serves as a retention tool.
Our NEOs are awarded long-term incentives annually based on the Committee’s subjective assessment of the following items for
each NEO (without assigning weight to any particular item):
Prior year individual and team performance
Expected contribution in future years
Consideration of the market value of the executive’s role compared with similar roles in our Executive Peer Group
Achievement of stock ownership guidelines
Equity Mix
Each year, the Committee reviews the mix of long-term incentives. For 2019, the Committee continued to choose SARs and PSU
awards because these equity vehicles focus and reward management for enhancing long-term shareholder value, thereby aligning
our NEOs with the interests of our shareholders.
At the beginning of 2019, the Committee determined a target grant value for each NEO and the split of that value between SARs
and PSU grants. For each NEO, the target grant value was split 50% SARs and 50% PSUs. For each NEO, the breakdown
between SARs award values and PSU award values can be found under the Summary Compensation Table, page 56 at columns
e and f.
Stock Appreciation Rights Awards

The Committee believes that SARs reward value-creation generated from sustained results. In 2019, we granted to each of our
NEOs (other than Messrs. Turner and King, who assumed their positions in August, after annual awards had been made) SARs
which have ten-year terms and vest over four years. The exercise price of each SAR award was based on the closing market price
of the underlying YUM common stock on the date of grant. Therefore, SAR awards will only have value if our NEOs are successful
in increasing the share price above the awards’ exercise price.

Performance Share Awards
Pursuant to the Performance Share Plan under our Long Term Incentive Plan (“LTIP”), we granted our NEOs (other than Messrs.
Turner and King, who assumed their positions in August, after annual awards had been made) PSU awards in 2019. PSU awards
are earned equally based on the Company’s 3-year average TSR relative to the companies in the S&P 500 Consumer
Discretionary Index and on compound annual 3-year growth of the Company’s Earnings Per Share (“EPS”). Incorporating TSR
and EPS supports the Company’s pay-for-performance philosophy while diversifying performance criteria by using measures not
used in the annual bonus plan and aligning our NEOs’ reward with the creation of shareholder value. If TSR is negative, payouts
may not exceed the target irrespective of the actual TSR percentile ranking of the Company. The target, threshold and maximum
number of shares that may be paid under these awards for each NEO are described at page 58.
For the performance period covering 2019 2021, each NEO (other than Messrs. Turner and King) will earn a percentage of his
or her target PSU award, with 50% of the payout based on the achieved TSR percentile ranking and the other 50% based on EPS
growth. Indicative payouts as a percentage of target are as set forth in the table below:
Threshold Target Maximum

TSR Percentile Ranking <30% 30% 50% 75%
Payout as % of Target 0% 35% 100% 200%
EPS Growth (3-year CAGR, ex foreign currency translation) <7% 7% 12% 17%
Payout as % of Target 0% 35% 100% 200%
Dividend equivalents will accrue during the performance period and will be distributed as additional shares but only in the same
proportion and at the same time as the original awards are earned. If no shares are earned, no dividend equivalents will be paid.
The awards are eligible for deferral under the Company’s Executive Income Deferral (“EID”) Program.
III. 2019 Named Executive Officer Total Direct Compensation and Performance
Summary
Below is a summary of each of our NEOs’ total direct compensation which includes base salary, annual cash bonus, and long-
term incentive awards and an overview of their 2019 performance relative to our annual and long-term incentive performance
goals. The process the Committee used to determine each officer’s 2019 compensation is described more fully in “How
Compensation Decisions Are Made” beginning on page 49.

CEO Compensation
Greg Creed
2019 Performance Summary

Our Board, under the leadership of the Committee Chair, approved Mr. Creed’s goals at the beginning of the year and
conducted a mid-year and year-end evaluation of his performance. These evaluations included a review of his leadership
pertaining to the achievement of his goals which included business results, leadership in the development and
implementation of Company strategies, and development of Company culture and talent.
The Committee determined that Mr. Creed’s overall performance for 2019 merited an individual factor of 130. This individual
factor was combined with YUM’s team factor of 142 (discussed at page 46) to calculate his annual cash bonus. This
determination was based on the Committee’s subjective assessment of Mr. Creed’s performance against his goals which
included the following items (without assigning a weight to any particular item):
YUM Core Operating Profit Growth (excluding a 53rd week in 2019) of approximately 11%
Worldwide system sales growth of 8% (excluding a 53rd week in 2019)
Above target net-new restaurant openings of 2,040; net unit growth of 4%
Successful completion of each of the Company’s transformation goals
Management of the Company during the final year of its transformation into a pure-play franchisor
Developing leadership, including promotion of David Gibbs to CEO and Artie Starrs to CEO of the Pizza Hut Division and
hiring Chris Turner as CFO and Mark King as CEO of the Taco Bell Division, as well as fostering customer-focused
employee culture
Exceptionally high employee engagement versus peer group in most recent employee survey
2019 Committee Decisions
In January, Mr. Creed’s compensation was adjusted as follows:
Base salary was increased to $1,300,000;
Annual cash bonus target percentage was increased to 185% of base salary; and
Grant value of long-term incentive equity awards was increased to $9,500,000, recognizing his performance in leading
the Company in implementing its Recipe for Growth, time in role and impact on the business.
These decisions positioned Mr. Creed’s total target compensation at approximately the 60th percentile of the Company’s
Executive Peer Group.
In November 2019, the Committee approved that following his retirement as CEO, Mr. Creed will provide ongoing services
to the Company throughout 2020, on a part-time basis. Mr. Creed will focus his efforts on educating our executives on
leading culture, mentoring senior leaders and advising Mr. Gibbs as he takes over the CEO role. In exchange for performing
these services, the Committee approved a base salary of $500,000 for 2020 and continued administrative support through
2022.

The graphics below illustrate Mr. Creed’s direct compensation:
CEO Awarded Compensation Mix CEO Total Direct Compensation
Total: $15,591,540
8.2%
Base $5,109,599
32.8%
Incentive Compensation
PSUs
Total Long-Term Equity

PSUs
Total Annual Compensation

28.5%
Bonus
$4,750,003
SARs
30.5%
Total Annual Cash

$4,439,630
Compensation
SARs Annual
Bonus
$1,292,308
Fixed
Salary
91.8%
Performance-based Compensation
Other NEO 2019 Total Direct Compensation
David W. Gibbs
President, Chief Operating Officer and Chief Financial Officer

The Committee determined Mr. Gibbs’ performance for the year merited a 130 individual performance factor. The
Committee recognized Mr. Gibbs’ performance as President, Chief Operating Officer and CFO of the Company, including,
driving YUM’s Core Operating Profit Growth (excluding a 53rd week in 2019) of 11%, worldwide system sales growth of 8%
(excluding a 53rd week in 2019), above target net-new unit growth of 4%, working with brand marketing teams to improve
brand building efforts, and in leading the achievement of the Company’s transformation strategy. Mr. Gibbs’ individual
performance factor was combined with a team factor of 142 (discussed at page 40) to calculate his annual cash bonus.
Effective January 1, 2020, the Board promoted Mr. Gibbs to Chief Executive Officer.

In January, Mr. Gibbs’ compensation was adjusted as follows:
Annual cash bonus target percentage increased to 130% of base salary; and
Grant value of long-term incentive equity awards was increased to $4,450,000 to better align with market compensation
norms and internal peer equity, as well as to reflect performance and time in role.
These decisions positioned Mr. Gibbs’ total direct compensation between the 50th and 75th percentile of the Executive Peer
Group (defined at page 51) for his position.
In addition, in connection with his appointment to the additional role of Chief Operating Officer, effective January 25, 2019,
Mr. Gibbs received a restricted stock unit grant with a grant date value of $5,000,000 and a scheduled vesting date of
February 11, 2024.

In November 2019, the Committee approved the following adjustments to Mr. Gibbs’ compensation for 2020, reflecting his
elevation to CEO effective January 1, 2020:
Annual cash bonus target was increased to 150% of base salary; and
Grant value of long-term incentive equity awards was increased to $7,000,000 in economic value, to better align with
market compensation norms for the CEO role, while reflecting newness in that position.
These decisions positioned Mr. Gibbs’ total 2020 direct compensation below the 50th percentile of the Company’s updated
2019 Executive Peer Group (defined at page 51) for the CEO position, to reflect his newness in role.
Chris Turner
Chief Financial Officer
Mr. Turner became the Company’s Chief Financial Officer effective August 8, 2019. The Committee determined that Mr.
Turner’s performance merited a 120 individual performance factor. The Committee recognized Mr. Turner’s leadership in
driving YUM’s Core Operating Profit Growth (excluding a 53rd week in 2019) of 11%, worldwide system sales growth of 8%
(excluding a 53rd week in 2019) and above target net-new unit growth of 4%. Mr. Turner’s individual factor was combined
with a team factor of 142 (discussed at page 40) to calculate his annual cash bonus.
The Committee did not set Mr. Turner’s compensation in January, as he did not become the Company’s CFO until August.
Pursuant to the terms of an offer letter dated June 19, 2019, Mr. Turner’s 2019 compensation was set as follows:
Base salary of $600,000;

Annual cash bonus target of 95% of base salary; and
Mr. Turner also received a $500,000 cash payment, a RSU award with a grant value of $1,500,000 (vesting 33% per year
over 3 years) in order to offset compensation earned by him and forfeited when he left his prior employer to join the
Company.
Mr. Turner’s 2019 total direct compensation was below the 25th percentile of the Executive Peer Group (defined at page
51) for his position.
In November, the Committee approved adjustments to Mr. Turner’s compensation for 2020 to better align with market
compensation norms and internal peer equity, as well as to reflect performance and time in role. The adjustments are as
follows:
Base salary was increased to $850,000;
Annual cash bonus target increased to 100% of base salary; and
Grant value of long-term incentive equity awards target set at $2,000,000 in economic value.
These adjustments positioned Mr. Turner’s total 2020 direct compensation at between the 25th and 50th percentile of the
Company’s updated 2019 Executive Peer Group (defined at page 51) for his position.

Tony Lowings
Chief Executive Officer, KFC Division

The Committee determined that Mr. Lowings’ performance merited a 140 individual performance factor. The Committee
recognized Mr. Lowings’ leadership in driving KFC’s worldwide system sales growth of 9% (excluding a 53rd week in 2019),
above target same-store sales growth of 4% and above target net-new unit growth of 7%. Mr. Lowings’ individual factor was
combined with a team factor of 166 (discussed at page 40) to calculate his annual cash bonus.

In January, Mr. Lowings’ compensation was adjusted as follows:
Base salary was set at $700,000;
Annual cash bonus target percentage increased to 90% of base salary; and
Grant value of long-term incentive equity awards was increased to $1,500,000 to reflect his promotion to CEO of KFC
and to better align with market compensation norms and internal peer equity.
These decisions positioned Mr. Lowings’ total direct compensation at between the 25th and 50th percentile of the Executive
Peer Group (defined at page 51) for his position.
Mr. Lowings also received a CEO Award SARs grant with an economic value of $1,000,000, recognizing his promotion to
CEO of the KFC Division and his successful performance in his prior role.
Mark King
Chief Executive Officer, Taco Bell Division
Mr. King became the Chief Executive Officer of the Company’s Taco Bell Division effective August 5, 2019. The Committee
determined that Mr. King’s performance merited a 120 individual performance factor. The Committee recognized Mr. King’s
leadership in driving Taco Bell’s worldwide system sales growth of 8% (excluding a 53rd week in 2019), above target same-
store sales growth of 5% and net-new unit growth of 4%. Mr. King’s individual factor was combined with a team factor of
135 (discussed at page 40) to calculate his annual cash bonus.
The Committee did not set Mr. King’s compensation in January, as he did not become the CEO of the Taco Bell Division
until August. Pursuant to the terms of an offer letter dated July 8, 2019, Mr. King’s 2019 compensation was set as follows:
Base salary of $900,000;

Annual cash bonus target of 100% of base salary; and
Mr. King also received the right to $1,500,000 in cash bonuses payable in equal installments of $500,000 upon completion
of 30-day, one-year and two-year service requirements, respectively. The first installment was earned during 2019. Mr.
King also received a RSU grant with a grant value of $2,500,000 (vesting 33% per year over 3 years) in order to offset
compensation earned by him at his prior employer and forfeited when he joined the Company.
Mr. King’s 2019 total direct compensation was between the 50th and 75th percentile of the Executive Peer Group (defined
at page 51) for his position.

Tracy L. Skeans
Chief Transformation and People Officer

The Committee determined that Ms. Skeans’ performance merited a 135 individual performance factor. The Committee
recognized Ms. Skeans for providing strategic leadership in the organizational transformation of the Company, as well as
her efforts in cultivating the Company’s culture and talent. Ms. Skeans’ individual factor was combined with a team factor of
142 (discussed at page 40) to calculate her annual cash bonus.

In January, Ms. Skeans’ compensation was adjusted as follows:
Annual cash bonus target percentage remained unchanged at 85% of base salary; and
Grant value of long-term incentive equity awards was increased to $2,000,000 to better align with market compensation
norms and internal peer equity, as well as to reflect performance and her time in role.
These decisions positioned Ms. Skeans’ total direct compensation at slightly above the 75th percentile of the Executive
Peer Group (defined at page 51) for her position.
In November, the Committee approved adjustments to Ms. Skeans’ compensation for 2020 to reflect certain additional and
non-traditional responsibilities of her role, including oversight of the Company’s public affairs, corporate communications
and food safety teams, as well as to reflect her performance and time in the role. The adjustments are as follows:
Annual cash bonus target increased to 90% of base salary; and
Grant value of long-term incentive equity awards was set at a target of $1,600,000 in economic value.
These decisions positioned Ms. Skeans’ total direct compensation at between the 50th and 75th percentile of the Company’s
updated 2019 Executive Peer Group (defined at page 51) for her position.
The Committee also approved a 2020 CEO Award SARs grant with an economic value of $500,000, recognizing her
leadership for accelerating diversity & inclusion initiatives, championing the use of repeatable models around the globe, and
developing and implementing talent and leadership programs that drove attraction, retention and best-in-class engagement
scores.
IV. Retirement and Other Benefits
Retirement Benefits
We offer several types of competitive retirement benefits.
The YUM! Brands Retirement Plan (“Retirement Plan”) is a broad-based qualified plan designed to provide a retirement
income based on years of service with the Company and average annual earnings. The plan is U.S.-based and was closed
to new entrants in 2001. Mr. Gibbs and Ms. Skeans are active participants in the Retirement Plan and Mr. Creed maintains
a balance in the Retirement Plan from the years that he was a participant.
For executives hired or re-hired after September 30, 2001, the Company implemented the Leadership Retirement Plan
(“LRP”). This is an unfunded, unsecured account-based retirement plan which allocates a percentage of pay to an account
payable to the executive following the later to occur of the executive’s separation of employment from the Company or
attainment of age 55. For 2019, Messrs. Turner and King were eligible for the LRP. Under the LRP, Messrs. Turner and
King received an annual allocation to their accounts equal to 4% of base salary and target bonus, and will receive an annual
earnings credit that is equivalent to the Moody’s Aa Corporate Bond Yield Average for maturities 20 years and above
(currently 3.13%) on the balance.

The Company provides retirement benefits for certain international employees through the Third Country National Plan
(“TCN”). The TCN is an unfunded, unsecured account-based retirement plan that provides an annual contribution between
7.5% and 15% of salary and target bonus and an annual earnings credit of 5% on the balance. The level of contribution is
based on the participants’ role and their home country retirement plan. Messrs. Creed and Lowings are the only NEOs who
participate in the TCN. Under this plan, Messrs. Creed and Lowings each receive an annual contribution equal to 15% of
base salary and target bonus and an annual earnings credit of 5%.
Benefits payable under these plans are described in more detail beginning on page 62.
Medical, Dental, Life Insurance and Disability Coverage

We also provide other benefits such as medical, dental, life insurance and disability coverage to each NEO through benefit
plans, which are also provided to all eligible U.S.-based salaried employees. Eligible employees can purchase additional
life, dependent life and accidental death and dismemberment coverage as part of their employee benefits package. Our
broad-based employee disability plan limits the annual benefit coverage to $300,000.
Perquisites
The Company provides very limited number of perquisites. The CEO and his spouse were required to use charter or
approved commercial aircraft for personal as well as business travel pursuant to the Company’s executive security program
established by the Board of Directors. Our program provides that upon the CEO reaching $200,000 in costs for his personal
use, any costs for personal aircraft use of above $200,000 will be reimbursed to the Company in accordance with the
requirements of the Federal Aviation Administration regulations. We do not provide tax gross-ups on the personal use of
the charter or approved commercial aircraft. For 2019, the incremental cost of Mr. Creed’s personal use of charter or
commercial aircraft was $55,375. In August 2019, this benefit was extended to Mr. Gibbs and his immediate family on a
prorated basis following the announcement that he would become the Company’s CEO in January 2020. For 2019, the
incremental cost of Mr. Gibbs’ personal use of charter or commercial aircraft was $45,618.
V. How Compensation Decisions Are Made
Shareholder Outreach, Engagement and 2019 Vote on NEO Compensation

At our 2019 Annual Meeting of Shareholders, 95% of votes cast on our annual advisory vote on NEO compensation were
in favor of our NEOs’ compensation program, as disclosed in our 2019 proxy statement. During 2019, we continued our
shareholder outreach program to better understand our investors’ opinions on our compensation practices and respond to
their questions. Committee members and management team members from compensation, investor relations and legal
continued to be directly involved in engagement efforts that served to reinforce our open door policy. The efforts included:
Contacting our largest 30 shareholders, representing ownership of approximately 50% of our shares
Dialogue with proxy advisory firms
Investor road shows and conferences
Presenting shareholder feedback to the Committee
Our annual engagement efforts allow many shareholders the opportunity to provide feedback. The Committee carefully
considers shareholder and advisor feedback, among other factors discussed in this CD&A, in making its compensation
decisions. Shareholder feedback, including the 2019 voting results on NEO compensation, has influenced and reinforced a
number of compensation design changes over the years, including:
Continued benchmarking of CEO compensation at near market median.
Moving to two performance metrics under our PSUs (TSR and EPS), beginning with PSU grants in 2017.
Changed PSU award metrics to include the Company’s 3-year average TSR relative to the companies in the S&P 500
Consumer Discretionary Index, rather than the average relative to the entire S&P 500.
The Company and the Committee appreciate the feedback from our shareholders and plan to continue these engagement
efforts.

Role of the Committee

Compensation decisions are ultimately made by the Committee using its judgment, focusing primarily on each NEO’s
performance against his financial and strategic objectives, qualitative factors and the Company’s overall performance. The
Committee considers the total compensation of each NEO and retains discretion to make decisions that are reflective of
overall business performance and each executive’s strategic contributions to the business. In making its compensation
decisions, the Committee typically follows the annual process described below:
COMMITTEE ANNUAL COMPENSATION PROCESS
Role of the Independent Consultant

The Committee’s charter states the Committee may retain outside compensation consultants, lawyers or other advisors.
The Committee retains an independent consultant, Meridian Compensation Partners, LLC (“Meridian”), to advise it on
certain compensation matters. The Committee has instructed Meridian that:
it is to act independently of management and at the direction of the Committee;
its ongoing engagement will be determined by the Committee;
it is to inform the Committee of relevant trends and regulatory developments;
it is to provide compensation comparisons based on information that is derived from comparable businesses of a similar
size to the Company for the NEOs; and
it is to assist the Committee in its determination of the annual compensation package for our CEO and other NEOs.
The Committee considered the following factors, among others, in determining that Meridian is independent of management
and its provision of services to the Committee did not give rise to a conflict of interest:
Meridian did not provide any services to the Company unrelated to executive compensation.
Meridian has no business or personal relationship with any member of the Committee or management.
Meridian’s partners and employees who provide services to the Committee are prohibited from owning YUM stock per
Meridian’s firm policy.
Comparator Compensation Data

Our Committee uses an evaluation of how our NEO target compensation levels compare to those of similarly situated
executives at companies that comprise our Executive Peer Group (defined below) as one of the factors in setting executive

compensation. The Executive Peer Group is made up of retail, hospitality, food, nondurable consumer goods companies,
specialty eatery and quick service restaurants, as these represent the sectors with which the Company is most likely to
compete for executive talent. The companies selected from these sectors must also be reflective of the overall market
characteristics of our executive talent market, relative leadership position in their sector, size as measured by revenues,
complexity of their business, and in many cases global reach.
Executive Peer Group

The Committee established the peer group of companies (the “Executive Peer Group”) that was used for 2019 pay
determinations for all NEOs at the end of 2016, for NEO pay determinations beginning in 2017. The composition of the
Executive Peer Group was updated at that time to allow for more relevant comparisons following the separation of Yum
China Holdings, Inc. in October 2016, given the reduced size of the Company and the current complexities of its business.
The Executive Peer Group used for 2019 pay determinations for all NEOs is comprised of the following companies:
The Sherwin-Williams
AutoZone Inc. Domino’s Pizza, Inc. General Mills, Inc. L. Brands Inc.
Company
Dr. Pepper Snapple

Bloomin’ Brands, Inc. Hershey Co. Marriott Int’l, Inc. VF Corp.
Group, Inc.
Hilton Worldwide
Brinker Int’l, Inc. Estee Lauder Cos, Inc. McDonald’s Corporation Wendy’s Co.
Holdings
Colgate Palmolive Wyndham Worldwide

Foot Locker, Inc. Hyatt Hotels Corp. Mondelez Int’l., Inc.
Company Corp.
Penske Automotive
Darden Restaurants, Inc. Gap, Inc. Kimberly-Clark Corp.
Group, Inc.
At the time the benchmarking analysis was prepared, the Executive Peer Group’s median annual revenues were $9.3 billion,
while YUM annual revenues were estimated at $14.4 billion (calculated as described below).
For companies with significant franchise operations, measuring size can be complex. Management responsibilities
encompass more than just the revenues and operations directly owned and operated by the company. There are
responsibilities for managing the relationships, arrangements, and overall scope of the franchising enterprise, in particular,
managing product introductions, specifications and supply, marketing, promoting new unit development, and customer
satisfaction and overall operations improvements across the entire franchise system. Accordingly, in calibrating the size of
our organization and underlying operating divisions during the 2017 benchmarking process, our philosophy was to add 25%
of franchisee and licensee sales to the Company’s sales to establish an appropriate revenue benchmark. The reason for
this approach was twofold:
Market-competitive compensation opportunities are related to scope of responsibility, often measured by company size,
i.e., revenues; and
Scope of responsibility for a franchising organization lies between corporate-reported revenues and system wide sales.
We believe this approach is measured and reasoned in its approach to calibrating market competitive compensation
opportunities without using organizations unduly larger than the Company. The Executive Peer Group was used by the
Committee in making its January 2019 compensation decisions for our NEOs.
The Committee periodically reviews the peer group to ensure it reflects desired comparisons and appropriate size range.
In August 2019, the Committee approved a revised peer group to be used for NEO pay determinations beginning in 2020.
The changes to the Executive Peer Group were made to better align the size of the peer group companies with YUM, and
include companies in relevant industry sectors. Many of these companies have a global reach and multiple brands. The
Executive Peer Group used for 2020 pay determinations (including those made in November 2019 for Messrs. Gibbs and
Turner and Ms. Skeans) for all NEOs is comprised of the following companies:

Chipotle Mexican Grill, Inc. Gap, Inc. Keurig Dr Pepper McDonald’s Corporation Starbucks Corporation
Colgate-Palmolive
General Mills, Inc. Kimberly-Clark Corp. Mondelez Int’l., Inc. V.F. Corp.
Company
Ralph Lauren Wyndham Worldwide,

Darden Restaurants, Inc. Hertz Global Holdings, Inc. L Brands, Inc.
Corporation Inc.
Restaurant Brands
Domino’s Pizza, Inc. Hilton Worldwide Holdings Lululemon Athletica
International Inc.
The Sherwin-Williams
Estée Lauder Cos, Inc. Kellogg Company Marriott Int’l., Inc.
Company
At the time the benchmarking analysis was prepared in August 2019, the revised Executive Peer Group’s median annual
revenues were $13.2 billion, while YUM equivalent annual revenues were estimated at $13.8 billion (calculated as described
above).
Competitive Positioning and Setting Compensation

At the beginning of 2019, the Committee considered Executive Peer Group compensation data as a frame of reference for
establishing compensation targets for base salary, annual bonus and long-term incentives for each NEO. In making
compensation decisions, the Committee considers market data for comparable positions to each of our NEO roles. The
Committee reviews market data and makes a decision for each NEO, most often in a range around market median for each
element of compensation, including base salary, target bonus and long-term incentive target. In addition to the market data,
the Committee takes into account the role, level of responsibility, experience, individual performance and potential of each
NEO. The Committee reviews the NEOs’ compensation and performance annually.
VI. Compensation Policies and Practices

Below are compensation and governance best practices we employ that provide a foundation for our pay-for-performance
program and align our program with Company and shareholder interests.
We Do We Don’t Do
" Have an independent compensation committee (Management ü Employment agreements
Planning & Development Committee), which oversees the
Company’s compensation policies and strategic direction
" Directly link Company performance to pay outcomes ü Re-pricing of SARs
" Have executive ownership guidelines that are reviewed ü Grants of SARs with exercise price less than fair market
annually against Company guidelines value of common stock on date of grant
" Have a “clawback” policy under which the Company may ü Permit executives to hedge or pledge Company stock
recoup compensation if executive’s conduct results in
significant financial or reputational harm to Company
" Make a substantial portion of NEO target pay “at risk” ü Payment of dividends or dividend equivalents on PSUs
unless or until they vest
" Have double-trigger vesting of equity awards upon a change in ü Excise tax gross-ups upon change in control
control
" Utilize an independent Compensation Consultant ü Excessive executive perquisites, such as country club
memberships
" Incorporate comprehensive risk mitigation into plan design
" Periodically review our Executive Peer Group to align
appropriately with Company size and complexity
" Evaluate CEO and executive succession plans
" Conduct annual shareholder engagement program to obtain
feedback from shareholders for consideration in annual
compensation program design

YUM’s Executive Stock Ownership Guidelines

The Committee has established stock ownership guidelines for approximately 157 of our senior employees, including the
NEOs. If a NEO or other executive does not meet his or her ownership guidelines, he or she is not eligible for a long-term
equity incentive award. In 2019, all NEOs and all other employees subject to guidelines met or exceeded their ownership
guidelines.
NEO Ownership Guidelines Shares Owned(1) Value of Shares(2) Multiple of Salary
Creed 7x base salary 776,350 $78,201,736 60.2
Gibbs 3x base salary 298,473 $30,065,185 30.1
Turner (3) 3x base salary 0 $0 0
Lowings 3x base salary 160,741 $16,191,441 23.1
King (3)
3x base salary 0 $0 0
Skeans 2x base salary 50,882 $ 5,125,344 7.2
(1) Calculated as of December 31, 2019 and represents shares beneficially owned outright, shares underlying vested in-the-money
SARs, and all RSUs awarded under the Company’s EID Program.
(2) Based on YUM closing stock price of $100.73 as of December 31, 2019.
(3) Messrs. Turner and King were not subject to the Ownership Guidelines in 2019 on account of it being their first year with the Company.
In 2020, Messrs. Turner and King will be subject to the guidelines.

Payments upon Termination of Employment

The Company does not have agreements with its executives concerning payments upon termination of employment except
in the case of a change in control of the Company. The Committee believes these are appropriate agreements for retaining
NEOs and other executive officers to preserve shareholder value in case of a potential change in control. The Committee
periodically reviews these agreements and other aspects of the Company’s change-in-control program.
The Company’s change-in-control agreements, in general, entitle executives who are direct reports to our CEO and are
terminated other than for cause within two years of the change in control, to receive a benefit of two times salary and bonus.
The terms of these change-in-control agreements are described beginning on page 68.
The Company does not provide tax gross-ups for executives, including the NEOs, for any excise tax due under Section 4999
of the Internal Revenue Code and has implemented a “best net after-tax” approach to address any potential excise tax
imposed on executives. If any excise tax is due, the Company will not make a gross-up payment, but instead will reduce
payments to an executive if the reduction will provide the NEO the best net after-tax result. If full payment to a NEO will
result in the best net after-tax result, the full amount will be paid, but the NEO will be solely responsible for any potential
excise tax payment. Also, the Company has implemented “double trigger” vesting for equity awards, pursuant to which
outstanding awards will fully and immediately vest only if the executive is employed on the date of a change in control of
the Company and is involuntarily terminated (other than by the Company for cause) on or within two years following the
change in control.
In case of retirement, the Company provides retirement benefits described above, life insurance benefits (to employees
eligible under the Retirement Plan), the continued ability to exercise vested SARs and to vest in SARs granted at least one
year prior to retirement, and the ability to vest in performance share awards on a pro-rata basis.
With respect to consideration of how these benefits fit into the overall compensation policy, the change-in-control benefits
are reviewed from time to time by the Committee for competitiveness. The Committee believes the benefits provided in case
of a change in control are appropriate, support shareholder interests and are consistent with the policy of attracting and
retaining highly qualified employees.
YUM’s SARs Granting Practices

Historically, we have made SARs grants annually at the Committee’s January meeting. This meeting date is set by the
Board of Directors more than six months prior to the actual meeting. The Committee sets the annual grant date as the
second business day after our fourth quarter earnings release. The exercise price of these awards is set as the closing price
on the date of grants. We make grants at the same time other elements of annual compensation are determined so that we
can consider all elements of compensation in making the grants. We do not backdate or make grants retroactively. In
addition, we do not time such grants in coordination with our possession or release of material, non-public or other
information. All equity awards are granted under our shareholder approved LTIP.
Grants may also be made on other dates the Board of Directors meets. These grants generally are CEO Awards, which are
awards to individual employees (subject to Committee approval) in recognition of superlative performance and extraordinary
impact on business results.
Management recommends the awards be made pursuant to our LTIP to the Committee, however, the Committee
determines whether and to whom it will issue grants and determines the amount of the grant. The Board of Directors has
delegated to our CEO and our Chief People Officer, the ability to make grants to employees who are not executive officers
and whose grant is less than approximately 30,000 SARs annually. In the case of these grants, the Committee sets all the
terms of each award, except the actual number of SARs, which is determined by our CEO and our Chief People Officer
pursuant to guidelines approved by the Committee in January of each year.
Limits on Future Severance Agreement Policy

The Committee has adopted a policy to limit future severance agreements with our NEOs and our other executives. The
policy requires the Company to seek shareholder approval for future severance payments to a NEO if such payments would
exceed 2.99 times the sum of (a) the NEO’s annual base salary as in effect immediately prior to termination of employment;
and (b) the highest annual bonus awarded to the NEO by the Company in any of the Company’s three full fiscal years
immediately preceding the fiscal year in which termination of employment occurs or, if higher, the executive’s target bonus.
Certain types of payments are excluded from this policy, such as amounts payable under arrangements that apply to classes
of employees other than the NEOs or that predate the implementation of the policy, as well as any payment the Committee
determines is a reasonable settlement of a claim that could be made by the NEO.

Compensation Recovery Policy

Pursuant to the Company’s Compensation Recovery Policy (i.e., “clawback”), the Committee may require executive officers
(including the NEOs) to return compensation paid or may cancel any award or bonuses not yet vested or earned if the
executive officers engaged in misconduct or violation of Company policy that resulted in significant financial or reputational
harm or violation of Company policy, or contributed to the use of inaccurate metrics in the calculation of incentive
compensation. Under this policy, when the Board determines that recovery of compensation is appropriate, the Company
could require repayment of all or a portion of any bonus, incentive payment, equity-based award or other compensation,
and cancellation of an award or bonus to the fullest extent permitted by law.
Hedging and Pledging of Company Stock

Under our Code of Conduct, no employee or director is permitted to engage in securities transactions that would allow them
either to insulate themselves from, or profit from, a decline in the Company stock price. Similarly, no employee or director
may enter into hedging transactions in the Company’s stock. Such transactions include (without limitation) short sales as
well as any hedging transactions in derivative securities (e.g. puts, calls, swaps, or collars) or other speculative transactions
related to YUM’s stock. Pledging of Company stock is also prohibited.
Deductibility of Executive Compensation
The provisions of Section 162(m) of the Internal Revenue code limit the deductibility of all annual compensation in excess
of $1 million paid to certain executive officers. An exception for performance-based compensation applies with respect to
compensation that is subject to a transition rule because it is paid pursuant to a binding contract that was in place on
November 2, 2017 and not materially modified after that date. The Committee believes that the pre-2018 SARs, RSU and
PSU awards satisfy the requirements for exemption under Internal Revenue Code Section 162(m). The Committee believes
that shareholder interests are best served if its discretion and flexibility in awarding compensation is not restricted, even
though some compensation awards will result in non-deductible compensation expenses. Therefore, the Committee has
approved salaries and other awards for executive officers that were not fully deductible because of Section 162(m) and
expects in the future to approve additional compensation that is not deductible for income tax purposes.
Management Planning and Development Committee Report

The Management Planning and Development Committee of the Board of Directors reports that it has reviewed and
discussed with management the section of this proxy statement titled “Compensation Discussion and Analysis” and, on the
basis of that review and discussion, recommended to the Board that the section be incorporated by reference into the
Company’s Annual Report on Form 10-K and included in this proxy statement.
THE MANAGEMENT PLANNING AND DEVELOPMENT COMMITTEE
Christopher M. Connor, Chair

Keith Barr
Michael J. Cavanagh
Brian C. Cornell
Mirian M. Graddick-Weir

The following tables provide information on the compensation of the Named Executive Officers (“NEOs”) for our 2019 fiscal
year. The Company’s NEOs are our Chief Executive Officer, both individuals who served as Chief Financial Officer during
the year and our three other most highly compensated executive officers for our 2019 fiscal year determined in accordance
with SEC rules.
Summary Compensation Table

Change in
Pension
Value and
Nonqualified
Option/ Non-Equity Deferred
Stock SAR Incentive Plan Compensation All Other
Name and Salary Bonus Awards Awards Compensation Earnings Compensation Total
Principal Position Year ($)(1) ($)(2) ($)(3) ($)(4)
($) (5)
($)(6)
($)(7) ($)
(a) (b) (c) (d) (e) (f) (g) (h) (i)
Greg Creed 2019 1,292,308 5,109,599 4,750,003 4,439,630 119,317 658,233 16,369,090
Retired Chief Executive 2018 1,244,615 4,450,008 4,450,009 3,144,531 21,348 696,527 14,007,038
Officer of YUM 2017 1,208,846 3,350,020 3,350,007 3,814,493 66,286 578,955 12,368,607
David W. Gibbs 2019 984,615 7,393,577 2,225,003 2,399,800 3,988,755 151,402 17,143,152
Chief Executive 2018 890,769 1,375,001 1,375,009 1,467,113 1,870,004 19,101 6,996,997
Officer of YUM 2017 833,846 1,100,036 1,100,003 1,917,027 2,564,062 19,346 7,534,320
Chris Turner(8) 2019 283,846 500,000 1,500,009 463,021 54,290 2,801,166

Chief Financial
Officer of YUM
Tony Lowings(8) 2019 699,789 806,874 1,750,030 1,464,120 11,975 262,690 4,995,478
Chief Executive
Officer of
KFC Division
Mark King(8) 2019 370,385 500,000 2,500,015 591,189 33,021 3,994,610
Chief Executive
Officer of
Taco Bell Division
Tracy L. Skeans 2019 708,846 1,075,731 1,000,017 1,165,057 1,433,369 51,529 5,434,549
Chief Transformation 2018 664,231 625,015 1,625,010 824,766 325,022 8,665 4,072,709
and People Officer of 2017 600,385 550,052 550,009 1,076,325 776,398 8,413 3,561,582
YUM(7)
(1) Amounts shown are not reduced to reflect the NEOs’ elections, if any, to defer receipt of salary into the Executive Income Deferral
(“EID”) Program or into the Company’s 401(k) Plan.
(2) Amounts shown in this column represent signing bonuses for Messrs. Turner and King.
(3) For Messrs. Creed and Lowings and Ms. Skeans, amounts shown in this column represent the grant date fair values for performance
share units (PSUs) granted in 2019, 2018 and/or 2017. For Mr. Gibbs, amounts in this column represent the grant date fair values for
performance share units (PSUs) granted in 2019, 2018 and 2017 and an RSU ($5,000,000) granted in 2019 in connection with
his promotion to Chief Operating Officer. Messrs. Turner and King did not receive a PSU award for 2019 because they assumed
their positions in August, after annual awards had been made. Amounts shown in this column for Messrs. Turner and King represent
sign-on RSU awards they received upon joining the Company. Further information regarding the 2019 awards is included in the
“Grants of Plan-Based Awards” and “Outstanding Equity Awards at Year-End” tables later in this proxy statement. The grant date
fair value of the PSUs reflected in this column is the target payout based on the probable outcome of the performance condition,
determined as of the grant date. The maximum potential values of the February 2019 PSUs is 200% of target. For 2019, Mr. Creed’s
PSU maximum value at grant date fair value would be $10,219,198; Mr. Gibbs’ PSU maximum value would be $4,787,070;
Mr. Lowings’ PSU maximum value would be $1,613,748; and Ms. Skeans’ PSU maximum value would be $2,151,463.
(4) The amounts shown in this column represent the grant date fair values of the stock appreciation rights (SARs) awarded in 2019,
2018 and 2017, respectively. For a discussion of the assumptions and methodologies used to value the awards reported in column
(e) and column (f), please see the discussion of stock awards and option awards contained at Note 15 to the Consolidated Financial
Statements in Item 8 of YUM’s Form 10-K for the fiscal year ended December 31, 2019. For Mr. Lowings, this amount includes the
February 2019 CEO SAR award with a grant date fair value of $1,000,017. See the Grants of Plan-Based Awards table for details.

(5) Amounts in this column reflect the annual incentive awards earned for the 2019, 2018 and 2017 fiscal year performance periods,
which were awarded by our Management Planning and Development Committee (“Committee”) in January 2020, January 2019 and
January 2018, respectively, under the Yum Leaders’ Bonus Program, which is described further in our Compensation Discussion
and Analysis (“CD&A”) beginning at page 35 under the heading “Annual Performance-Based Cash Bonuses”.
(6) Amounts in this column represent the above market earnings as established pursuant to SEC rules which have accrued under each
of their accounts under the Third Country National Plan (“TCN”) for Messrs. Creed and Lowings which are described in more detail
beginning at page 68 under the heading “Nonqualified Deferred Compensation”. Also listed in this column for Messrs. Creed, Gibbs,
and Ms. Skeans are the amounts of aggregate change in actuarial present values of their accrued benefits under all actuarial pension
plans during the 2019 fiscal year (using interest rate and mortality assumptions consistent with those used in the Company’s financial
statements). Mr. Creed is not an active participant in the Retirement Plan but maintains a balance in the Retirement Plan from the
two years (2002 and 2003) during which he was a participant and for 2019 the increase in actuarial value was $35,413. For Mr. Gibbs
and Ms. Skeans, the actuarial present value of their benefits under the pension plan increased $346,659 and $207,492, respectively,
during the 2019 fiscal year. In addition, for Mr. Gibbs and Ms. Skeans, the actuarial present value of their benefits under the Yum!
Brands Pension Equalization Plan (“PEP”) increased $3,642,096 and $1,225,877 respectively, during the 2019 fiscal year. Messrs.
Turner and King were hired after September 30, 2001, and are ineligible for the Company’s actuarial pension plans. Mr. Lowings
worked outside of the United States prior to September 30, 2001, and is ineligible for the Company’s actuarial pension plans. See
the Pension Benefits Table at page 66 for a detailed discussion of the Company’s pension benefits.
(7) Amounts in this column are explained in the All Other Compensation Table and footnotes to that table, which follows.
(8)Messrs. Turner, Lowings and King became NEOs in 2019. No amounts are reported for them for 2018 and 2017 since they were not
NEOs for those years.
All Other Compensation Table

The following table contains a breakdown of the compensation and benefits included under All Other Compensation in the
Summary Compensation Table above for 2019.
Perquisites and
other personal Tax Insurance LRP/TCN
benefits Reimbursements premiums Contributions Other Total
Name ($)(1) ($)(2) ($)(3) ($)(4) ($) ($)
(a) (b) (c) (d) (e) (f) (g)
Creed 75,375 27,108 555,750 658,233
Gibbs 59,041 79,192 13,169 151,402
Turner 29,354 1,536 23,400 54,290
Lowings 48,968 11,491 199,500 2,731 262,690
King 3,021 30,000 33,021
Skeans 47,621 3,908 51,529
(1) Amounts in this column include executive physical examinations and charitable matching gifts. For Mr. Creed, Mr. Gibbs and Ms.
Skeans, amount in this column also includes personal use of charter and commercial aircraft. None of the amounts in this column
individually exceeded the greater of $25,000 or 10% of the total amount of these perquisites and other personal benefits shown in
this column for each NEO, except with respect to the cost of personal use of charter and commercial aircraft by Mr. Creed ($55,375),
Mr. Gibbs ($45,618) and Ms. Skeans ($43,629). Ms. Skeans’ personal use of charter aircraft was approved by Mr. Creed and was
necessitated by the cancellation of a personal travel return flight and the need for her to timely attend a cross-country meeting on
behalf of the Company.
(2)Amounts in this column reflect payments to the executive of tax reimbursements. For Mr. Gibbs, this amount represents a payment
he received to reimburse him for a personal income tax penalty he incurred due to an administrative error in the operation of a
Company non-qualified plan. For Mr. Lowings, this amount represents a tax gross up related to relocation expenses.
(3) These amounts reflect the income each executive was deemed to receive from IRS tables related to Company-provided life insurance
in excess of $50,000. The Company provides every salaried employee with life insurance coverage up to one times the employee’s
salary plus target bonus.
(4) For Messrs. Creed and Lowings, this column represents the Company’s annual allocation to the TCN, an unfunded, unsecured
account based retirement plan. For Messrs. Turner and King, this column represents the Company’s annual allocations to the LRP,
an unfunded, unsecured account based retirement plan.

Grants of Plan-Based Awards

The following table provides information on SARs, RSUs and PSUs granted in 2019 to each of the Company’s NEOs. The
full grant date fair value of these awards is shown in the Summary Compensation Table at page 56.
All Other
All Other Option/
Estimated Future Payouts Estimated Future Payouts Stock SAR Exercise
Under Non-Equity Incentive Under Equity Incentive Plan Awards: Awards; or Base
Plan Awards(1) Awards(2) Number Number of Price of
of Shares Securities Option/ Grant
of Stock Underlying SAR Date Fair
Grant Threshold Target Maximum Threshold Target Maximum Units Options Awards Value
Name Date ($) ($) ($) (#) (#) (#) (#)(3) (#)(4) ($/Sh)(5) ($)(6)
(a) (b) (c) (d) (e) (f) (g) (h) (i) (j) (k) (l)
Creed 2/11/2019 0 2,405,000 7,215,000
2/11/2019 239,054 93.26 4,750,003

2/11/2019 50,933 101,866 93.26 5,109,599
Gibbs 2/11/2019 0 1,300,000 3,900,000
2/11/2019 111,978 93.26 2,225,003

2/11/2019 53,614 93.26 5,000,042
2/11/2019 23,859 47,718 93.26 2,393,535
Turner 8/9/2019 0 570,000 1,710,000
8/9/2019 12,603 119.02 1,500,009
Lowings 2/11/2019 0 630,000 1,890,000
2/11/2019 37,746 93.26 750,013

2/11/2019 50,328 93.26 1,000,017
2/11/2019 8,043 16,086 93.26 806,874
King 8/9/2019 0 900,000 2,700,000
8/9/2019 21,005 119.02 2,500,015

Skeans 2/11/2019 0 607,750 1,823,250
2/11/2019 50,328 93.26 1,000,017

2/11/2019 10,723 21,446 93.26 1,075,731
(1) Amounts in columns (c), (d) and (e) provide the minimum amount, target amount and maximum amount payable as annual incentive
compensation under the Yum Leaders’ Bonus Program based on the Company’s performance and on each executive’s individual
performance during 2019. The actual amount of annual incentive compensation awards are shown in column (g) of the Summary
Compensation Table on page 56. The performance measurements, performance targets, and target bonus percentages are
described in the CD&A beginning on page 35 under the discussion of annual incentive compensation.
(2) Reflects grants of PSU awards subject to performance-based vesting conditions in 2019. The PSU awards granted February 11,
2019 vest on December 31, 2021 and PSU award payouts are weighted 50% on the Company’s achievement of specified relative
total shareholder return (“TSR”) rankings against the S&P 500 Consumer Discretionary Index and 50% on compound annual growth
of the Company’s Earnings Per Share (“EPS”) during the performance period ending on December 31, 2021. With respect to the
50% weighted on a TSR percentile ranking for the Company, payouts are determined by comparing the Company’s relative TSR
ranking against the S&P 500 Consumer Discretionary Index as measured at the end of the performance period; if a 50% TSR
percentile ranking target is achieved, this factor would provide for 100% weighting for the PSU payout with respect to this factor; if
less than 30% TSR percentile ranking is achieved, this factor would provide for 0% weighting for the PSU payout with respect to this
factor; if the Company’s TSR percentile ranking is 75% or higher, it would provide for 200% of target weighting for the PSU payout
with respect to this factor. With respect to the 50% weighted on the compound annual growth of the Company’s EPS measured at
the end of the performance period, if EPS growth of 12% is achieved, this factor would provide for 100% weighting for the PSU
payout with respect to this factor; if less than 7% EPS growth is achieved, this factor would provide for 0% weighting for the PSU
payout with respect to this factor; if Company EPS growth of 17% or higher is achieved, it would provide for weighting of 200% of
target for the PSU payout with respect to this factor. The terms of the PSU awards provide that in case of a change in control during
the first year of the award, shares will be distributed assuming target performance was achieved subject to reduction to reflect the
portion of the performance period following the change in control. In case of a change in control after the first year of the award,
shares will be distributed assuming performance at the greater of target level or projected level at the time of the change in control
subject to reduction to reflect the portion of the performance period following the change in control.

(3) Amounts in this column reflect RSUs granted to Mr. Gibbs in connection with his promotion to Chief Operating Officer and, for
Messrs. Turner and King, sign-on RSU awards they received upon joining the Company.
(4)Amounts in this column reflect the number of SARs granted to executives during the Company’s 2019 fiscal year. SARs allow the
grantee to receive the number of shares of YUM common stock that is equal in value to the appreciation in YUM common stock with
respect to the number of SARs granted from the date of grant to the date of exercise. For each executive, grants were made on
February 11, 2019. These SAR grants become exercisable in equal installments on the first, second, third and fourth anniversaries
of the grant date. In addition to his regular SAR grant ($750,013), Mr. Lowings also received a CEO Award SAR grant ($1,000,017)
which has a different vesting schedule. That grant becomes 100% vested on the fourth anniversary of the grant date.
The terms of each SAR grant provide that, in case of a change in control, if an executive is employed on the date of a change in
control and is involuntarily terminated on or within two years following the change in control (other than by the Company for cause)
then all outstanding awards become exercisable immediately.
Executives who have attained age 55 with 10 years of service who retire at least one year following the grant date will continue to
vest following retirement through the fourth anniversary of the grant date. The SARs that vest in retirement must be exercised before
the earlier of (i) the five year anniversary of the executive’s retirement or (ii) the expiration dates of the SARs (generally 10 years
from the grant date). Unvested SARs of executives who die will immediately vest and may be exercised by the executive’s beneficiary
before the earlier of (i) the five year anniversary of the executive’s death or (ii) the expiration dates of the SARs (generally 10 years
from the grant date). If an executive’s employment is terminated due to gross misconduct, the entire award is forfeited. For other
employment terminations, all vested or previously exercisable SARs as of the last day of employment must be exercised within 90
days following termination of employment.
(5) The exercise price of the SARs granted in 2019 equals the closing price of YUM common stock on their grant date.
(6) Amounts in this column reflect the full grant date fair value of the PSU awards shown in column (g) and the SARs shown in column
(j). The grant date fair value is the amount that the Company is expensing in its financial statements over the award’s vesting
schedule. The fair values of PSU awards without market-based conditions are based on the closing price of our Common Stock on
the date of grant. The fair values of PSU awards with market-based conditions have been valued based on the outcome of a Monte
Carlo simulation. For SARs, fair value of $19.87 was calculated using the Black-Scholes method on the grant date. For additional
information regarding valuation assumptions of SARs, see the discussion of stock awards and option awards contained at Note 15
to the Consolidated Financial Statements in Item 8 of YUM’s Form 10-K for the fiscal year ended December 31, 2019.

Outstanding Equity Awards at Year-End

The following table shows the number of shares covered by exercisable and unexercisable SARs, and unvested RSUs and PSUs
held by the Company’s NEOs on December 31, 2019.
Option/SAR Awards(1) Stock Awards

Equity
Equity incentive
incentive plan
plan awards:
awards: market or
Number of payout
Number Market unearned value of
Number of Number of of Shares Value of shares, unearned
Securities Securities or Units Shares or units shares,
Underlying Underlying Option/ of Stock Units of or other units
Unexercised Unexercised SAR Option/ That Stock That rights or other
Options/ Options/ Exercise SAR Have Not Have Not that rights that
Grant SARs (#) SARs (#) Price Expiration Vested Vested have not have not
Name Date Exercisable Unexercisable ($) Date (#)(2) ($)(3) vested(4) vested
(a) (b) (c) (d) (e) (f) (g) (h) (i) (j)
Creed 2/8/2012* 81,670 $ 45.88 2/8/2022
2/6/2013* 89,755 $ 44.81 2/6/2023
2/5/2014* 77,025 $ 50.22 2/5/2024
2/5/2014* 67,864 $ 50.22 2/5/2024
2/6/2015* 192,597 $ 52.64 2/6/2025
2/5/2016* 233,633 77,878(i) $ 49.66 2/5/2026
2/10/2017* 117,958 117,958(ii) $ 68.00 2/10/2027
2/12/2018* 67,835 203,507(iii) $ 78.07 2/12/2028
2/11/2019* 239,054(iv) $ 93.26 2/11/2029
2/5/2016** 77,956(i) $ 21.06 2/5/2026
210,828 21,236,704
Gibbs 5/20/2010* 24,161 $ 28.22 5/20/2020
2/4/2011* 30,141 $ 35.10 2/4/2021
2/8/2012* 24,501 $ 45.88 2/8/2022
2/6/2013* 37,398 $ 44.81 2/6/2023
2/6/2013* 37,398 $ 44.81 2/6/2023
2/5/2014* 40,718 $ 50.22 2/5/2024
2/5/2014* 33,932 $ 50.22 2/5/2024
2/6/2015* 61,968 $ 52.64 2/6/2025
2/5/2016* 58,408 19,470(i) $ 49.66 2/5/2026
5/20/2016* 23,878 7,960(v) $ 56.67 5/20/2026
2/10/2017* 38,732 38,733(ii) $ 68.00 2/10/2027
2/12/2018* 20,960 62,882(iii) $ 78.07 2/12/2028
2/11/2019* 111,978(iv) $ 93.26 2/11/2029
2/5/2010** 8,072 $ 9.96 2/5/2020
5/20/2010** 24,174 $ 11.97 5/20/2020
2/4/2011** 30,140 $ 14.88 2/4/2021
2/8/2012** 24,531 $ 19.46 2/8/2022
2/6/2013** 37,408 $ 19.00 2/6/2023
2/6/2013** 37,408 $ 19.00 2/6/2023
2/5/2014** 40,783 $ 21.30 2/5/2024
2/5/2014** 33,986 $ 21.30 2/5/2024
2/6/2015** 61,988 $ 22.32 2/6/2025
2/5/2016** 58,467 19,489(i) $ 21.06 2/5/2026
5/20/2016** 23,903 7,968(v) $ 24.03 5/20/2026
54,475 5,487,307 81,386 5,794,695
Turner 12,701 1,279,390

Option/SAR Awards(1) Stock Awards

Equity
Equity incentive
incentive plan
plan awards:
awards: market or
Number of payout
Number Market unearned value of
Number of Number of of Shares Value of shares, unearned
Securities Securities or Units Shares or units shares,
Underlying Underlying Option/ of Stock Units of or other units
Unexercised Unexercised SAR Option/ That Stock That rights or other
Options/ Options/ Exercise SAR Have Not Have Not that rights that
Grant SARs (#) SARs (#) Price Expiration Vested Vested have not have not
Name Date Exercisable Unexercisable ($) Date (#)(2) ($)(3) vested(4) vested
(a) (b) (c) (d) (e) (f) (g) (h) (i) (j)
Lowings 2/4/2011* 25,754 $ 35.10 2/2/2021
2/4/2011* 14,308 $ 35.10 2/2/2021
2/8/2012* 20,935 $ 45.88 2/8/2022
2/6/2013* 15,978 $ 44.81 2/6/2023
2/5/2014* 19,329 $ 50.22 2/5/2024
2/5/2014* 19,329 $ 50.22 2/5/2024
2/6/2015* 19,264 $ 52.64 2/6/2025
2/6/2015* 19,264 $ 52.64 2/6/2025
2/5/2016* 25,716 8,572(i) $ 49.66 2/5/2026
2/10/2017* 15,442 15,442(ii) $ 68.00 2/10/2027
2/12/2018* 6,049 18,150(iii) $ 78.07 2/12/2028
2/11/2019* 37,746(iv) $ 93.26 2/11/2029
2/11/2019* 50,328(vi) $ 93.26 2/11/2029
16,086 1,620,343
King 21,169 2,132,316
Skeans 2/4/2011* 3,366 $ 35.10 2/4/2021
2/8/2012* 4,533 $ 45.88 2/8/2022
2/6/2013* 5,647 $ 44.81 2/6/2023
2/5/2014* 5,769 $ 50.22 2/5/2024
2/5/2014* 6,786 $ 50.22 2/5/2024
2/6/2015* 8,455 $ 52.64 2/6/2025
2/5/2016* 14,589 9,726(i) $ 49.66 2/5/2026
2/5/2016* 17,306(vii) $ 49.66 2/5/2026
2/10/2017* 9,683 19,367(ii) $ 68.00 2/10/2027
2/12/2018* 4,763 28,583(iii) $ 78.07 2/12/2028
2/12/2018* 60,976(viii) $ 78.07 2/12/2028
2/11/2019* 50,328(iv) $ 93.26 2/11/2029
2/5/2016** 9,736(i) $ 21.06 2/5/2026
2/5/2016** 17,323(vii) $ 21.06 2/5/2026
36,750 3,701,828
* YUM Awards
** YUM China Awards
(1) The actual vesting dates for unexercisable awards are as follows:
(i)
Remainder of unexercisable award will vest on February 5, 2020.
(ii)
One-half of the unexercisable award will vest on each of February 10, 2020 and 2021.
(iii)
One-third of the unexercisable award will vest on each of February 12, 2020, 2021 and 2022.
(iv)
One-fourth of the unexercisable award will vest on each of February 11, 2020, 2021, 2022 and 2023.
(v) Remainder of the unexercisable award will vest on May 20, 2020.
(vi) Unexercisable award will vest on February 11, 2023.
(vii)
Unexercisable award will vest on February 5, 2020.
(viii)
Unexercisable award will vest on February 12, 2022.
(2) For Messrs. Turner and King this column represents sign-on RSU award grants that vest one-third each year over 3 years. For
Mr. Gibbs, it represents an RSU grant he received in connection with his promotion to Chief Operating Officer that is subject to five-
year cliff vesting.
(3) The market value of the YUM awards are calculated by multiplying the number of shares covered by the award by $100.73, the
closing price of YUM stock on the NYSE on December 31, 2019.
(4) The awards reflected in this column are unvested performance-based PSU awards with three-year performance periods that are
scheduled to vest on December 31, 2020 and 2021 if the performance targets are met. In accordance with SEC rules, the PSU
awards are reported at their maximum payout value.

Option Exercises and Stock Vested

The table below shows the number of shares of YUM and Yum China common stock acquired during 2019 upon exercise
of stock option and SAR awards and vesting of stock awards in the form of RSUs and PSUs, each including accumulated
dividends and before payment of applicable withholding taxes and broker commissions.
Option/SAR Awards Stock Awards

Number Number
of Shares Value of Shares Value
Acquired on Realized on Acquired on realized on
Exercise Exercise Vesting Vesting
Name (#) ($) (#) ($)
(a) (b) (c) (d) (e)
Creed 297,123 24,138,536 112,424(1) 11,324,470
Gibbs 48,246 3,820,122 38,496 (1)

3,877,702
Turner
Lowings 22,992 2,363,037
King
Skeans 58,112 4,715,310 21,365(1) 2,152,096

(1) For each of Messrs. Creed and Gibbs and Ms. Skeans, this amount includes PSUs that vested on December 31, 2019 with respect
to the 2017-2019 performance period and were paid out in 2020. For each of Messrs. Creed and Gibbs and Ms. Skeans, this amount
also includes the portion of the 2016 Launch Grant PSUs that vested on December 31, 2019.
Pension Benefits
The table below shows the present value of accumulated benefits payable to each of the NEOs, including the number of
years of service credited to each NEO, under the YUM! Brands Retirement Plan (“Retirement Plan”), and the YUM! Brands
Pension Equalization Plan (“PEP”) determined using interest rate and mortality rate assumptions consistent with those used
in the Company’s financial statements.
Number of Years of Present Value of Payments During

Credited Service Accumulated Benefit Last Fiscal Year
Name Plan Name (#) ($) ($)
(a) (b) (c) (d) (e)
Creed(i) Qualified Retirement Plan 2 229,023
PEP
Gibbs Qualified Retirement Plan 31 1,567,623
PEP 31 10,718,160
Turner (ii)

Lowings(ii)

King (ii)

Skeans Qualified Retirement Plan 19 654,414

Number of Years of Present Value of Payments During

Credited Service Accumulated Benefit Last Fiscal Year
Name Plan Name (#) ($) ($)
(a) (b) (c) (d) (e)
PEP 19 2,675,926
(i) Mr. Creed is not an active participant in the Retirement Plan but maintains a balance in the Retirement Plan for the two years (2002
and 2003) during which he was a participant in the plan. As discussed at page 48, Mr. Creed participates in the Third Country National
plan, an unfunded, unsecured deferred account-based retirement plan.
(ii) Messrs. Turner and King were hired after September 30, 2001, and are ineligible for the Company's actuarial pension plans. Mr.
Lowings worked outside of the United States prior to September 30, 2001, and is ineligible for the Company's actuarial pension
plans. As discussed at page 48, Mr. Lowings participates in the TCN and Messrs. Turner and King participate in LRP.
(1) YUM! Brands Retirement Plan

The Retirement Plan provides an integrated program of retirement benefits for salaried employees who were hired by the
Company prior to October 1, 2001. The Retirement Plan replaces the same level of pre-retirement pensionable earnings
for all similarly situated participants. The Retirement Plan is a tax qualified plan, and it is designed to provide the maximum
possible portion of this integrated benefit on a tax qualified and funded basis.
Benefit Formula
Benefits under the Retirement Plan are based on a participant’s final average earnings (subject to the limits under Internal
Revenue Code Section 401(a)(17)) and service under the plan. Upon termination of employment, a participant’s monthly
normal retirement benefit from the plan is equal to
A. 3% of Final Average Earnings times Projected Service up to 10 years of service, plus
B. 1% of Final Average Earnings times Projected Service in excess of 10 years of service, minus
C. 0.43% of Final Average Earnings up to Social Security covered compensation multiplied by Projected Service up to 35 years of
service
the result of which is multiplied by a fraction, the numerator of which is actual service as of date of termination, and the
denominator of which is the participant’s Projected Service.
Projected Service is the service that the participant would have earned if he had remained employed with the Company
until his normal retirement age (generally age 65).
If a participant leaves employment after becoming eligible for early or normal retirement, benefits are calculated using the
formula above except that actual service attained at the participant’s retirement date is used in place of Projected Service.
Final Average Earnings

A participant’s final average earnings is determined based on his highest five consecutive years of pensionable earnings.
Pensionable earnings is the sum of the participant’s base pay and annual incentive compensation from the Company,
including amounts under the Yum Leaders’ Bonus Program. In general, base pay includes salary, vacation pay, sick pay
and short-term disability payments. Extraordinary bonuses and lump sum payments made in connection with a participant’s
termination of employment are not included.
Vesting
A participant receives a year of vesting service for each year of employment with the Company. A participant is 0% vested
until he has been credited with at least five years of vesting service. Upon attaining five years of vesting service, a participant
becomes 100% vested. All NEOs eligible for the Retirement Plan are 100% vested.
Normal Retirement Eligibility

A participant is eligible for normal retirement following the later of age 65 or 5 years of vesting service.

Early Retirement Eligibility and Reductions

A participant is eligible for early retirement upon reaching age 55 with 10 years of vesting service. A participant who has
met the requirements for early retirement and who elects to begin receiving payments from the plan prior to age 62 will
receive a reduction of 1/12 of 4% for each month benefits begin before age 62. Benefits are unreduced at age 62.
The table below shows when each of the NEOs becomes eligible for early retirement and the estimated lump sum value of
the benefit each participant would receive from YUM plans (both qualified and non-qualified) if he or she retired from the
Company on December 31, 2019 and received a lump sum payment.
Estimated Lump Estimated Lump

Earliest Retirement Sum from a Sum from a Non- Total Estimated
Name Date Qualified Plan(1) Qualified Plan(2) Lump Sums
Greg Creed January 1, 2020 $ 229,825 $ 229,825
David W. Gibbs January 1, 2020 $ 1,767,494 $ 12,154,773 $ 13,922,267

Tracy L. Skeans February 1, 2028 $ 1,620,246 $ 6,194,817 $ 7,815,063
(1) The Retirement Plan
(2) PEP
The estimated lump sum values in the table above are calculated assuming no increase in the participant’s Final Average
Earnings. The lump sums are estimated using the mortality table and interest rate assumptions in the Retirement Plan for
participants who would actually commence benefits on January 1, 2020. Actual lump sums may be higher or lower
depending on the mortality table and interest rate in effect at the time of distribution and the participant’s Final Average
Earnings at his date of retirement.
Lump Sum Availability

Lump sum payments are available to participants who meet the requirements for early or normal retirement. Participants
who leave the Company prior to meeting the requirements for Early or Normal Retirement must take their benefits in the
form of a monthly annuity and no lump sum is available. When a lump sum is paid from the plan, it is calculated based on
actuarial assumptions for lump sums required by Internal Revenue Code Section 417(e)(3).
(2) PEP
The PEP is an unfunded, non-qualified plan that complements the Retirement Plan by providing benefits that federal tax
law bars providing under the Retirement Plan. Benefits are generally determined and payable under the same terms and
conditions as the Retirement Plan (except as noted below) without regard to federal tax limitations on amounts of includible
compensation and maximum benefits. Benefits paid are reduced by the value of benefits payable under the Retirement
Plan. Participants who earned at least $75,000 during calendar year 1989 are eligible to receive benefits calculated under
the Retirement Plan’s pre-1989 formula, if this calculation results in a larger benefit from the PEP. Mr. Gibbs qualifies for
benefits under this formula. This formula is similar to the formula described above under the Retirement Plan except that
part C of the formula is calculated as follows:
1-2/3% of an estimated primary Social Security amount multiplied by Projected Service up to 30 years
PEP retirement distributions are always paid in the form of a lump sum. In the case of a participant whose benefits are
payable based on the pre-1989 formula, the lump sum value is calculated as the actuarial equivalent to the participant’s
50% Joint and Survivor Annuity with no reduction for survivor coverage. In all other cases, lump sums are calculated as the
actuarial equivalent of the participant’s life only annuity. Participants who terminate employment prior to meeting eligibility
for Early or Normal Retirement must take their benefits from this plan in the form of a monthly annuity.
(3) Present Value of Accumulated Benefits

For all plans, the Present Value of Accumulated Benefits (determined as of December 31, 2019) is calculated assuming
that each participant is eligible to receive an unreduced benefit payable in the form of a single lump sum at age 62. This is
consistent with the methodologies used in financial accounting calculations. In addition, the economic assumptions for the
lump sum interest rate, post retirement mortality, and discount rate are also consistent with those used in financial
accounting calculations at each measurement date.

Nonqualified Deferred Compensation
Amounts reflected in the Nonqualified Deferred Compensation table below are provided for under the Company’s EID, LRP
and TCN plans. These plans are unfunded, unsecured deferred, account-based compensation plans. For each calendar
year, participants are permitted under the EID Program to defer up to 85% of their base pay and up to 100% of their annual
incentive award.
EID Program
Deferred Investments under the EID Program. Amounts deferred under the EID Program may be invested in the following
phantom investment alternatives (12 month investment returns, as of December 31, 2019, are shown in parentheses):
YUM! Stock Fund (11.41%*)
YUM! Matching Stock Fund (11.41%*)
S&P 500 Index Fund (31.41%)
Bond Market Index Fund (8.66%)
Stable Value Fund (2.39%)
All of the phantom investment alternatives offered under the EID Program are designed to match the performance of actual
investments; that is, they provide market rate returns and do not provide for preferential earnings. The S&P 500 index fund,
bond market index fund and stable value fund are designed to track the investment return of like-named funds offered under
the Company’s 401(k) Plan. The YUM! Stock Fund and YUM! Matching Stock Fund track the investment return of the
Company’s common stock. Participants may transfer funds between the investment alternatives on a quarterly basis except
(1) funds invested in the YUM! Stock Fund or YUM! Matching Stock Fund may not be transferred once invested in these
funds and (2) a participant may only elect to invest into the YUM! Matching Stock Fund at the time the annual incentive
deferral election is made. In the case of the Matching Stock Fund, participants who defer their annual incentive into this
fund acquire additional phantom shares (RSUs) equal to 33% of the RSUs received with respect to the deferral of their
annual incentive into the YUM! Matching Stock Fund (the additional RSUs are referred to as “matching contributions”). The
RSUs attributable to the matching contributions are allocated on the same day the RSUs attributable to the annual incentive
are allocated, which is the same day we make our annual stock appreciation right grants. Eligible amounts attributable to
the matching contribution under the YUM! Matching Stock Fund are included in column (c) below as contributions by the
Company (and represent amounts actually credited to the NEO’s account during 2019).
*
Assumes dividends are reinvested.
Beginning with their 2009 annual incentive award, those who are eligible for PSU awards are no longer eligible to participate
in the Matching Stock Fund.
RSUs attributable to annual incentive deferrals into the YUM! Matching Stock Fund and matching contributions vest on the
second anniversary of the grant (or upon a change of control of the Company, if earlier) and are payable as shares of YUM
common stock pursuant to the participant’s deferral election. Unvested RSUs held in a participant’s YUM! Matching Stock
Fund account are forfeited if the participant voluntarily terminates employment with the Company within two years of the
deferral date. If a participant terminates employment involuntarily, the portion of the account attributable to the matching
contributions is forfeited and the participant will receive an amount equal to the amount of the original amount deferred. If a
participant dies or becomes disabled during the restricted period, the participant fully vests in the RSUs. Dividend
equivalents are accrued during the restricted period but are only paid if the RSUs vest. In the case of a participant who has
attained age 55 with 10 years of service, or age 65 with five years of service, RSUs attributable to bonus deferrals into the
YUM! Matching Stock Fund vest immediately and RSUs attributable to the matching contribution vest on the second
anniversary of the deferral date.
Distributions under EID Program. When participants elect to defer amounts into the EID Program, they also select when the
amounts ultimately will be distributed to them. Distributions may either be made in a specific year whether or not
employment has then ended or at a time that begins at or after the executive’s retirement, separation or termination of
employment. Distributions can be made in a lump sum or quarterly or annual installments for up to 20 years. Initial deferrals
are subject to a minimum two year deferral. In general, with respect to amounts deferred after 2005 or not fully vested as of
January 1, 2005, participants may change their distribution schedule, provided the new elections satisfy the requirements
of Section 409A of the Internal Revenue Code. In general, Section 409A requires that:
Distribution schedules cannot be accelerated (other than for a hardship)

To delay a previously scheduled distribution,

A participant must make an election at least one year before the distribution otherwise would be made, and
The new distribution cannot begin earlier than five years after it would have begun without the election to re-
defer.
With respect to amounts deferred prior to 2005, to delay a distribution the new distribution cannot begin until two years after
it would have begun without the election to re-defer.
Investments in the YUM! Stock Fund and YUM! Matching Stock Fund are only distributed in shares of Company stock.
LRP
LRP Account Returns. The LRP provides an annual earnings credit to each participant’s account based on the value of
participant’s account at the end of each year. Under the LRP, Messrs. King and Turner will receive an annual earnings
credit equal to the Moody’s Aa Corporate Bond Yield Average for maturities 20 years and above (currently 3.13%) of their
account balances. The Company’s contribution (“Employer Credit”) for 2019 was equal to 4% of salary plus target bonus
for Messrs. Turner and King.
Distributions under LRP. Under the LRP, participants who became eligible to participate in the plan before January 1, 2019
and are age 55 or older are entitled to a lump sum distribution of their account balance in the quarter following their
separation of employment. Alternatively, these participants may elect to be paid in 5 or 10-year installments following the
attainment of age 55. If these participants are under age 55 with a vested LRP benefit that, combined with any other
deferred compensation benefits covered under Code Section 409A exceeds $19,500, they will not receive a distribution
until the calendar quarter that follows the participant’s 55th birthday. Participants who become eligible to participate in LRP
after January 1, 2019 (including Messrs. Turner and King) will receive a lump sum distribution following separation from
employment unless they elect to be paid in 5 or 10-year installments after attaining age 54.
TCN
TCN Account Returns. The TCN provides an annual earnings credit to each participant’s account based on the value of
each participant’s account at the end of each year. Under the TCN, Messrs. Creed and Lowings receive an annual earnings
credit equal to 5%. For Messrs. Creed and Lowings, the Employer Credit for 2019 was equal to 15% of their salaries plus
target bonuses.
Distributions under TCN. Under the TCN, participants age 55 or older with a balance of $19,500 or more, are entitled to a
lump sum distribution of their account balance in the quarter following their separation of employment. Participants under
age 55 who separate employment with the Company will receive interest annually and their account balance will be
distributed in the quarter following their 55th birthday.
Executive Registrant Aggregate Aggregate Aggregate

Contributions Contributions Earnings in Withdrawals/ Balance at
Plan in Last FY in Last FY Last FY Distributions Last FYE
Name Name ($)(1) ($)(2) ($)(3) ($)(4) ($)(5)
(a) (b) (c) (d) (e) (f)
Creed EID 2,448,448 251,303 15,142,323
TCN 555,750 169,162 20,730 4,087,427
Total 555,750 2,617,610 272,033 19,229,750
Gibbs EID 568,040 680,857 3,372,621

Total 568,040 680,857 3,372,621
Turner EID
LRP 23,400 23,400

Total 23,400 23,400
Lowings EID 23,906 238,874
TCN 199,500 24,143 7,442 699,068

Total 199,500 48,050 7,442 937,942

Executive Registrant Aggregate Aggregate Aggregate

Contributions Contributions Earnings in Withdrawals/ Balance at
Plan in Last FY in Last FY Last FY Distributions Last FYE
Name Name ($)(1) ($)(2) ($)(3) ($)(4) ($)(5)
(a) (b) (c) (d) (e) (f)
King EID
LRP 30,000 30,000

Total 30,000 30,000
Skeans EID 57,050 416,804
Total 57,050 416,804

(1) Amounts in column (b) reflect deferred amounts that were also reported as compensation in our Summary Compensation Table filed
last year or, would have been reported as compensation in our Summary Compensation Table last year if the executive were a NEO,
and deferrals of base salary into the EID Program.
(2) Amounts in column (c) reflect Company contributions for EID, LRP and/or TCN allocation. See footnote 6 of the Summary
Compensation Table for more detail.
(3) Amounts in column (d) reflect earnings during the last fiscal year on deferred amounts. All earnings are based on the investment
alternatives offered under the EID Program or the earnings credit provided under the LRP or the TCN described in the narrative
above this table. The EID Program earnings are market based returns and, therefore, are not reported in the Summary Compensation
Table. For Messrs. Creed and Lowings, of their earnings reflected in this column, $83,904 and $11,975, respectively, were deemed
above market earnings accruing to their accounts under the TCN. For above market earnings on nonqualified deferred compensation,
see the “Change in Pension Value and Nonqualified Deferred Compensation Earnings” column of the Summary Compensation
Table.
(4) All amounts shown in column (e) were distributed in accordance with the executive’s deferral election, except in the case of the
following amounts distributed to pay payroll taxes due upon their account balance under the EID Program, LRP or TCN for 2019.
Creed 20,73
0
Gibbs —
Turner —
Lowings 7,441
King —
Skeans —
(5) Amounts reflected in column (f) are the year-end balances for each executive under the EID Program, TCN and the LRP. As
required under SEC rules, below is the portion of the year-end balance for each executive which has previously been reported as
compensation to the executive in the Company's Summary Compensation Table for 2019 and prior years.
Creed 6,579,803
Gibbs —
Turner 23,400
Lowings 216,163
King 30,000
Skeans —

Potential Payments Upon Termination or Change in Control
The information below describes and quantifies certain compensation that would become payable under existing plans and
arrangements if the NEO’s employment had terminated on December 31, 2019, given the NEO’s compensation and service
levels as of such date and, if applicable, based on the Company’s closing stock price on that date. These benefits are in
addition to benefits available generally to salaried employees, such as distributions under the Company’s 401(k) Plan,
retiree medical benefits, disability benefits and accrued vacation pay.
Due to the number of factors that affect the nature and amount of any benefits provided upon the events discussed below,
any actual amounts paid or distributed may be different. Factors that could affect these amounts include the timing during
the year of any such event, the Company’s stock price and the executive’s age.
SAR Awards. If one or more NEOs terminated employment for any reason other than retirement, death, disability or following
a change in control as of December 31, 2019, they could exercise the SARs that were exercisable on that date as shown
at the Outstanding Equity Awards at Year-End table on page 60, otherwise all SARs, pursuant to their terms, would have
been forfeited and cancelled after that date. If the NEO had retired, died or become disabled as of December 31, 2019,
exercisable SARs would remain exercisable through the term of the award and unvested shares would continue to vest if
the award was granted at least one year before retirement and vesting would be accelerated for all SARs granted in 2018
or 2019 in the event of death. Except in the case of a change in control or death, no SARs become exercisable on an
accelerated basis. Benefits a NEO may receive on a change of control are discussed below.
Executive Income Deferral Program. As described in more detail beginning at page 65, the NEOs participate in the EID
Program, which permits the deferral of salary and annual incentive compensation. The last column of the Nonqualified
Deferred Compensation Table on page 66 includes each NEO’s aggregate balance at December 31, 2019. The NEOs are
entitled to receive their vested amount under the EID Program in case of voluntary termination of employment. In the case
of involuntary termination of employment, they are entitled to receive their vested benefit and the amount of the unvested
benefit that corresponds to their deferral. In the case of death, disability or retirement after age 65, they or their beneficiaries
are entitled to their entire account balance as shown in the last column of the Nonqualified Deferred Compensation table
on page 66.
In the case of an involuntary termination of employment as of December 31, 2019, each NEO would receive the following:
Mr. Creed $15,142,323, Mr. Gibbs $3,372,621, Mr. Turner $0, Mr. Lowings $238,874, Mr. King $0 and Ms. Skeans
$416,804. As discussed at page 65, these amounts reflect base salary or bonuses previously deferred by the executive
and appreciation on these deferred amounts (see page 65 for discussion of investment alternatives available under the
EID). Thus, these EID account balances represent deferred base salary or bonuses (earned in prior years) and appreciation
of their accounts based primarily on the performance of the Company’s stock.
Leadership Retirement Plan. Under the LRP, participants who became eligible to participate in the plan before January 1,
2019 and are age 55 or older are entitled to a lump sum distribution of their account balance in the quarter following their
separation of employment. Alternatively, these participants may elect to be paid in 5 or 10-year installments following the
attainment of age 55. If these participants are under age 55 with a vested LRP benefit that, combined with any other
deferred compensation benefits covered under Code Section 409A exceeds $19,500, they will not receive a distribution
until the calendar quarter that follows the participant’s 55th birthday. Participants who become eligible to participate in LRP
after January 1, 2019 (including Messrs. Turner and King) will receive a lump sum distribution following separation from
employment unless they elect to be paid in 5 or 10-year installments after attaining age 54. In case of termination of
employment as of December 31, 2019, Mr. Turner would have received $23,400 and Mr. King would have received $30,000.
Third Country National Plan. Under the TCN, participants age 55 or older are entitled to a lump sum distribution of their
account balance in the quarter following their termination of employment. Participants under age 55 who terminate will
receive interest annually and their account balance will be distributed in the quarter following their 55th birthday. In case of
termination of employment as of December 31, 2019, Mr. Creed would have received $4,087,427 and Mr. Lowings would
have received $699,068.
Performance Share Unit Awards. If one or more NEOs terminated employment for any reason other than retirement or
death or following a change in control and prior to achievement of the performance criteria and vesting period, then the
award would be cancelled and forfeited. If the NEO had retired, or died as of December 31, 2019, the PSU award would be
paid out based on actual performance for the performance period, subject to a pro rata reduction reflecting the portion of
the performance period not worked by the NEO. If any of these payouts had occurred on December 31, 2019,
Messrs. Creed, Gibbs, and Lowings and Ms. Skeans would have been entitled to $6,630,288, $2,325,750, $ 274,396, and
$1,053,013, respectively, assuming target performance.
Pension Benefits. The Pension Benefits Table on page 62 describes the general terms of each pension plan in which the
NEOs participate, the years of credited service and the present value of the annuity payable to each NEO assuming
termination of employment as of December 31, 2019. The table on page 64 provides the present value of the lump sum
benefit payable to each NEO when they attain eligibility for Early Retirement (i.e., age 55 with 10 years of service) under
the plans.
Life Insurance Benefits. For a description of the supplemental life insurance plans that provide coverage to the NEOs, see
the All Other Compensation Table on page 57. If the NEOs had died on December 31, 2019, the survivors of Messrs. Creed,
Gibbs, Turner, Lowings and King and Ms. Skeans would have received Company-paid life insurance of $3,000,000,
$2,300,000, $1,170,000, $1,330,000, $900,000 and $1,323,000, respectively, under this arrangement. Executives and all
other salaried employees can purchase additional life insurance benefits up to a maximum combined company paid and
additional life insurance of $3.5 million. This additional benefit is not paid or subsidized by the Company and, therefore, is
not shown here.
Change in Control. Change in control severance agreements are in effect between YUM and certain key executives
(including Messrs. Creed, Gibbs, Turner, Lowings and King and Ms. Skeans). These agreements are general obligations of
YUM, and provide, generally, that if, within two years subsequent to a change in control of YUM, the employment of the
executive is terminated (other than for cause, or for other limited reasons specified in the change in control severance
agreements) or the executive terminates employment for Good Reason (defined in the change in control severance
agreements to include a diminution of duties and responsibilities or benefits), the executive will be entitled to receive the
following:
a proportionate annual incentive assuming achievement of target performance goals under the bonus plan or, if higher,
assuming continued achievement of actual Company performance until date of termination,
a severance payment equal to two times the sum of the executive’s base salary and the target bonus or, if higher, the
actual bonus for the year preceding the change in control of the Company, and
outplacement services for up to one year following termination.
In March 2013, the Company eliminated excise tax gross-ups and implemented a best net after-tax method. See the
Company’s CD&A on page 35 for more detail.
The change in control severance agreements have a three-year term and are automatically renewable each January 1 for
another three-year term. An executive whose employment is not terminated within two years of a change in control will not
be entitled to receive any severance payments under the change in control severance agreements.
Generally, pursuant to the agreements, a change in control is deemed to occur:
(i) if any person acquires 20% or more of the Company’s voting securities (other than securities acquired directly from the
Company or its affiliates);
(ii) if a majority of the directors as of the date of the agreement are replaced other than in specific circumstances; or
(iii) upon the consummation of a merger of the Company or any subsidiary of the Company other than (a) a merger where
the Company’s directors immediately before the change in control constitute a majority of the directors of the resulting
organization, or (b) a merger effected to implement a recapitalization of the Company in which no person is or becomes
the beneficial owner of securities of the Company representing 20% or more of the combined voting power of the
Company’s then-outstanding securities.
In addition to the payments described above, upon a change in control:
All outstanding SARs held by the executive and not otherwise exercisable will fully and immediately vest following a
change in control if the executive is employed on the date of the change in control of the Company and is involuntarily
terminated (other than by the Company for cause) on or within two years following the change in control. See Company’s
CD&A on page 35 for more detail.
RSUs under the Company’s EID Program or otherwise held by the executive will automatically vest.
Pursuant to the Company’s Performance Share Plan under the LTIP, all PSU awards awarded in the year in which the
change in control occurs, will be paid out at target assuming a target level performance had been achieved for the entire
performance period, subject to a pro rata reduction to reflect the portion of the performance period after the change in
control. All PSUs awarded for performance periods that began before the year in which the change in control occurs will
be paid out assuming performance achieved for the performance period was at the greater of target level performance or
projected level of performance at the time of the change in control, subject to pro rata reduction to reflect the portion of
the performance period after the change in control. In all cases, executives must be employed with the Company on the
date of the change in control and involuntarily terminated upon or following the change in control and during the
performance period. See Company’s CD&A on page 35 for more detail.

If a change in control and each NEO’s involuntary termination had occurred as of December 31, 2019, the following
payments or other benefits would have been made or become available.
Creed Gibbs Turner Lowings King Skeans
$ $ $ $ $ $
Severance Payment 8,889,064 4,934,226 2,340,000 3,236,342 3,600,000 3,079,532
Annual Incentive 4,439,630 2,399,800 570,000 1,464,120 900,000 1,165,057
Accelerated Vesting of SARs 16,336,111 5,590,465 2,012,380 5,149,003
Accelerated Vesting of RSUs 5,487,307 1,279,390 2,132,316
Acceleration of PSU
Performance/Vesting 6,630,288 2,325,750 274,396 1,053,013
Outplacement 25,000 25,000 25,000 25,000 25,000 25,000
TOTAL 36,320,093 20,762,547 4,214,390 6,435,896 6,657,316 10,471,606
CEO Pay Ratio
Each year Yum! Brands and our franchisees around the world create thousands of restaurant jobs, which are part-time,
entry-level opportunities to grow careers at KFC, Pizza Hut and Taco Bell. Wherever we operate, our employee
compensation practices comply with local regulations and are designed to attract and retain the best talent. We’re proud
that 80% of our Company-owned restaurant general managers located in the U.S. began as hourly employees and often
earn competitive pay greater than the average American household income. Approximately 90% of our Company-owned
restaurant employees are part-time. At least 60% have been employed by the Company for less than a year.
As required by Section 953(b) of the Dodd-Frank Wall Street Reform and Consumer Protection Act, and applicable SEC
rules, we are providing the following information about the relationship of the annual total compensation of our employees
and the annual total compensation of Mr. Creed, our Chief Executive Officer (our “CEO”).
The median employee that was to be used for purposes of calculating the ratio below was the same employee (the “2018
median employee”) that was identified as the median employee for purposes of the CEO pay ratio disclosure included in
the proxy statement for our 2019 annual meeting of stockholders (the “2018 Pay Ratio Disclosure”) because, except as
noted in the next sentence, there has been no change in our employee population or employee compensation arrangements
since the 2018 median employee was identified that we believe would significantly impact our pay ratio disclosure. However,
because the 2018 median employee was on a leave of absence for a portion of 2019, we believe the impact of that leave
on the 2018 median employee’s total compensation for 2019 would result in a significant change to the pay ratio disclosure.
Accordingly, and as permitted by SEC rules, we substituted another employee, whose total compensation was substantially
similar to the 2018 median employee’s total compensation based on the compensation measure used to select the median
employee for purposes of the 2018 Pay Ratio Disclosure, as the median employee for purposes of this disclosure.
To identify the 2018 median employee, we used the December 2018 base wages or base salary information for all
employees who were employed by us on December 31, 2018, excluding our CEO. We included all full-time and part-time
employees and annualized the employees’ base salary or base wages to reflect their compensation for 2018. We believe
the use of base wages or base salary for all employees is a consistently applied compensation measure.
As of December 31, 2018, our global workforce used for determining the pay ratio was estimated to be 32,076 employees
(16,480 in the U.S. and 15,596 internationally).
After calculating employee compensation, our median employee was identified as a part-time Taco Bell restaurant employee
in the United States. After identifying the median employee, we calculated total annual compensation in accordance with
the requirements of the Summary Compensation Table.
For 2019, the total compensation of our CEO, as reported in the Summary Compensation Table at page 56, was
$16,369,090. The total compensation of our median employee was estimated to be $11,584. As a result, we estimate that
our CEO to median employee pay ratio is 1413:1.

This pay ratio is a reasonable estimate calculated in a manner consistent with SEC rules based on our payroll and
employment records and the methodology described above. The SEC rules for identifying the median compensated
employee and calculating the pay ratio based on that employee’s annual total compensation allow companies to adopt a
variety of methodologies, to apply certain exclusions, and to make reasonable estimates and assumptions that reflect their
compensation practices. As such, the pay ratio reported by other companies may not be comparable to the pay ratio reported
above, as other companies may have different employment and compensation practices and may utilize different
methodologies, exclusions, estimates and assumptions in calculating their own pay ratios.

AUDIT COMMITTEE REPORT
EQUITY COMPENSATION PLAN INFORMATION

The following table summarizes, as of December 31, 2019, the equity compensation plans under which we may issue shares of
stock to our directors, officers, current employees and former employees. Those plans include the Long Term Incentive Plan (the
“LTIP”) and the Restaurant General Manager Stock Option Plan (“RGM Plan”).
Number of Weighted- Number of Securities

Securities To Average Remaining Available for
be Issued Upon Exercise Price Future Issuance Under
Exercise of of Outstanding Equity Compensation
Outstanding Options, Plans (Excluding
Options, Warrants Warrants and Securities Reflected in
Plan Category and Rights Rights Column (a))
(a) (b) (c)
Equity compensation plans approved by security holders 8,591,475(1) 60.93(2) 26,359,008(3)
Equity compensation plans not approved by security
holders 127,913(4) 51.39(2)
TOTAL 8,719,388 (1)

60.76 (2)
26,359,008(3)
(1) Includes 2,473,691 shares issuable in respect of RSUs, performance units and deferred units.
(2) Weighted average exercise price of outstanding Options and SARs only.
(3) Includes 13,179,504 shares available for issuance of awards of stock units, restricted stock, restricted stock units and performance share
unit awards under the LTIP Plan.
(4) Awards are made under the RGM Plan.
What are the key features of the LTIP?

The LTIP provides for the issuance of up to 92,600,000 shares of stock as non-qualified stock options, incentive stock options,
SARs, restricted stock, restricted stock units, performance shares or performance units. Only our employees and directors are
eligible to receive awards under the LTIP. The purpose of the LTIP is to motivate participants to achieve long range goals, attract
and retain eligible employees, provide incentives competitive with other similar companies and align the interest of employees and
directors with those of our shareholders. The LTIP is administered by the Management Planning and Development Committee of
the Board of Directors (the “Committee”). The exercise price of a stock option grant or SAR under the LTIP may not be less than
the closing price of our stock on the date of the grant, and no options or SARs may have a term of more than ten years. The
options and SARs that are currently outstanding under the LTIP generally vest over a one to four year period and expire ten years
from the date of the grant. Our shareholders approved the LTIP in 1999, and the plan as amended in 2003, 2008 and 2016. The
performance measures of the LTIP were re-approved by our shareholders in 2013 and in 2016.
What are the key features of the RGM Plan?

Effective May 20, 2016, we canceled the remaining shares available for issuance under the RGM Plan, except for the
approximately 220,000 shares necessary to satisfy then outstanding awards. No future awards will be made under the RGM Plan.
The RGM Plan has provided for the issuance shares of common stock at a price equal to or greater than the closing price of our
stock on the date of grant. The RGM Plan allowed us to award non-qualified stock options, SARs, restricted stock and RSUs.
Employees, other than executive officers, have been eligible to receive awards under the RGM Plan. The purpose of the RGM
Plan was (i) to give restaurant general managers (“RGMs”) the opportunity to become owners of stock, (ii) to align the interests of
RGMs with those of YUM’s other shareholders, (iii) to emphasize that the RGM is YUM’s #1 leader, and (iv) to reward the
performance of RGMs. In addition, the Plan provides incentives to Area Coaches, Franchise Business Leaders and other
supervisory field operation positions that support RGMs and have profit and loss responsibilities within a defined region or area.
While all non-executive officer employees have been eligible to receive awards under the RGM plan, all awards granted have
been to RGMs or their direct supervisors in the field. Grants to RGMs generally have four year vesting and expire after ten years.
The RGM Plan is administered by the Committee, and the Committee has delegated its responsibilities to the Chief People Officer
of the Company. The Board of Directors approved the RGM Plan on January 20, 1998.

AUDIT COMMITTEE REPORT
Who serves on the Audit Committee of the Board of Directors?
The members of the Audit Committee are Paget L. Alves, Tanya L. Domier, Thomas C. Nelson, P. Justin Skala, Elane B.
Stock and Annie Young-Scrivner. Mr. Nelson serves as chair of the Committee.
The Board of Directors has determined that all of the members of the Audit Committee are independent within the meaning
of applicable SEC regulations and the listing standards of the NYSE and that Mr. Nelson, the chair of the Committee, is
qualified as an audit committee financial expert within the meaning of SEC regulations. The Board has also determined that
Mr. Nelson has accounting and related financial management expertise within the meaning of the listing standards of the
NYSE and that each member of the Committee is financially literate within the meaning of the NYSE listing standards. .
What document governs the activities of the Audit Committee?
The Audit Committee operates under a written charter adopted by the Board of Directors. The Committee’s responsibilities
are set forth in this charter, which was amended and restated effective November 22, 2013. The charter is reviewed by
management at least annually, and any recommended changes are presented to the Audit Committee for review and
approval. The charter is available on our Web site at http://investors.yum.com/committee-composition-and-charters.
What are the responsibilities of the Audit Committee?
The Audit Committee assists the Board in fulfilling its responsibilities for general oversight of the integrity of the Company’s
financial statements, the adequacy of the Company’s system of internal controls and procedures and disclosure controls
and procedures, the Company’s risk management, the Company’s compliance with legal and regulatory requirements, the
independent auditors’ qualifications and independence and the performance of the Company’s internal audit function and
independent auditors. The Committee has the authority to obtain advice and assistance from outside legal, accounting or
other advisors as the Committee deems necessary to carry out its duties and receive appropriate funding, as determined
by the Committee, from the Company for such advice and assistance.
The Committee has sole authority over the selection of the Company’s independent auditors and manages the Company’s
relationship with its independent auditors (who report directly to the Committee). KPMG LLP has served as the Company’s
independent auditors since 1997. Each year, the Committee evaluates the performance, qualifications and independence
of the independent auditors. The Committee is also involved in the selection of the lead audit partner. In evaluating the
Company’s independent auditors, the Committee considers the quality of the services provided, as well as the independent
auditors’ and lead partner’s capabilities and technical expertise and knowledge of the Company’s operations and industry.
The Committee met 7 times during 2019. The Committee schedules its meetings with a view to ensuring that it devotes
appropriate attention to all of its tasks. The Committee’s meetings generally include private sessions with the Company’s
independent auditors and with the Company’s internal auditors, in each case without the presence of the Company’s
management, as well as executive sessions consisting of only Committee members. In addition to the scheduled meetings,
senior management confers with the Committee or its Chair from time to time, as senior management deems advisable or
appropriate, in connection with issues or concerns that arise throughout the year.
Management is responsible for the Company’s financial reporting process, including its system of internal control over
financial reporting, and for the preparation of consolidated financial statements in accordance with accounting principles
generally accepted in the U.S. The Company’s independent auditors are responsible for auditing those financial statements
in accordance with professional standards and expressing an opinion as to their material conformity with U.S. generally
accepted accounting principles and for auditing the effectiveness of the Company’s internal control over financial reporting.
The Committee’s responsibility is to monitor and review the Company’s financial reporting process and discuss
management’s report on the Company’s internal control over financial reporting. It is not the Committee’s duty or
responsibility to conduct audits or accounting reviews or procedures. The Committee has relied, without independent
verification, on management’s representations that the financial statements have been prepared with integrity and objectivity
and in conformity with accounting principles generally accepted in the U.S. and that the Company’s internal control over
financial reporting is effective. The Committee has also relied, without independent verification, on the opinion of the
independent auditors included in their report regarding the Company’s financial statements and effectiveness of internal
control over financial reporting.
What matters have members of the Audit Committee discussed with

management and the independent auditors?
As part of its oversight of the Company’s financial statements, the Committee reviews and discusses with both management
and the Company’s independent auditors all annual and quarterly financial statements prior to their issuance. With respect
to each 2019 fiscal reporting period, management advised the Committee that each set of financial statements reviewed
had been prepared in accordance with accounting principles generally accepted in the U.S., and reviewed significant
accounting and disclosure issues with the Committee. These reviews included discussions with the independent auditors
of matters required to be discussed pursuant to Public Company Accounting Oversight Board (“PCAOB”) Auditing Standard
No. 1301 (Communication with Audit Committees), including the quality (not merely the acceptability) of the Company’s
accounting principles, the reasonableness of significant judgments, the clarity of disclosures in the financial statements and
disclosures related to critical accounting practices. The Committee has also discussed with KPMG LLP matters relating to
its independence, including a review of audit and non-audit fees and the written disclosures and letter received from KPMG
LLP required by applicable requirements of the PCAOB regarding KPMG LLP’s communications with the Committee
concerning independence. The Committee also considered whether non-audit services provided by the independent
auditors are compatible with the independent auditors’ independence. The Committee also received regular updates, and
written summaries as required by the PCAOB rules (for tax and other services), on the amount of fees and scope of audit,
audit-related, tax and other services provided.
In addition, the Committee reviewed key initiatives and programs aimed at strengthening the effectiveness of the Company’s
internal and disclosure control structure. As part of this process, the Committee continued to monitor the scope and
adequacy of the Company’s internal auditing program, reviewing staffing levels and steps taken to implement recommended
improvements in internal procedures and controls. The Committee also reviews and discusses legal and compliance matters
with management, and, as necessary or advisable, the Company’s independent auditors.
Has the Audit Committee made a recommendation regarding the audited

financial statements for fiscal 2019?
Based on the Committee’s discussions with management and the independent auditors and the Committee’s review of the
representations of management and the report of the independent auditors to the Board of Directors and shareholders, and
subject to the limitations on the Committee’s role and responsibilities referred to above and in the Audit Committee Charter,
the Committee recommended to the Board of Directors that it include the audited consolidated financial statements in the
Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2019 for filing with the SEC.
Who prepared this report?

This report has been furnished by the members of the Audit Committee:
Thomas C. Nelson, Chairperson

Paget L. Alves
Tanya L. Domier
P. Justin Skala
Elane B. Stock
Annie Young-Scrivner

ADDITIONAL INFORMATION
Who pays the expenses incurred in connection with the solicitation of proxies?
Expenses in connection with the solicitation of proxies will be paid by us. Proxies are being solicited principally by mail, by
telephone and through the Internet. In addition, our directors, officers and regular employees, without additional
compensation, may solicit proxies personally, by e-mail, telephone, fax or special letter. We will reimburse brokerage firms
and others for their expenses in forwarding proxy materials to the beneficial owners of our shares.
How may I elect to receive shareholder materials electronically and discontinue

my receipt of paper copies?
YUM shareholders with shares registered directly in their name who received shareholder materials in the mail may elect
to receive future annual reports and proxy statements from us and to vote their shares through the Internet instead of
receiving copies through the mail. We are offering this service to provide shareholders with added convenience, to reduce
our environmental impact and to reduce Annual Report printing and mailing costs.
To take advantage of this option, shareholders must subscribe to one of the various commercial services that offer access
to the Internet. Costs normally associated with electronic access, such as usage and telephone charges, will be borne by
the shareholder.
To elect this option, go to www.computershare.com, click on Shareholder Account Access, log in and locate the option to
receive Company mailing via e-mail. Shareholders who elect this option will be notified by mail how to access the proxy
materials and how to vote their shares on the Internet or by phone.
If you consent to receive future proxy materials electronically, your consent will remain in effect unless it is withdrawn by
writing our Transfer Agent, Computershare, Inc., 462 South 4th Street, Suite 1600, Louisville, Kentucky 40202 or by logging
onto our Transfer Agent’s website at www.computershare.com and following the applicable instructions. Also, while this
consent is in effect, if you decide you would like to receive a hard copy of the proxy materials, you may call, write or e-mail
Computershare, Inc.
I share an address with another shareholder and we received only one paper
copy of the proxy materials. How may I obtain an additional copy of the proxy
materials?
The Company has adopted a procedure called “householding” which has been approved by the SEC. The Company and
some brokers household proxy materials, delivering a single Notice and, if applicable, this proxy statement and Annual
Report, to multiple shareholders sharing an address unless contrary instructions have been received from the affected
shareholders or they participate in electronic delivery of proxy materials. Shareholders who participate in householding will
continue to access and receive separate proxy cards. This process will help reduce our printing and postage fees, as well
as save natural resources. If at any time you no longer wish to participate in householding and would prefer to receive a
separate proxy statement, or if you are receiving multiple copies of the proxy statement and wish to receive only one, please
notify your broker if your shares are held in a brokerage account or us if you hold registered shares. You can notify us by
sending a written request to YUM! Brands, Inc., Investor Relations, 1441 Gardiner Lane, Louisville, KY 40213 or by calling
Investor Relations at 1 (888) 298-6986 or by sending an e-mail to [email protected].

ADDITIONAL INFORMATION
May I propose actions for consideration at next year’s Annual Meeting of

Shareholders or nominate individuals to serve as directors?
Under the rules of the SEC, if a shareholder wants us to include a proposal in our proxy statement and proxy card for
presentation at our 2021 Annual Meeting of Shareholders, the proposal must be received by us at our principal executive
offices at YUM! Brands, Inc., 1441 Gardiner Lane, Louisville, Kentucky 40213 by December 4, 2020. The proposal should
be sent to the attention of the Corporate Secretary.
Under our bylaws, certain procedures are provided that a shareholder must follow to nominate persons for election as
directors or to introduce an item of business at an Annual Meeting of Shareholders that is not included in our proxy
statement. These procedures provide that nominations for director nominees and/or an item of business to be introduced
at an Annual Meeting of Shareholders must be submitted in writing to our Corporate Secretary at our principal executive
offices and you must include information set forth in our bylaws. We must receive the notice of your intention to introduce a
nomination or to propose an item of business at our 2021 Annual Meeting no later than the date specified in our bylaws. If
the 2021 Annual Meeting is not held within 30 days before or after the anniversary of the date of this year’s Annual Meeting,
then the nomination or item of business must be received by the tenth day following the earlier of the date of mailing of the
notice of the meeting or the public disclosure of the date of the meeting. Assuming that our 2021 Annual Meeting is held
within 30 days of the anniversary of this Annual Meeting, we must receive notice of your intention to introduce a nomination
or other item of business at that meeting by February 13, 2021.
In addition, our bylaws provide for proxy access for director nominations by shareholders (as described at page 18). A
shareholder, or group of up to 20 shareholders, owning continuously for at least three years shares of YUM common stock
representing an aggregate of at least 3% of our outstanding shares, may nominate, and include in YUM’s proxy materials,
director nominees constituting up to 20% of YUM’s Board, provided that the shareholder(s) and nominee(s) satisfy the
requirements in YUM’s bylaws. Notice of proxy access director nominees must be received no earlier than November 4,
2020, and no later than December 4, 2020.
The Board is not aware of any matters that are expected to come before the 2020 Annual Meeting other than those referred
to in this proxy statement. If any other matter should come before the Annual Meeting, the individuals named on the form
of proxy intend to vote the proxies in accordance with their best judgment.
The chairman of the Annual Meeting may refuse to allow the transaction of any business, or to acknowledge the nomination
of any person, not made in compliance with the foregoing procedures.
Bylaw Provisions. You may contact YUM’s Corporate Secretary at the address mentioned above for a copy of the relevant
bylaw provisions regarding the requirements for making shareholder proposals and nominating director candidates.

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D. C. 20549
FORM 10-K
ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
for the fiscal year ended December 31, 2019
OR
TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
For the transition period from to
Commission file number 1-13163
YUM! BRANDS, INC.

(Exact name of registrant as specified in its charter)
North Carolina 13-3951308
(State or other jurisdiction of incorporation or organization) (I.R.S. Employer Identification No.)
1441 Gardiner Lane, Louisville, Kentucky 40213
(Address of principal executive offices) (Zip Code)
(502) 874-8300
Registrant’s telephone number, including area code:
SECURITIES REGISTERED PURSUANT TO SECTION 12(b) OF THE ACT:
Title of Each Class Trading Symbol(s) Name of Each Exchange on
Which Registered
Common Stock, no par value YUM New York Stock Exchange
SECURITIES REGISTERED PURSUANT TO SECTION 12(g) OF THE ACT:

None
Indicate by check mark Yes No

• if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
• if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
• whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was
required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
• whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant
to Rule 405 of Regulation S-T during the preceding 12 months (or for such shorter period that the registrant was
required to submit such files).
• whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth
company. See the definitions of “large accelerated filer”, “accelerated filer”, “smaller reporting company”, and “emerging growth company” in
Rule 12b-2 of the Exchange Act.
Large Smaller Emerging
Accelerated Filer: Accelerated Filer: Non-accelerated Filer: Reporting Company: Growth Company:
• If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended
transition period for complying with any new or revised financial accounting standards provided pursuant to
Section 13(a) of the Exchange Act.
• whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).
The aggregate market value of the voting stock (which consists solely of shares of Common Stock) held by non-affiliates of the registrant as of
June 30, 2019 computed by reference to the closing price of the registrant’s Common Stock on the New York Stock Exchange Composite Tape on
such date was approximately $33.6 billion. All executive officers and directors of the registrant have been deemed, solely for the purpose of the
foregoing calculation, to be “affiliates” of the registrant. The number of shares outstanding of the registrant’s Common Stock as of February 12,
2020 was 300,822,322 shares.
DOCUMENTS INCORPORATED BY REFERENCE

Portions of the definitive proxy statement furnished to shareholders of the registrant in connection with the annual meeting of shareholders to be held
on May 14, 2020 are incorporated by reference into Part III.
Table of Contents
PART I 2
ITEM 1 Business 2
ITEM 1A Risk Factors 5
ITEM 1B Unresolved Staff Comments 15
ITEM 2 Properties 15
ITEM 3 Legal Proceedings 15
ITEM 4 Mine Safety Disclosures 16
PART II 17
ITEM 5 Market for the Registrant’s Common Stock, Related Stockholder Matters and Issuer Purchases of Equity
Securities 17
ITEM 6 Selected Financial Data 19
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations 21
ITEM 7A Quantitative and Qualitative Disclosures About Market Risk 38
ITEM 8 Financial Statements and Supplementary Data 39
ITEM 9 Changes In and Disagreements with Accountants on Accounting and Financial Disclosure 84
ITEM 9A Controls and Procedures 84
ITEM 9B Other Information 84
PART III 85
ITEM 10 Directors, Executive Officers and Corporate Governance 85
ITEM 11 Executive Compensation 85
ITEM 12 Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters 85
ITEM 13 Certain Relationships and Related Transactions, and Director Independence 85
ITEM 14 Principal Accountant Fees and Services 85
PART IV 86
ITEM 15 Exhibits and Financial Statement Schedules 86
Forward-Looking Statements
In this Form 10-K, as well as in other written reports and oral statements, we present “forward-looking statements” within the meaning of
Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. We intend all
forward-looking statements to be covered by the safe harbor provisions of the Private Securities Litigation Reform Act of 1995, and we are
including this statement for purposes of complying with those safe harbor provisions.
Forward-looking statements can be identified by the fact that they do not relate strictly to historical or current facts and by the use of forward-
looking words such as “expect,” “expectation,” “believe,” “anticipate,” “may,” “could,” “intend,” “belief,” “plan,” “estimate,” “target,” “predict,”
“likely,” “seek,” “project,” “model,” “ongoing,” “will,” “should,” “forecast,” “outlook” or similar terminology. Forward-looking statements are based
on our current expectations, estimates, assumptions and/or projections, our perception of historical trends and current conditions, as well as
other factors that we believe are appropriate and reasonable under the circumstances. Forward-looking statements are neither predictions nor
guarantees of future events, circumstances or performance and are inherently subject to known and unknown risks, uncertainties and
assumptions that could cause our actual results to differ materially from those indicated by those statements. There can be no assurance that
our expectations, estimates, assumptions and/or projections will be achieved. Factors that could cause actual results and events to differ
materially from our expectations and forward-looking statements include (i) the risks and uncertainties described in the Risk Factors included in
Part I, Item 1A of this Form 10-K and (ii) the factors described in Management’s Discussion and Analysis of Financial Condition and Results of
Operations included in Part II, Item 7 of this Form 10-K. You should not place undue reliance on forward-looking statements, which speak only
as of the date they are made. The forward-looking statements included in this Form 10-K are only made as of the date of this Form 10-K and we
disclaim any obligation to publicly update any forward-looking statement to reflect subsequent events or circumstances.
YUM! BRANDS, INC. - 2019 Form 10-K 1

PART I
ITEM 1 Business
Yum! Brands, Inc. (referred to herein as “YUM”, the “Registrant” or YUM, together with its subsidiaries, is referred to in this Form 10-K
the “Company”), was incorporated under the laws of the state of annual report (“Form 10-K”) as the Company. The terms “we,” “us”
North Carolina in 1997. The principal executive offices of YUM are and “our” are also used in the Form 10-K to refer to the
located at 1441 Gardiner Lane, Louisville, Kentucky 40213, and the Company. Throughout this Form 10-K, the terms “restaurants,”
telephone number at that location is (502) 874-8300. Our website “stores” and “units” are used interchangeably. While YUM does not
address is https://www.yum.com. directly own or operate any restaurants, throughout this document
we may refer to restaurants that are owned or operated by our
subsidiaries as being Company-owned.
Overview of Business
YUM has over 50,000 restaurants in more than 150 countries and territories primarily operating under the three concepts of KFC, Pizza Hut and
Taco Bell (the “Concepts”). These three concepts are global leaders of the chicken, pizza and Mexican-style food categories, respectively. At
December 31, 2019, 98% of our units are operated by independent franchisees or licensees under the terms of franchise or license
agreements. The terms “franchise” or “franchisee” within this Form 10-K are meant to describe third parties that operate units under either
franchise or license agreements.
Following is a summary of our Concepts’ operations and a brief description of each Concept as of and for the year ended December 31, 2019:
Number of
Number of % of Units Countries and % System Sales(a)
Units International Territories Franchised (in Millions)
KFC Division 24,104 83% 144 99% $ 27,900
Pizza Hut Division 18,703 61% 113 99% 12,900
Form 10-K
Taco Bell Division 7,363 8% 30 94% 11,784

YUM 50,170 64% 152 98% $ 52,584
(a) Constitutes sales of all restaurants, both Company-owned and franchised. See further discussion of this non-GAAP measure within Part II, Item 7 of
this Form 10-K.
KFC world specializing in the sale of ready-to-eat pizza products. Pizza

Hut operates in the delivery, carryout and casual dining segments
• KFC was founded in Corbin, Kentucky by Colonel Harland D. around the world.
Sanders, an early developer of the quick service food business and
a pioneer of the restaurant franchise concept. The Colonel
perfected his secret blend of 11 herbs and spices for Kentucky Taco Bell
Fried Chicken in 1939 and signed up his first franchisee in 1952.
• The first Taco Bell restaurant was opened in 1962 by Glen Bell in
KFC restaurants across the world offer fried and non-fried chicken
Downey, California, and in 1964, the first Taco Bell franchise was
products such as sandwiches, chicken strips,
sold. Taco Bell specializes in Mexican-style food products,
chicken-on-the-bone and other chicken products marketed under
including various types of tacos, burritos, quesadillas, salads,
a variety of names.
nachos and other related items.
Pizza Hut
• The first Pizza Hut restaurant was opened in 1958 in Wichita,
Kansas, and within a year, the first franchise unit was
opened. Today, Pizza Hut is the largest restaurant chain in the
2 YUM! BRANDS, INC. - 2019 Form 10-K

PART I
ITEM 1 Business
master franchisees to operate restaurants as well as sub-franchise

Business Strategy restaurants within certain geographic territories. Master franchisees
Through our Recipe for Growth and Good we intend to unlock the are typically responsible for overseeing development within their
growth potential of our Concepts and YUM, drive increased territories and performing certain other administrative duties with
collaboration across our Concepts and geographies and consistently regard to the oversight of sub-franchisees. In exchange, master
deliver better customer experiences, improved economics and higher franchisees retain a certain percentage of fees payable by the
rates of growth. Key enablers include accelerated use of technology sub-franchisees under their franchise agreements and typically pay
and better leverage of our systemwide scale. lower fees for the restaurants they operate. Our largest master
franchisee, Yum China, pays the Company a continuing fee of 3% on
Our Recipe for Growth is based on four key drivers:
system sales of our Concepts in mainland China.
• Unrivaled Culture and Talent: Leverage our culture and people
capability to fuel brand performance and franchise success The Company seeks to maintain strong and open relationships with
its franchisees and their representatives. To this end, the Company
• Unmatched Operating Capability: Recruit and equip the best invests a significant amount of time working with the franchisee
restaurant operators in the world to deliver great customer community and their representative organizations on key aspects of
experiences the business, including products, equipment, operational
improvements and standards and management techniques.
• Relevant, Easy and Distinctive Brands: Innovate and elevate iconic
restaurant brands people trust and champion
• Bold Restaurant Development: Drive market and franchise Restaurant Operations
expansion with strong economics and value
Through its Concepts, YUM develops, operates and franchises a
Our Recipe for Good reflects our global citizenship and sustainability worldwide system of both traditional and non-traditional Quick
strategy and practices, while reinforcing our public commitment to Service Restaurants (“QSR”). Traditional units can feature dine-in,
drive socially responsible growth, risk management and sustainable carryout, drive-thru and delivery services. Non-traditional units
stewardship of our food, planet and people. include express units and kiosks that have a more limited menu,
usually generate lower sales volumes and operate in non-traditional
locations like malls, airports, gasoline service stations, train stations,
Information about Operating Segments subways, convenience stores, stadiums, amusement parks and
colleges, where a full-scale traditional outlet would not be practical or
As of December 31, 2019, YUM consists of three operating efficient.
segments:
Most restaurants in each Concept offer consumers the ability to dine
• The KFC Division which includes the worldwide operations of the
in and/or carryout food. In addition, Taco Bell and KFC offer a drive-
KFC concept thru option in many stores. Pizza Hut offers a drive-thru option on a
• The Pizza Hut Division which includes the worldwide operations of much more limited basis. Pizza Hut typically offers delivery service,
the Pizza Hut concept while, on a more limited but expanding basis, KFC and Taco Bell
allow for consumers to have the Concepts’ food delivered either
• The Taco Bell Division which includes the worldwide operations of through store-level or third-party delivery services.
the Taco Bell concept
Restaurant management structure varies by Concept and unit
size. Generally, each restaurant is led by a restaurant general
Franchise Agreements manager (“RGM”), together with one or more assistant managers,
depending on the operating complexity and sales volume of the
The franchise programs of the Company are designed to promote restaurant. Each Concept issues detailed manuals, which may then
Form 10-K
consistency and quality, and the Company is selective in granting be customized to meet local regulations and customs. These
franchises. The Company is focused on partnering with franchisees manuals set forth standards and requirements for all aspects of
who have the commitment, capability and capitalization to grow our restaurant operations, including food safety and quality, food
Concepts. Franchisees can range in size from individuals owning just handling and product preparation procedures, equipment
one restaurant to large publicly-traded companies. maintenance, facility standards and accounting control
The Company utilizes both store-level franchise and master franchise procedures. The restaurant management teams are responsible for
programs to grow its businesses. Of our over 49,000 franchised units the day-to-day operation of each unit and for ensuring compliance
at December 31, 2019, approximately 30% operate under our with operating standards. CHAMPS – which stands for Cleanliness,
master franchise programs, including over 8,800 units in mainland Hospitality, Accuracy, Maintenance, Product Quality and Speed of
China. The remainder of our franchise units operate under store-level Service – is our proprietary systemwide program for training,
franchise agreements. Under both types of franchise programs, measuring and rewarding employee performance against key
franchisees supply capital by purchasing or leasing the land, building, customer measures. CHAMPS is intended to align the operating
equipment, signs, seating, inventories and supplies and, over the processes of our entire system around one core set of standards.
longer term, by reinvesting in the business. In certain historical RGMs’ efforts, including CHAMPS performance measures, are
refranchising transactions the Company may have retained monitored by Area Coaches, where sufficient scale allows. Area
ownership of land and building and continues to lease them to the Coaches typically work with approximately six to twelve restaurants.
franchisee. Store-level franchise agreements typically
require payment to the Company of certain upfront fees such as
initial fees paid upon opening of a store, fees paid to renew the term Supply and Distribution
of the franchise agreement and fees paid in the event the franchise The Company and franchisees of the Concepts are substantial
agreement is transferred to another franchisee. Franchisees also pay purchasers of a number of food and paper products, equipment and
monthly continuing fees based on a percentage of their restaurants’ other restaurant supplies. The principal items purchased include
sales (typically 4% - 6%) and are required to spend a certain amount chicken, cheese, beef and pork products, paper and packaging
to advertise and promote the brand. Under master franchise materials. Prices paid for these supplies fluctuate. When prices
arrangements, the Company enters into agreements that allow

PART I
ITEM 1 Business
increase, the Concepts may attempt to pass on such increases to

their customers, although there is no assurance that this can be
Working Capital
done practically. The Company does not typically experience Information about the Company’s working capital is included in
significant continuous shortages of supplies, and alternative sources MD&A in Part II, Item 7 and the Consolidated Statements of Cash
for most of these products are generally available. Flows in Part II, Item 8.
In the U.S., the Company, along with the representatives of the

Company’s KFC, Pizza Hut and Taco Bell franchisee groups, are
members of Restaurant Supply Chain Solutions, LLC (“RSCS”),
Seasonal Operations
which is responsible for purchasing certain restaurant products and The Company does not consider its operations to be seasonal to any
equipment. The core mission of RSCS is to provide the lowest material degree.
possible sustainable store-delivered prices for restaurant products
and equipment. This arrangement combines the purchasing power of
the Company-owned and franchisee restaurants, which the Competition
Company believes leverages the system’s scale to drive cost savings The retail food industry, in which our Concepts compete, is made up
and effectiveness in the purchasing function. The Company also of supermarkets, supercenters, warehouse stores, convenience
believes that RSCS fosters closer alignment of interests and a stores, coffee shops, snack bars, delicatessens and restaurants
stronger relationship with its franchisee community. (including those in the QSR segment), and is intensely competitive
Most food products, paper and packaging supplies, and equipment with respect to price and quality of food products, new product
used in restaurant operations are distributed to individual restaurant development, digital engagement, advertising levels and promotional
units by third-party distribution companies. In the U.S., McLane initiatives, customer service reputation, restaurant location and
Foodservice, Inc. is the exclusive distributor for the majority of items attractiveness and maintenance of properties. Competition has also
used in Company-owned restaurants and for a substantial number of increased from and been enabled by delivery aggregators and other
franchisee stores. Outside the U.S., we and our Concepts’ food delivery services in recent years, particularly in urbanized areas.
franchisees primarily use decentralized sourcing and distribution The retail food industry is often affected by changes in consumer
systems involving many different global, regional and local suppliers tastes; national, regional or local economic conditions; currency
and distributors. Our international franchisees generally select and fluctuations; demographic trends; traffic patterns; the type, number
manage their own third-party suppliers, subject to our internal and location of competing food retailers and products; and
standards. All suppliers and distributors are expected to provide disposable purchasing power. Within the retail food industry, each of
products/services that comply with all applicable laws, rules and our Concepts competes with international, national and regional
regulations in the state and/or country in which they operate as well chains as well as locally-owned establishments, not only for
as comply with our internal standards. customers, but also for management and hourly personnel, suitable
real estate sites and qualified franchisees. Given the various types
and vast number of competitors, our Concepts do not constitute a
Advertising and Promotional Programs significant portion of the retail food industry in terms of number of
system units or system sales, either on a worldwide or individual
Company-owned and franchise restaurants are required to spend a country basis.
percentage of their respective restaurants’ sales on advertising
programs with the goal of increasing sales and enhancing the
reputation of the Concepts. Advertising may be conducted nationally, Environmental Matters
regionally and locally. When multiple franchisees operate in the same
country or region the national and regional advertising spending is The Company is not aware of any federal, state or local
typically conducted by a cooperative to which the franchisees and environmental laws or regulations that will materially affect its
Company-owned stores, if any, contribute funds as a percentage of earnings or competitive position, or result in material capital
Form 10-K
restaurants’ sales. The contributions are primarily used to pay for expenditures. However, the Company cannot predict the effect on its
expenses relating to purchasing media for advertising, market operations of possible future environmental legislation or
research, commercial production, talent payments and other support regulations. During 2019, there were no material capital expenditures
functions for the respective Concepts. We have the right to control for environmental control facilities and no such material expenditures
the advertising activities of certain advertising cooperatives, typically are anticipated.
in markets where we have Company-owned stores, through our
majority voting rights.
Government Regulation
U.S. Operations. The Company and its U.S. operations, as well as
Trademarks and Patents our franchisees, are subject to various federal, state and local laws
The Company and its Concepts own numerous registered affecting its business, including laws and regulations concerning
trademarks and service marks. The Company believes that many of information security, labor and employment, health, marketing, food
these marks, including its Kentucky Fried Chicken®, KFC®, Pizza labeling, competition, public accommodation, sanitation and
Hut® and Taco Bell® marks, have significant value and are materially safety. Each of our and our Concepts’ franchisees’ restaurants in the
important to its business. The Company’s policy is to pursue U.S. must comply with licensing requirements and regulations
registration of its important marks whenever feasible and to oppose promulgated by a number of governmental authorities, which include
vigorously any infringement of its marks. health, sanitation, safety, fire and zoning agencies in the state and/or
municipality in which the restaurant is located. In addition, each
The use of certain of these marks by franchisees has been Concept must comply with various state and federal laws that
authorized in our franchise agreements. Under current law and with regulate the franchisor/franchisee relationship. To date, the Company
proper use, the Company’s rights in its marks can generally last has not been materially adversely affected by such licensing
indefinitely. The Company also has certain patents on restaurant requirements and regulations or by any difficulty, delay or failure to
equipment which, while valuable, are not currently considered obtain required licenses or approvals.
material to its business.

PART I
ITEM 1A Risk Factors
International Operations. Our and our Concepts’ franchisees’

restaurants outside the U.S. are subject to national and local laws
Employees
and regulations which are similar to those affecting U.S. As of year end 2019, the Company and its subsidiaries employed
restaurants. The restaurants outside the U.S. are also subject to approximately 34,000 persons. The Company believes that it
tariffs and regulations on imported commodities and equipment and provides working conditions and compensation that compare
laws regulating foreign investment, as well as anti-bribery and anti- favorably with those of its principal competitors. The majority of
corruption laws. employees are paid on an hourly basis. Some employees are subject
to labor council relationships that vary due to the diverse countries in
See Item 1A “Risk Factors” for a discussion of risks relating to which the Company operates. The Company and its Concepts
federal, state, local and international regulation of our business. consider employee relations to be good.
Available Information
The Company makes available, through the Investor Relations section Our Corporate Governance Principles and our Code of Conduct are
of its internet website at https://www.yum.com, its annual report on also located within the Investor Relations section of the Company’s
Form 10-K, quarterly reports on Form 10-Q, current reports on Form website. The reference to the Company’s website address does not
8-K and amendments to those reports filed or furnished pursuant to constitute incorporation by reference of the information contained on
Section 13(a) or 15(d) of the Exchange Act, as soon as reasonably the website and should not be considered part of this
practicable after electronically filing such material with the Securities document. These documents, as well as our SEC filings, are
and Exchange Commission (“SEC”) at https://www.sec.gov. available in print free of charge to any shareholder who requests a
copy from our Investor Relations Department.

You should carefully review the risks described below as they identify the price and availability of affected ingredients, which could result in
important factors that could cause our actual results to differ disruptions in our supply chain and/or lower margins for us and our
materially from our forward-looking statements and historical trends. Concepts’ franchisees.
Any of the following risk factors, either by itself or together with other
risk factors, could materially adversely affect our business, results of
operations, cash flows and/or financial condition.
Health concerns arising from the
outbreak of a health epidemic or
Food safety and food-borne illness pandemic, including the coronavirus,
concerns may have an adverse effect may have an adverse effect on our
on our business. business.
Form 10-K
Food-borne illnesses, such as E. coli, Listeria, Salmonella and Our business could be materially and adversely affected by the
Trichinosis, occur or may occur within our system from time to outbreak of a widespread health epidemic or pandemic, including
time. In addition, food safety issues such as food tampering, arising from various strains of avian flu or swine flu, such as H1N1, or
contamination and adulteration occur or may occur within our system the coronavirus, particularly if located in regions from which we
from time to time. Any report or publicity linking us or one of our derive a significant amount of revenue or profit. The occurrence of
Concepts’ restaurants, including restaurants operated by us or our such an outbreak or other adverse public health developments could
Concepts’ franchisees, or linking our competitors or the retail food materially disrupt our business and operations. Such events could
industry generally, to instances of food-borne illness or food safety also significantly impact our industry and cause a temporary closure
issues could adversely affect our Concepts’ brands and reputations of restaurants, which could severely disrupt our or our franchisees’
as well as our revenues and profits, and possibly lead to product operations and have a material adverse effect on our business,
liability claims, litigation, governmental investigations or actions, and financial condition and results of operations.
damages. If a customer of one of our Concepts’ restaurants
becomes ill from food borne illnesses or as a result of food safety In late 2019, a novel strain of coronavirus was first detected in
issues, restaurants in our system may be temporarily closed, which Wuhan, China. Following the outbreak of this virus, the Chinese
could disrupt our operations and have a material adverse effect on government has quarantined certain affected regions and certain
our business, financial condition and results of operations. In travel restrictions have been imposed. We have a significant number
addition, instances or allegations of food-borne illness or food safety of KFC and Pizza Hut Concept restaurants located in mainland
issues, real or perceived, involving our restaurants, restaurants of China, operated by our master franchisee, Yum China. Many of our
competitors, or our suppliers or distributors (regardless of whether restaurants located within mainland China have been temporarily
we use or have used those suppliers or distributors), or otherwise closed, have shortened operating hours and/or have otherwise been
involving the types of food served at our restaurants, could result in adversely affected by the impact of the coronavirus, and these
negative publicity that could adversely affect either our or our developments have also impacted the ability of Yum China’s
Concepts’ franchisees’ revenues and profits. The occurrence of suppliers to provide food and other needed supplies at our
food-borne illnesses or food safety issues could also adversely affect Concepts’ restaurants in mainland China. Additionally, other nearby
franchisees, such as those in Hong Kong and Taiwan, have

PART I
experienced significant sales declines as well. We are unable to portions of Europe, and our relationship with certain large
accurately predict the impact that the coronavirus will have on our franchisees, such as NPC International, Inc. the largest operator of
results of operations, due to uncertainties including the ultimate Pizza Hut restaurants in the United States. Any failure to realize the
geographic spread of the virus within and outside of China, the expected benefits of such franchise relationships may adversely
severity of the disease, the duration of the outbreak, and actions that impact our business and operating results.
may be taken by governmental authorities to contain the coronavirus
or to treat its impact. However, while it is premature to accurately We have limited control over how our Concepts’ franchisees’
predict the ultimate impact of these developments, we expect our businesses are run, and their inability to operate successfully could
results for the quarter ending March 31, 2020 to be significantly adversely affect our operating results through decreased fees paid to
impacted with potential continuing, adverse impacts beyond us for royalties, advertising funds contributions, and other discrete
March 31, 2020. services we may provide to our Concept’s franchisees
(e.g. management of e-commerce platform). If our Concepts’
In addition, our operations could be disrupted if any of our franchisees fail to adequately capitalize their businesses or incur too
employees or employees of our business partners were suspected of much debt, if their operating expenses or commodity prices increase
having the avian flu or swine flu, or other illnesses such as hepatitis or if economic or sales trends deteriorate such that they are unable
A, norovirus or coronavirus, since this could require us or our to operate profitably or repay existing debt, it could result in their
business partners to quarantine some or all of such employees or financial distress, including insolvency or bankruptcy, or the inability
disinfect our restaurant facilities. Outbreaks of avian flu occur from to meet development targets or obligations. If a significant franchisee
time to time around the world, and such outbreaks have resulted in of one of our Concepts becomes, or a significant number of our
confirmed human cases. It is possible that outbreaks could reach Concepts’ franchisees in the aggregate become, financially
pandemic levels. Public concern over avian flu generally may cause distressed, our operating results could be impacted through reduced
fear about the consumption of chicken, eggs and other products or delayed fee payments that cause us to record bad debt expense,
derived from poultry, which could cause customers to consume less reduced advertising fund contributions, and reduced new unit
poultry and related products. Because poultry is a menu offering for development. In addition, we are secondarily liable on certain of our
our Concepts, this would likely result in lower revenues and profits for Concepts’ franchisees’ restaurant lease agreements, including lease
us and our Concepts’ franchisees. Avian flu outbreaks could also agreements that we have guaranteed or assigned to franchisees in
adversely affect the price and availability of poultry, which could connection with the refranchising of certain Company-owned
negatively impact profit margins and revenues for us and our restaurants. Our operating results could be impacted by any
Concepts’ franchisees. increased rent obligations for such leased properties to the extent
our Concepts’ franchisees default on such lease agreements. In
Furthermore, other viruses may be transmitted through human addition, the failure of our Concepts’ franchisees to adequately
contact, and the risk of contracting viruses could cause employees engage in succession planning may adversely affect their restaurant
or guests to avoid gathering in public places, which could adversely operations and the development of new restaurants, which in turn
affect restaurant guest traffic or the ability to adequately staff could hurt our business.
restaurants. We could also be adversely affected if government
authorities impose mandatory closures, seek voluntary closures, Our success also depends on the willingness and ability of our
impose restrictions on operations of restaurants, or restrict the import Concepts’ franchisees to implement marketing programs and major
or export of products, or if suppliers issue mass recalls of initiatives such as restaurant remodels or equipment or technology
products. Even if such measures are not implemented and a virus or upgrades, which may require financial investment. Our Concepts
other disease does not spread significantly, the perceived risk of may be unable to successfully implement strategies that we believe
infection or health risk may adversely affect our business and are necessary for further growth if their franchisees do not
operating results. participate, which in turn may harm the growth prospects and
financial condition of the Company. Additionally, the failure of our
Concepts’ franchisees to focus on key elements of restaurant
Form 10-K
operations, such as quality, service and cleanliness (even if such

Our operating results and growth failures do not rise to the level of breaching the related franchise
strategies are closely and increasingly documents) may be attributed by guests to our Concepts’ entire
brand and could have a negative impact on our business.
tied to the success of our Concepts’
Our reliance on master franchise arrangements can decrease our
franchisees. level of control over our Concepts’ restaurants and increase certain
The vast majority (98%) of our restaurants are operated by our risks arising from franchise operations. For example, we rely on our
Concepts’ franchisees, and our percentage of franchise-owned master franchisees to monitor and enforce sub-franchisee
restaurants has increased in recent years. Our refranchising efforts compliance with our operating standards, and a failure to comply
have increased our dependence on the financial success and with such standards could adversely affect our business.
cooperation of our Concepts’ franchisees. In addition, our long-term
system sales growth targets depend on maintaining the pace of our
net system unit growth rate. Nearly all of this unit growth is expected
to result from new unit openings by our Concepts’ franchisees. We
We may not achieve our target
increasingly also rely on master franchisees, who have rights to development goals, aggressive
license to sub-franchisees the right to develop and operate
restaurants, to achieve our expectations for new unit development. If development could cannibalize existing
our Concepts’ franchisees and master franchisees do not meet our sales and new restaurants may not be
expectations for new unit development, we may fall short of our
system sales targets. In addition, we have franchise relationships that profitable.
are particularly important to our business, such as our relationship Our growth strategy depends on our and our Concepts’ franchisees’
with Yum China as described in a subsequent risk factor below, our ability to increase the number of restaurants around the world. The
strategic alliance with Telepizza Group S.A., who is the master successful development of new units depends in large part on the
franchisee of Pizza Hut in Latin America (excluding Brazil) and ability of our Concepts’ franchisees to open new restaurants and to

PART I
operate these restaurants profitably. Effectively managing growth can Our royalty income from the Yum China business is therefore subject
be challenging, particularly as we expand into new markets to numerous uncertainties based on the policies of the Chinese
internationally, and we cannot guarantee that we, or our Concepts’ government, as they may change from time to time. If Yum China’s
franchisees, including Yum China, will be able to achieve our business is harmed or development of our Concepts’ restaurants is
expansion goals or that new restaurants will be operated slowed in mainland China due to any of these factors, it could
profitably. Further, there is no assurance that any new restaurant will negatively impact the royalty paid by Yum China to us, which would
produce operating results similar to those of our existing negatively impact our financial results or our growth prospects.
restaurants. Other risks that could impact our ability to increase the
number of our restaurants include prevailing economic conditions Our relationship with Yum China is governed primarily by a Master
and trade or economic policies or sanctions, our ability to attract new License Agreement, which may be terminated upon the occurrence of
franchisees, construction and development costs of new restaurants, certain events, such as the insolvency or bankruptcy of Yum China. In
and our, or our Concepts’ franchisees’, ability to obtain suitable addition, if we are unable to enforce our intellectual property or
restaurant locations, negotiate acceptable lease or purchase terms contract rights in mainland China, if Yum China is unable or unwilling
for the locations, obtain required permits and approvals in a timely to satisfy its obligations under the Master License Agreement, or if the
manner, hire and train qualified management teams and restaurant Master License Agreement is otherwise terminated, it could result in
crews, and meet construction schedules. an interruption in the operation of our brands that have been
exclusively licensed to Yum China for use in mainland China. Such
Expansion into markets could also be affected by our Concepts’ interruption could cause a delay in, or loss of, royalty income to us,
franchisees’ willingness to invest capital or ability to obtain financing which would negatively impact our financial results.
to construct and open new restaurants. If it becomes more difficult or
more expensive for our Concepts’ franchisees to obtain financing to
develop new restaurants, or if the perceived return on invested
capital is not sufficiently attractive, the expected growth of our Our international operations subject us
system could slow and our future revenues and operating cash flows to risks that could negatively affect our
could be adversely impacted.
business.
In addition, the development of new restaurants could impact the sales
of our Concepts’ existing restaurants nearby. There can be no A significant portion of our Concepts’ restaurants are operated in
assurance that sales cannibalization will not occur or become more countries and territories outside of the U.S., including in emerging
significant in the future as we increase our presence in existing markets. markets, and we intend to continue expansion of our international
operations. As a result, our business and the businesses of our
Concepts’ franchisees are increasingly exposed to risks inherent in
international operations. These risks, which can vary substantially by
We have significant exposure to the country, include political, financial or social instability or conditions,
corruption, anti-American sentiment and social and ethnic unrest, as
Chinese market through our largest well as changes in economic conditions (including consumer spending,
franchisee, Yum China, which subjects unemployment levels and wage and commodity inflation), the
regulatory environment (including the risks of operating in developing
us to risks that could negatively affect or emerging markets in which there are significant uncertainties
our business. regarding the interpretation and enforceability of legal requirements
and the enforceability of contract rights and intellectual property rights),
A significant portion of our total business is conducted in mainland income and non-income based tax rates and laws, the impact of
China, particularly with respect to our KFC Concept. In connection import restrictions or controls, sanctions, foreign exchange control
with the spin-off of our China business in 2016 into an independent regimes including restrictions on currency conversion, natural
publicly-traded company (the “Separation” or “Yum China spin-off”),
Form 10-K
disasters, the impact of labor costs and conditions, consumer
we entered into a Master License Agreement with Yum China preferences and the laws and policies that govern foreign investment in
pursuant to which Yum China is the exclusive licensee of the KFC, countries where our Concepts’ restaurants are operated. For example,
Pizza Hut and Taco Bell Concepts and their related marks and other we have been subject to a regulatory enforcement action in India
intellectual property rights for restaurant services in mainland China. alleging violation of foreign exchange laws for failure to satisfy
Following the Separation, Yum China became, and continues to be, conditions of certain operating approvals, such as minimum
our largest franchisee. Our financial results are significantly affected investment and store build requirements as well as limitations on the
by Yum China’s results as we are entitled to receive a 3% sales- remittance of fees outside of the country (See Note 19). In addition, we
based royalty on all Yum China system sales related to our and our franchisees do business in jurisdictions that may be subject to
Concepts. Yum China’s business is exposed to risks in mainland trade or economic sanction regimes and such sanctions could be
China, which include, among others, potential political, financial or expanded. Any failure to comply with such sanction regimes or other
social instability, changes in economic conditions (including similar laws or regulations could result in the assessment of damages,
consumer spending, unemployment levels and wage and commodity the imposition of penalties, suspension of business licenses, or a
inflation), consumer preferences, the regulatory environment cessation of operations at our or our franchisees’ businesses, as well
(including uncertainties with respect to the interpretation and as damage to our and our Concepts’ brands’ images and reputations,
enforcement of Chinese laws, rules and regulations), and tax laws all of which could harm our profitability.
and regulations including the tax treatment of the royalty paid to
YUM, as well as increased media scrutiny of our Concepts and
industry, fluctuations in foreign exchange rates, increased restrictions
or tariffs on imported supplies as a result of trade disputes, any Foreign currency risks and foreign
epidemics or pandemics arising out of mainland China, and
increased competition. Further, any significant or prolonged
exchange controls could adversely
deterioration in U.S.-China relations could adversely affect our affect our financial results.
Concepts in mainland China if Chinese consumers reduce the
Our results of operations and the value of our foreign assets are
frequency of their visits to Yum China’s restaurants. Chinese law
affected by fluctuations in currency exchange rates, which may
regulates Yum China’s business conducted within mainland China.

PART I
adversely affect reported earnings. More specifically, an increase in

the value of the U.S. dollar relative to other currencies, such as the Unreliable or inefficient restaurant or
Chinese Renminbi (“RMB”), Australian Dollar, the British Pound and consumer-facing technology or the
the Euro, as well as currencies in certain other markets, such as the
Malaysian Ringgit and Russian Ruble, could have an adverse effect failure to successfully implement
on our reported earnings. There can be no assurance as to the future technology initiatives in the future could
effect of any such changes on our results of operations, financial
condition or cash flows. In addition, the governments in certain adversely impact operating results.
countries where we operate, including China, restrict the conversion We and our Concepts’ franchisees rely heavily on information
of local currency into foreign currencies and, in certain cases, the technology systems in the conduct of our business, some of which
remittance of currency out of the country. Yum China’s income is are managed, hosted, provided and/or used by third parties,
almost exclusively derived from the earnings of its Chinese including, for example, point-of-sale processing in our restaurants,
subsidiaries, with substantially all revenues of its Chinese subsidiaries management of our supply chain, and various other processes and
denominated in RMB. Any significant fluctuation in the value of the procedures. These systems are subject to damage, interruption or
RMB could materially impact the U.S. dollar value of royalty failure due to theft, fire, power outages, telecommunications failure,
payments made to us by Yum China, which could result in lower computer viruses, security breaches, malicious cyber-attacks or
revenues. In addition, restrictions on the conversion of RMB to U.S. other catastrophic events. Certain technology systems may also be
dollars or further restrictions on the remittance of currency out of unreliable or inefficient, and technology vendors may limit or
China could result in delays in the remittance of Yum China’s royalty, terminate product support and maintenance, which could impact the
which could impact our liquidity. reliability of critical systems operations. If our or our Concepts’
franchisees’ information technology systems are damaged or fail to
function properly, we may incur substantial costs to repair or replace
Failure to protect the integrity and them, and may experience loss of critical data and interruptions or
delays in our ability to manage inventories or process transactions,
security of personal information of our which could result in lost sales, customer or employee
dissatisfaction, or negative publicity that could negatively impact our
customers and employees could result reputation, results of operations and financial condition.
in substantial costs, expose us to We and our Concepts’ franchisees rely on technology not only to
litigation and damage our reputation. efficiently operate our restaurants but also to drive the customer
experience, sales growth and margin improvement. Execution of our
We receive and maintain certain personal, financial and other
growth strategy will be dependent on our initiatives to implement
information about our customers, employees, vendors and
proprietary and third-party technology solutions and gather and
franchisees. In addition, our vendors and/or franchisees receive and
leverage data to enhance restaurant operations and improve the
maintain certain personal, financial and other information about our
customer experience. We may not be able recruit and retain qualified
employees and customers. The use and handling of this information
individuals for these efforts, and there is intense competition for
is regulated by evolving and increasingly demanding laws and
qualified technology systems developers necessary to develop and
regulations in various jurisdictions, as well as by certain third-party
implement new technologies for our growth initiatives, including
contracts. We have experienced cyber- attacks and security
increasing our digital relationships with customers. Our strategic
breaches from time to time. If our security and information systems
technology initiatives may not be implemented in a timely manner or
are compromised as a result of data corruption or loss, cyber-attack
may not achieve the desired results. Even if we effectively implement
or a network security incident or if our employees, franchisees or
and manage our technology initiatives, they may not result in sales
vendors fail to comply with these laws and regulations and this
growth or margin improvement. Additionally, implementing the
information is obtained by unauthorized persons or used
Form 10-K
evolving technology demands of the consumer may place a

inappropriately, it could result in liabilities and penalties and could
significant financial burden on us and our Concepts’ franchisees.
damage our reputation, cause us to incur substantial costs and result
Moreover, our failure to adequately invest in new technology or adapt
in a loss of customer confidence, which could adversely affect our
to technological developments and industry trends, particularly with
results of operations and financial condition. Additionally, we could
respect to digital commerce capabilities, could result in a loss of
be subject to litigation and government enforcement actions as a
customers and related market share. If our Concepts’ digital
result of any such failure.
commerce platforms do not meet customers’ expectations in terms
Further, data privacy is subject to frequently changing rules and of security, speed, attractiveness or ease of use, customers may be
regulations, which sometimes conflict among the various jurisdictions less inclined to return to such digital commerce platforms, which
and countries where we, our Concepts and our Concepts’ could negatively impact our business.
franchisees do business. For example, the General Data Protection
Regulation (“GDPR”), which was adopted by the European Union
effective May 2018, requires companies to meet new requirements
regarding the handling of personal data. In addition, the State of There are risks associated with our
California enacted the California Consumer Privacy Act (the “CCPA”), increasing dependence on digital
which became effective January 2020 and requires companies that
process information on California residents to, among other things, commerce platforms to maintain and
provide new disclosures and options to consumers about data grow sales. Such platforms may
collection, use and sharing practices. Moreover, each of the GDPR
and the CCPA confer a private right-of-action on certain individuals experience disruptions, which could
and associations. Our failure to adhere to or successfully implement
appropriate processes to adhere to the requirements of GDPR,
harm our ability to compete and
CCPA and other evolving laws and regulations in this area could conduct our business.
result in financial penalties, legal liability and could damage our and
Customers are increasingly using e-commerce websites and apps,
our Concepts’ brands’ reputations.
both domestically and internationally, like pizzahut.com, Pizza Hut,

PART I
KFC and Taco Bell apps, as well as apps owned by third-party

delivery aggregators such as Grubhub and third-party mobile Shortages or interruptions in the
payment processors, to order and pay for our Concepts’ products. availability and delivery of food and
As a result, our Concepts and our Concepts’ franchisees are
increasingly reliant on digital ordering and payment as a sales other supplies may increase costs or
channel. These digital ordering and payment platforms could be reduce revenues.
damaged or interrupted by power loss, technological failures, user
errors, cyber-attacks, other forms of sabotage or acts of God. In The products sold by our Concepts and their franchisees are
particular, Pizza Hut relies on digital orders for a significant portion of sourced from a wide variety of domestic and international suppliers
its sales and could experience and has experienced interruptions of although certain products have limited suppliers, which increases our
its digital ordering platforms, which limited or delayed customers’ reliance on those suppliers. We, along with our Concepts’
ability to order through such platforms or made customers less franchisees, are also dependent upon third parties to make frequent
inclined to return to such platforms. Any such limitation or delay deliveries of food products and supplies that meet our specifications
would negatively impact Pizza Hut’s sales and customer experience at competitive prices. Shortages or interruptions in the supply of food
and perception. items and other supplies to our Concepts’ restaurants have
happened from time to time and could adversely affect the
Yum China, our largest franchisee, utilizes third-party mobile availability, quality and cost of items we use and the operations of
payment apps such as Alipay and WeChat as a means through our restaurants. Future shortages or disruptions could be caused by
which to generate sales and process payments. Should customers inclement weather, natural disasters, inaccurate forecasting of
become unable to access mobile payment apps in China, or should customer demand, problems in production or distribution,
the relationship between Yum China and one or more third-party restrictions on imports or exports including due to trade disputes, the
mobile payment processors become interrupted, our results of inability of vendors to obtain credit, political instability in the countries
operations could be negatively impacted. in which the suppliers and distributors are located, the financial
instability of suppliers and distributors, suppliers’ or distributors’
failure to meet our standards or requirements, transitioning to new
suppliers or distributors, product quality issues, inflation, other
Our inability or failure to recognize, factors relating to the suppliers and distributors and the countries in
respond to and effectively manage the which they are located, food safety warnings or advisories or the
prospect of such pronouncements, product recalls, the cancellation
accelerated impact of social media of supply or distribution agreements or an inability to renew such
could adversely impact our business. arrangements or to find replacements on commercially reasonable
terms, or other conditions beyond our control or the control of our
In recent years, there has been a marked increase in the use of social Concepts’ franchisees.
media platforms, including blogs, chat platforms, social media
websites, and other forms of Internet-based communications which Moreover, the withdrawal of the United Kingdom from the European
allow individuals access to a broad audience of consumers and other Union which occurred effective as of January 31, 2020, to be
interested persons. The rising popularity of social media and other followed by a transition period which is scheduled to expire on
consumer-oriented technologies has increased the speed and December 31, 2020 (unless otherwise extended) in which the United
accessibility of information dissemination. Many social media Kingdom and the European Union will negotiate the terms of this
platforms immediately publish the content their subscribers and withdrawal, may give to rise to economic, financial, legal, tax and
participants post, often without filters or checks on accuracy of the trade uncertainties that may adversely impact us and could,
content posted. Information posted on such platforms at any time depending on the terms negotiated during the transition period,
may be adverse to our interests and/or may be inaccurate. The result in the reimposition of customs and border controls, which in
dissemination of information online could harm our business, turn may result in shortages or interruptions in supply to our
Form 10-K
reputation, financial condition, and results of operations, regardless Concepts in the United Kingdom with consequences similar to those
of the information’s accuracy. The damage may be immediate described above.
without affording us an opportunity for redress or correction.
In addition, in the U.S., the Company, along with representatives of
In addition, social media is frequently used by our Concepts to the Company’s KFC, Pizza Hut and Taco Bell franchisee groups, are
communicate with their respective customers and the public in members of Restaurant Supply Chain Solutions, LLC (“RSCS”),
general. Failure by our Concepts to use social media effectively or which is a third-party responsible for purchasing certain restaurant
appropriately, particularly as compared to our Concepts’ respective products and equipment, and McLane Foodservice, Inc. (“McLane”)
competitors, could lead to a decline in brand value, customer visits serves as the largest distributor for each of the Company’s Concepts
and revenue. Other risks associated with the use of social media in the U.S. Any failure or inability of our significant suppliers or
include improper disclosure of proprietary information, negative distributors, including RSCS or McLane to perform could result in
comments about our Concepts’ brands, exposure of personally shortages or interruptions in the availability of food and other
identifiable information, fraud, hoaxes or malicious dissemination of supplies.
false information. The inappropriate use of social media by our
A shortage or interruption in the availability of certain food products
customers or employees could increase our costs, lead to litigation
or supplies could increase costs and limit the availability of products
or result in negative publicity that could damage our reputation and
critical to restaurant operations, which in turn could lead to restaurant
adversely affect our results of operations.
closures and/or a decrease in sales. In addition, failure by a key
supplier or distributor for our Concepts and/or our Concepts’
franchisees to meet its service requirements could lead to a
disruption of service or supply until a new supplier or distributor is
engaged, and any disruption could have an adverse effect on our
business.

PART I
industry demand, food safety concerns, product recalls,

The loss of key personnel, or labor governmental regulation and other factors, all of which are beyond
shortages or difficulty finding qualified our control and in many instances are unpredictable. As a result, the
historical prices of raw materials used in the operation of our
employees could slow our growth, Concepts’ restaurants have fluctuated. We cannot assure that we or
harm our business and reduce our our Concepts’ franchisees will continue to be able to purchase raw
materials at reasonable prices, or that the cost of raw materials will
profitability. remain stable in the future. In addition, a significant increase in
Much of our future success depends on the continued availability gasoline prices could result in the imposition of fuel surcharges by
and service of senior management personnel. The loss of any of our our distributors.
executive officers or other key senior management personnel could Because we and our Concepts’ franchisees provide competitively
harm our business. priced food, we may not have the ability to pass through to our
In addition, our restaurant operations are highly service-oriented and customers the full amount of any commodity price increases. If we
our success depends in part upon our and our Concepts’ and our Concepts’ franchisees are unable to manage the cost of raw
franchisees’ ability to attract, retain and motivate a sufficient number materials or to increase the prices of products proportionately, our
of qualified employees, including franchisee management, restaurant and our franchisees’ profit margins may be adversely impacted.
managers and other crew members. The market for qualified
employees in the retail food industry is very competitive. Any future
inability to recruit and retain qualified individuals may delay our Our Concepts’ brands may be harmed
planned use, development or deployment of technology or the
planned openings of new restaurants by us and our Concepts’ or diluted through franchisee and third-
franchisees which could have a material adverse impact on the
operation of our Concepts’ existing restaurants.
party activity.
Although we monitor and regulate franchisee activities through our
In addition, strikes, work slowdowns or other job actions may Concepts’ franchise agreements, franchisees or other third parties
become more common. In the event of a strike, work slowdown or may refer to or make statements about our Concepts’ brands that do
other labor unrest, the ability to adequately staff our Concepts’ not make proper use of our trademarks or required designations, that
restaurants could be impaired, which could result in reduced revenue improperly alter trademarks or branding, or that are critical of our
and customer claims, and may distract our management from Concepts’ brands or place our Concepts’ brands in a context that
focusing on our business and strategic priorities. may tarnish their reputation. This may result in dilution of, or harm to,
our intellectual property or the value of our Concepts’ brands.
Franchisee noncompliance with the terms and conditions of our
Changes in labor and other operating franchise agreements may reduce the overall goodwill of our
costs could adversely affect our and Concepts’ brands, whether through the failure to meet health and
safety standards, engage in quality control or maintain product
our franchisees’ results of operations. consistency, or through the participation in improper or objectionable
An increase in the costs of employee wages, benefits and insurance business practices. Moreover, unauthorized third parties, including
(including workers’ compensation, general liability, property and our Concepts’ current and former franchisees, may use our
health) as well as other operating costs such as rent and energy intellectual property to trade on the goodwill of our Concepts’
costs could adversely affect our and our franchisees’ operating brands, resulting in consumer confusion or brand dilution. Any
results. Such increases could result from general economic or reduction of our Concepts’ brands’ goodwill, consumer confusion, or
competitive conditions or from government imposition of higher brand dilution is likely to impact sales, and could materially and
Form 10-K
minimum wages at the federal, state or local level. Moreover, there adversely impact our business and results of operations.
may be a long-term trend toward higher wages in developing
markets Any increase in such operating expenses could adversely
affect our and our Concepts’ franchisees’ profit margins. In addition, Our success depends substantially on
competition for qualified employees could also compel us or our
Concepts’ franchisees to pay higher wages to attract or retain key our corporate reputation and on the
crew members, which could result in higher labor costs and
decreased profitability.
value and perception of our brands.
Our success depends in large part upon our ability and our
Concepts’ franchisees’ ability to maintain and enhance the value of
our brands and our customers’ loyalty to our brands. Brand value is
An increase in food prices may have an based in part on consumer perceptions on a variety of subjective
adverse impact on our and our qualities. Those perceptions are affected by a variety of factors,
including the nutritional content and preparation of our food, the
Concepts’ franchisees’ profit margins. ingredients we use, and the manner in which we source the
Our and our Concepts’ franchisees’ businesses depend on reliable commodities we use. Consumer acceptance of our offerings is
sources of large quantities of raw materials such as proteins subject to change for a variety of reasons, and some changes can
(including poultry, pork, beef and seafood), cheese, oil, flour and occur rapidly. For example, nutritional, health and other scientific
vegetables (including potatoes and lettuce). Raw materials studies and conclusions, which constantly evolve and may have
purchased for use in our Concepts’ restaurants are subject to price contradictory implications, drive popular opinion, litigation and
volatility caused by any fluctuation in aggregate supply and demand, regulation (including initiatives intended to drive consumer behavior)
or other external conditions, such as weather conditions, or natural in ways that may affect perceptions of our Concepts’ brands
events or disasters that affect expected harvests of such raw generally or relative to available alternatives. In addition, business
materials, taxes and tariffs (including as a result of trade disputes), incidents, whether isolated or recurring, and whether originating from
us, our Concepts’ restaurants, franchisees, competitors,

PART I
governments, suppliers or distributors, can significantly reduce brand

value and consumer trust, particularly if the incidents receive Changes in, or noncompliance with,
considerable publicity or result in litigation or investigations. For governmental regulations may
example, our Concepts’ brands could be damaged by claims or
perceptions about the quality or safety of our products or the quality adversely affect our business
or reputation of our suppliers, distributors or franchisees or that we, operations, growth prospects or
our Concepts’ franchisees or other business partners are acting in an
unethical, illegal, racially-biased or socially irresponsible manner, financial condition.
regardless of whether such claims or perceptions are true. Similarly, The Company, and our Concepts and their franchisees, are subject
entities in our supply chain may engage in conduct, including alleged to numerous laws and regulations around the world. These laws
human rights abuses or environmental wrongdoing, and any such change regularly and are increasingly complex. For example, we are
conduct could damage our or our Concepts’ brands’ reputations. subject to:
Any such incidents (even if resulting from actions of a competitor or
franchisee) could cause a decline directly or indirectly in consumer • The Americans with Disabilities Act in the U.S. and similar state
confidence in, or the perception of, our Concepts’ brands and/or our laws that give civil rights protections to individuals with disabilities
products and reduce consumer demand for our products, which in the context of employment, public accommodations and other
would likely result in lower revenues and profits. Additionally, our areas.
corporate reputation could suffer from a real or perceived failure of • The U.S. Fair Labor Standards Act, which governs matters such as
corporate governance or misconduct by a Company officer, or an
minimum wages, overtime and other working conditions, as well
employee or representative of us or a franchisee.
as family leave mandates and a variety of similar state laws that
govern these and other employment law matters.
• Laws and regulations in government-mandated health care
We could be party to litigation that benefits such as the Patient Protection and Affordable Care Act in
could adversely affect us by increasing the U.S.
our expenses, diverting management • Laws and regulations relating to nutritional content, nutritional
labeling, product safety, product marketing and menu labeling.
attention or subjecting us to significant
• Laws relating to state and local licensing.
monetary damages and other • Laws relating to the relationship between franchisors and
remedies. franchisees.
We are regularly involved in legal proceedings, which include • Laws and regulations relating to health, sanitation, food, workplace
regulatory claims or disputes, consumer, personal injury, claims from safety, child labor, including laws regulating the use of certain
franchisees employment, real estate related, tort, intellectual “hazardous equipment”, building and zoning, and fire safety and
property, breach of contract, securities, derivative and other litigation. prevention.
See the discussion of legal proceedings in Note 19 to the
Consolidated Financial Statements included in Item 8 of this • Laws and regulations relating to union organizing rights and
Form 10-K. Plaintiffs in these types of lawsuits often seek recovery of activities.
very large or indeterminate amounts, lawsuits are subject to inherent • Laws relating to information security, privacy (including the
uncertainties (some of which are beyond the Company’s control), European Union’s GDPR and California’s CCPA), cashless
and unfavorable rulings or developments could occur. Moreover, payments, and consumer protection.
regardless of whether any such claims have merit, or whether we are
Form 10-K
ultimately held liable or settle, such litigation may be expensive to • Laws relating to currency conversion or exchange.
defend, may divert resources and management attention away from • Laws relating to international trade and sanctions.
our operations, and may negatively impact our results of
operations. With respect to insured claims, a judgment for monetary • Tax laws and regulations.
damages in excess of any insurance coverage could adversely affect • Anti-bribery and anti-corruption laws.
our financial condition or results of operations. Moreover, any
adverse publicity resulting from these allegations may also adversely • Environmental laws and regulations.
affect our Concepts’ reputations, which in turn could adversely affect • Federal and state immigration laws and regulations in the U.S.
our results of operations.
Compliance with new or existing laws and regulations could impact
In addition, the restaurant industry around the world has been our or our Concepts’ franchisees’ operations. The compliance costs
subject to claims that relate to the nutritional content of food associated with these laws and regulations could be substantial. In
products, as well as claims that the menus and practices of addition, if any governmental authority were to adopt and implement
restaurant chains have led to customer health issues, including a broader standard for determining when two or more otherwise
weight gain and other adverse effects. We may also be subject to unrelated employers may be found to be a joint employer of the
such claims in the future and, even if we are not, publicity about same employees under laws such as the National Labor Relations
these matters (particularly directed at the quick service and fast- Act in a manner that is applied generally to franchise relationships
casual segments of the retail food industry) may harm our Concepts’ (which broader standards in the past have been adopted by U.S.
reputations and adversely affect our business, financial condition and governmental agencies such as the National Labor Relations Board),
results of operations. Moreover, these could lead to an increase in this could cause us or our Concepts to be liable or held responsible
the regulation of the content or marketing of our products, including for unfair labor practices and other violations and could subject our
legislation or regulation seeking to tax and/or regulate high-fat foods, Concepts to other liabilities, and/or require our Concepts to conduct
foods with high sugar and salt content, or foods otherwise deemed collective bargaining negotiations, regarding employees of totally
to be “unhealthy,” which could increase costs of compliance and separate, independent employers, most notably our Concepts’
remediation to us and our franchisees. franchisees. Further, a recently-enacted law in California sets out an
employment classification test that established a new standard for

PART I
determining employee or independent contractor status. This law authorities, but such accruals require significant judgment which may
and any similar laws enacted at the federal, state or local level, could be incorrect and may result in payments greater than the amounts
increase our and our franchisees’ labor costs and decrease accrued. If the IRS or another taxing authority disagrees with our tax
profitability or could cause our franchisees to be deemed employees positions, we could face additional tax liabilities, including interest
of our Concepts. and penalties. Payment of additional amounts upon final settlement
or adjudication of any disputes could have a material impact on our
Any failure or alleged failure to comply with applicable laws or results of operations and financial position.
regulations could adversely affect our reputation, international
expansion efforts, growth prospects and financial results or result in, In addition, we are directly and indirectly affected by new tax laws
among other things, litigation, revocation of required licenses, internal and regulation and the interpretation of tax laws and regulations
investigations, governmental investigations or proceedings, worldwide. Changes in laws, regulation or interpretation of existing
administrative enforcement actions, fines and civil and criminal laws and regulations in the U.S. and other jurisdictions where we are
liability. Publicity relating to any such noncompliance could also harm subject to taxation could increase our taxes and have an adverse
our Concepts’ reputations and adversely affect our revenues. effect on our results of operations and financial condition. Changes in
tax laws may arise as a result of tax policy guidance issued by the
Additionally, we are working to manage the risks and costs to us, our Organisation for Economic Co-operation and Development (“OECD”),
franchisees and our supply chain of the effects of climate change, a coalition of member nations including the United States. The OECD
greenhouse gases, and diminishing energy and water resources. guidance, referred to as the Base Erosion and Profit Shifting (“BEPS”)
These risks include the increased public focus, including by Action Plan, does not have the force of law, but certain countries
governmental and nongovernmental organizations, on these and may enact tax legislation, modify tax treaties, and/or increase audit
other environmental sustainability matters, such as packaging and scrutiny based on the BEPS guidance. To the extent BEPS principles
waste, animal health and welfare, deforestation and land use. These are adopted by major jurisdictions in which we operate, it could
risks also include the increased pressure to make commitments, set increase our taxes and have a material adverse impact on our results
targets, or establish additional goals and take actions to meet them. of operations and financial position. We have in the past and may in
These risks could expose us to market, operational, reputational and the future adapt our entity and operating structure in response to and
execution costs or risks. in compliance with changes in tax laws, regulations, or interpretation
of existing laws and regulations. Such restructurings could result in
material incremental tax costs associated with restructuring
Failure to comply with anti-bribery or transactions or operations of the structure. In addition, public
perception that we are not paying a sufficient amount of taxes could
anti-corruption laws could adversely damage our Concepts’ reputations, which could harm our
profitability.
affect our business operations.
The U.S. Foreign Corrupt Practices Act, the UK Bribery Act and other
similar applicable laws prohibiting bribery of government officials and
other corrupt practices are the subject of increasing emphasis and The Yum China spin-off and certain
enforcement around the world. There can be no assurance that our related transactions could result in
employees, contractors, agents or other third parties will not take
actions in violation of our policies or applicable law, particularly as we substantial U.S. tax liability.
expand our operations in emerging markets and elsewhere. Any We received opinions of outside counsel substantially to the effect
such violations or suspected violations could subject us to civil or that, for U.S. federal income tax purposes, the Yum China spin-off
criminal penalties, including substantial fines and significant and certain related transactions qualified as generally tax-free under
investigation costs, and could also materially damage our reputation, Sections 355 and 361 of the U.S. Internal Revenue Code. The
brands, international expansion efforts and growth prospects,
Form 10-K
opinions relied on various facts and assumptions, as well as certain

business and operating results. Publicity relating to any representations as to factual matters and undertakings (including
noncompliance or alleged noncompliance could also harm our with respect to future conduct) made by Yum China and us. If any of
Concepts’ reputations and adversely affect our revenues and results these facts, assumptions, representations or undertakings are
of operations. incorrect or not satisfied, we may not be able to rely on these
opinions of outside counsel. Accordingly, notwithstanding receipt of
the opinions of outside counsel, the conclusions reached in the tax
Tax matters, including changes in tax opinions may be challenged by the IRS. Because the opinions are
not binding on the IRS or the courts, there can be no assurance that
rates or laws, disagreements with the IRS or the courts will not prevail in any such challenge.
taxing authorities, imposition of new If, notwithstanding receipt of any opinion, the IRS were to conclude
taxes and our restructurings could that the Yum China spin-off was taxable, in general, we would
recognize taxable gain as if we had sold the Yum China common
impact our results of operations and stock in a taxable sale for its fair market value. In addition, each
U.S. holder of our Common Stock who received shares of Yum
financial condition. China common stock in connection with the spin-off transaction
We are subject to income taxes as well as non-income based taxes, would generally be treated as having received a taxable distribution
such as payroll, sales, use, value-added, net worth, property, of property in an amount equal to the fair market value of the shares
withholding and franchise taxes in both the U.S. and various foreign of Yum China common stock received. That distribution would be
jurisdictions. We are also subject to ongoing and/or regular reviews, taxable to each such U.S. stockholder as a dividend to the extent of
examinations and audits by the U.S. Internal Revenue Service (“IRS”) our current and accumulated earnings and profits. For each such
and other taxing authorities with respect to such income and U.S. stockholder, any amount that exceeded our earnings and profits
non-income based taxes inside and outside of the U.S. Our accruals would be treated first as a non-taxable return of capital to the extent
for tax liabilities are based on past experience, interpretations of of such stockholder’s tax basis in our shares of Common Stock with
applicable law, and judgments about potential actions by tax any remaining amount being taxed as a capital gain.

PART I
expenditure of significant resources or result in significant harm to

The Yum China spin-off may be subject our business, reputation, financial condition, and results of
to China indirect transfer tax. operations. We may also face claims of infringement that could
interfere with the use of the proprietary know-how, recipes, or trade
In February 2015, the Chinese State Administration of Taxation secrets used in our business. Defending against such claims may be
(“SAT”) issued the Bulletin on Several Issues of Enterprise Income costly, and we may be prohibited from using such proprietary
Tax on Income Arising from Indirect Transfers of Property by information in the future or forced to pay damages, royalties, or other
Non-resident Enterprises (“Bulletin 7”). Pursuant to Bulletin 7, an fees for using such proprietary information, any of which could
“indirect transfer” of Chinese taxable assets, including equity negatively affect our business, reputation, financial condition, and
interests in a China resident enterprise (“Chinese interests”), by a results of operations.
non-resident enterprise, may be recharacterized and treated as a
direct transfer of Chinese taxable assets, if such arrangement does
not have reasonable commercial purpose and the transferor has
avoided payment of Chinese enterprise income tax. Using general Our business may be adversely
anti-tax avoidance provisions, the SAT may treat an indirect transfer
as a direct transfer of Chinese interests if the transfer has avoided impacted by changes in consumer
Chinese tax by way of an arrangement without reasonable discretionary spending and general
commercial purpose. As a result, gains derived from such indirect
transfer may be subject to Chinese enterprise income tax, and the economic conditions.
transferee or other person who is obligated to pay for the transfer Our and our franchisees’ results of operations are dependent upon
would be obligated to withhold the applicable taxes, currently at a discretionary spending by consumers, which may be affected by
rate of up to 10% of the capital gain in the case of an indirect transfer general economic conditions globally or in one or more of the
of equity interests in a China resident enterprise. markets we serve, and are susceptible to economic slowdowns and
We evaluated the potential applicability of Bulletin 7 in connection recessions. Some of the factors that impact discretionary consumer
with the Separation in the form of a tax free restructuring and believe spending include unemployment and underemployment rates,
it is more likely than not that Bulletin 7 does not apply. We believe fluctuations in the level of disposable income, the price of gasoline
that the restructuring has reasonable commercial purpose. and other inflationary pressures, stock market performance and
changes in the level of consumer confidence. These and other
However, there are significant uncertainties regarding what macroeconomic factors could have an adverse effect on our or our
constitutes a reasonable commercial purpose, how the safe harbor franchisees’ sales, profitability or development plans, which could
provisions for group restructurings are to be interpreted and how the harm our financial condition and operating results.
Chinese tax authorities will ultimately view the spin-off. As a result,
our position could be challenged by the Chinese tax authorities
resulting in a tax at a rate of 10% assessed on the difference
between the fair market value and the tax basis of Yum China. As our The retail food industry in which we
tax basis in Yum China was minimal, the amount of such a tax could operate is highly competitive.
be significant and have a material adverse effect on our results of
operations and our financial condition. Our Concept restaurants compete with international, national and
regional restaurant chains as well as locally-owned restaurants, and
the retail food industry in which our Concepts operate is highly
competitive with respect to price and quality of food products, new
Failure to protect our service marks or product development, digital engagement, advertising levels and
promotional initiatives (including the frequent use by our competitors
other intellectual property could harm of price discounting, such as through value meal menu options,
Form 10-K
our business. coupons and other methods), customer service, reputation,
restaurant location, and attractiveness and maintenance of
We regard our Yum®, KFC®, Pizza Hut®, and Taco Bell® service properties. In addition, our Concepts compete within the retail food
marks, and other service marks and trademarks related to our industry for management and hourly personnel, suitable real estate
restaurant businesses, as having significant value and being sites, and qualified franchisees. If consumer or dietary preferences
important to our marketing efforts. We rely on a combination of change, if our marketing efforts and/or launch of new products are
protections provided by contracts, copyrights, patents, trademarks, unsuccessful, or if our Concepts’ restaurants are unable to compete
service marks and other common law rights, such as trade secret successfully with other retail food outlets in new and existing
and unfair competition laws, to protect our restaurants and services markets, our and our franchisees’ businesses could be adversely
from infringement. We have registered certain trademarks and affected. We also face growing competition as a result of
service marks in the U.S. and foreign jurisdictions. However, from convergence in grocery, convenience, deli and restaurant services,
time to time we become aware of names and marks identical or including the offering by the grocery industry of convenient meals,
confusingly similar to our service marks being used by other persons. including pizzas and entrees with side dishes. Competition from
Although our policy is to oppose any such infringement, further or delivery aggregators and other food delivery services has also
unknown unauthorized uses or other misappropriation of our increased in recent years, particularly in urbanized areas, and is
trademarks or service marks could diminish the value of our brands expected to continue to increase. Increased competition could have
and adversely affect our business. In addition, effective intellectual an adverse effect on sales, profitability or development plans, which
property protection may not be available in every country in which could harm our or our franchisees’ financial condition and operating
our Concepts have, or may in the future open or franchise, a results.
restaurant, and the laws of some foreign countries do not protect
intellectual property rights to the same extent as the laws of the
United States. There can be no assurance that the steps we have
taken to protect our intellectual property or the legal protections
which may be available will be adequate, and defending or enforcing
our service marks and other intellectual property could result in the

PART I
Subject to the limits contained in the agreements governing our

We may not realize the anticipated outstanding indebtedness, we may incur additional debt from time to
benefits from past or potential future time, which would increase the risks related to our high level of
indebtedness.
acquisitions, investments or other
Specifically, our high level of indebtedness could have important
strategic transactions. potential consequences, including, but not limited to:
From time to time we evaluate and may complete mergers, • increasing our vulnerability to, and reducing our flexibility to plan for
acquisitions, divestitures, joint ventures, strategic partnerships, and respond to, adverse economic and industry conditions and
minority investments (which may include minority investments in third
changes in our business and the competitive environment;
parties, such as franchisees or master franchisees) and other
strategic transactions, including our pending acquisition of The Habit • requiring the dedication of a substantial portion of our cash flow
Restaurants, Inc. (in respect of which a definitive agreement was from operations to the payment of principal of, and interest on,
signed in January 2020), our strategic alliance with Telepizza Group indebtedness, thereby reducing the availability of such cash flow to
S.A. effectuated in December 2018, our acquisition of QuikOrder, fund working capital, capital expenditures, acquisitions, dividends,
LLC completed in December 2018 and our minority investment in share repurchases or other corporate purposes;
Grubhub, Inc. completed in April 2018. While we currently
contemplate that the acquisition of The Habit Restaurants, Inc. will • increasing our vulnerability to a downgrade of our credit rating,
be completed by the end of the first quarter of 2020, there is no which could adversely affect our cost of funds, liquidity and access
guarantee that this acquisition will be completed on this time frame to capital markets;
or at all. • restricting us from making strategic acquisitions or causing us to
Past and potential future strategic transactions may involve various make non-strategic divestitures;
inherent risks, including, without limitation: • placing us at a disadvantage compared to other less leveraged
• expenses, delays or difficulties in integrating acquired companies, competitors or competitors with comparable debt at more
joint venture operations, strategic partnerships or investments into favorable interest rates;
our organization, including the failure to realize expected synergies • increasing our exposure to the risk of increased interest rates
and/or the inability to retain key personnel; insofar as current and future borrowings are subject to variable
• diversion of management’s attention from other initiatives and/or rates of interest;
day-to-day operations to effectively execute our growth strategy; • increasing our exposure to the risk of discontinuance, replacement
• inability to generate sufficient revenue, profit, and cash flow from or modification of certain reference rates, including LIBOR, which
acquired companies, joint ventures, strategic partnerships or are used to calculate applicable interest rates of our indebtedness
investments; and certain derivative instruments that hedge interest rate risk;
• the possibility that we have acquired substantial contingent or • making it more difficult for us to repay, refinance or satisfy our
unanticipated liabilities in connection with acquisitions or other obligations with respect to our debt;
strategic transactions; and • limiting our ability to borrow additional funds in the future and
• the possibility that investments we have made may decline increasing the cost of any such borrowing;
significantly in value. • imposing restrictive covenants on our operations as the result of
the terms of our indebtedness, which, if not complied with, could
Past and potential future strategic transactions may not ultimately
result in an event of default, which in turn, if not cured or waived,
create value for us and may harm our reputation and materially
adversely affect our business, financial condition and results of could result in the acceleration of the applicable debt, and may
Form 10-K
operations. In addition, we account for certain investments, including result in the acceleration of any other debt to which a cross-
our investment in Grubhub, on a mark-to-market basis and, as a acceleration or cross-default provision applies; and
result, changes in the fair value of these investments impact our • increasing our exposure to risks related to fluctuations in foreign
reported results. Changes in market prices for equity securities are currency as we earn profits in a variety of currencies around the
unpredictable, and our investment in Grubhub has caused, and world and our debt is primarily denominated in U.S. dollars.
could continue to cause, significant fluctuations in our results of
operations. There is no assurance that we will generate cash flow from
operations or that future debt or equity financings will be available to
us to enable us to pay our indebtedness or to fund other liquidity
needs. If our business does not generate sufficient cash flow from
Our substantial indebtedness makes us operations or if future borrowings are not available to us in amounts
more sensitive to adverse economic sufficient to pay our indebtedness or to fund other liquidity needs,
our financial condition and results of operations may be adversely
conditions, may limit our ability to plan affected. As a result, we may need to refinance all or a portion of our
indebtedness on or before maturity. There is no assurance that we
for or respond to significant changes in will be able to refinance any of our indebtedness on favorable terms,
our business, and requires a significant or at all. Any inability to generate sufficient cash flow or refinance our
indebtedness on favorable terms could have a material adverse
amount of cash to service our debt effect on our business and financial condition.
payment obligations that we may be
unable to generate or obtain.
As of December 31, 2019, our total outstanding short-term
borrowings and long-term debt was approximately $10.6 billion.

PART I
ITEM 1B Unresolved Staff Comments

The Company has received no written comments regarding its periodic or current reports from the staff of the Securities and Exchange
Commission that were issued 180 days or more preceding the end of its 2019 fiscal year and that remain unresolved.
ITEM 2 Properties
As of year end 2019, the Company’s Concepts owned land, Company-owned restaurants in the U.S. with leases are
building or both for 337 restaurants worldwide in connection generally leased for initial terms of 15 or 20 years and generally
with the operation of our 913 Company-owned have renewal options; however, Pizza Hut delivery/carryout
restaurants. These restaurants are further detailed as follows: units in the U.S. generally are leased for significantly shorter
initial terms with shorter renewal options. Company-owned
• The KFC Division owned land, building or both for 73
restaurants outside the U.S. with leases have initial lease terms
restaurants.
and renewal options that vary by country.
• The Pizza Hut Division owned land, building or both for 5
The KFC Division and Pizza Hut Division corporate
restaurants.
headquarters and a KFC and Pizza Hut research facility in
• The Taco Bell Division owned land, building or both for 259 Plano, Texas are owned by Pizza Hut. Taco Bell leases its
restaurants. corporate headquarters and research facility in Irvine, California.
The YUM corporate headquarters and a KFC research facility in
The Company currently also owns land, building or both related Louisville, Kentucky are owned by KFC. Additional information
to approximately 500 restaurants and leases land, building or about the Company’s properties is included in the
both related to approximately 400 restaurants, not included in Consolidated Financial Statements in Part II, Item 8.
the property counts above, that it leases or subleases to
franchisees, principally in the U.S., United Kingdom, Australia, The Company believes that its properties are generally in good
Germany and France. operating condition and are suitable for the purposes for which
they are being used.
ITEM 3 Legal Proceedings

The Company is subject to various lawsuits covering a variety property rights. In addition, the Company brings claims from
of allegations. The Company believes that the ultimate liability, if time-to-time relating to infringement of, or challenges to, our
any, in excess of amounts already provided for these matters in intellectual property, including registered marks. Finally, as a
the Consolidated Financial Statements, is not likely to have a publicly-traded company, disputes arise from time-to-time with
material adverse effect on the Company’s annual results of our shareholders, including allegations that the Company
Form 10-K
operations, financial condition or cash flows. Matters faced by breached federal securities laws or that officers and/or
the Company include, but are not limited to, claims from directors breached fiduciary duties. Descriptions of significant
franchisees, suppliers, employees, customers, governments current specific claims and contingencies appear in Note 19,
and others related to operational, foreign exchange, tax, Contingencies, to the Consolidated Financial Statements
franchise, contractual or employment issues as well as claims included in Part II, Item 8, which is incorporated by reference
that the Company has infringed on third-party intellectual into this item.

PART I
ITEM 4 Mine Safety Disclosures

Not applicable.
Executive Officers of the Registrant

The executive officers of the Company as of February 19, 2020, and David Russell, 50, is Senior Vice President, Finance and Corporate
their ages and current positions as of that date are as follows: Controller of YUM. He has served as YUM’s Corporate Controller
since February 2011 and as Senior Vice President, Finance since
David Gibbs, 56, is Chief Executive Officer of YUM a position he has February 2017. Prior to serving as Corporate Controller, Mr. Russell
held since January 2020. Prior to that, he served as President and served in various positions at the Vice President level in the YUM
Chief Operating Officer from August 2019 to December 2019, as Finance Department, including Controller-Designate from November
President, Chief Financial Officer and Chief Operating Officer from 2010 to February 2011 and Vice President, Assistant Controller from
January 2019 to August 2019 and as President and Chief Financial January 2008 to December 2010.
Officer from May 2016 to December 2018. Prior to these positions,
he served as Chief Executive Officer of Pizza Hut Division from Tracy Skeans, 47, is Chief Transformation and People Officer of
January 2015 to April 2016. From January 2014 to December 2014, YUM. She has served as Chief People Officer since January 2016
Mr. Gibbs served as President of Pizza Hut U.S. Prior to this position, and Chief Transformation Officer since November 2016. From
Mr. Gibbs served as President and Chief Financial Officer of Yum! January 2015 to December 2015, she was President of Pizza Hut
Restaurants International, Inc. (“YRI”) from May 2012 through International. Prior to this position, Ms. Skeans served as Chief
December 2013. Mr. Gibbs served as Chief Financial Officer of YRI People Officer of Pizza Hut Division from December 2013 to
from January 2011 to April 2012. He was Chief Financial Officer of December 2014 and Chief People Officer of Pizza Hut U.S. from
Pizza Hut U.S. from September 2005 to December 2010. October 2011 to November 2013. From July 2009 to September
2011, she served as Director of Human Resources for Pizza Hut U.S
Scott Catlett, 43, is General Counsel and Corporate Secretary of and was on the Pizza Hut U.S. Finance team from September 2000
YUM. He has severed in this position since July 2018. Prior to to June 2009.
serving as General Counsel he served as Vice President and Deputy
General Counsel of YUM from November 2015 to June 2018. From Arthur Starrs, 43, is Chief Executive Officer of Pizza Hut Division, a
September 2007 to October 2015 Mr. Catlett held various YUM position he has held since August 2019. He served as President of
positions including Vice President & Associate General Counsel. Pizza Hut U.S. from May 2016 to July 2019 and he served as
General Manager and Chief Financial Officer of Pizza Hut U.S. from
Mark King, 60, is Chief Executive Officer of Taco Bell Division, a November 2013 to April 2016.
position he has held since August 2019. Before joining YUM,
Mr. King served as President, adidas Group North America from Christopher Turner, 45, is Chief Financial Officer of YUM, a position
June 2014 to June 2018 and as Chief Executive Officer of he has held since August 2019. Before joining YUM, he served as
TaylorMade-adidas Golf from 2003 to 2014. Senior Vice President and General Manager in PepsiCo’s retail and
e-commerce businesses with Walmart in the U.S. and more than 25
Tony Lowings, 61, is Chief Executive Officer of KFC Division, a countries and across PepsiCo’s brands from December 2017 to July
position he has held since January 2019. Prior to that, he served as 2019. Prior to leading PepsiCo’s Walmart business, he served in
President and Chief Operations Officer of KFC Division from August various positions including Senior Vice President of Transformation
2018 to December 2018. From November 2016 to July 2018 he for PepsiCo’s Frito-Lay North America business from July 2017 to
served as Managing Director of Asia-Pacific and from February 2013
Form 10-K
December 2017 and Senior Vice President of Strategy for Frito-Lay

to October 2016 as Managing Director of KFC SOPAC (Australia and from February 2016 to June 2017. Prior to joining PepsiCo, he was a
New Zealand). Mr. Lowings served in various positions including partner in the Dallas office of McKinsey & Company, a strategic
Chief Operations Officer of YRI and Managing Director of Latin management consulting firm.
America and the Caribbean for KFC, Pizza Hut and Taco Bell and
General Manager of KFC and Pizza Hut in Australia and New Zealand Executive officers are elected by and serve at the discretion of the
from January 2010 to January 2013. Board of Directors.

PART II
ITEM 5 Market for the Registrant’s Common

Stock, Related Stockholder Matters and
Issuer Purchases of Equity Securities
Market Information and Dividend Policy
The Company’s Common Stock trades under the symbol YUM and is listed on the New York Stock Exchange (“NYSE”).
As of February 12, 2020, there were 40,958 registered holders of record of the Company’s Common Stock.
In 2019, the Company declared and paid four cash dividends of $0.42 per share. Over the long term, the Company targets an annual dividend
payout ratio of 45% to 50% of Net Income, before Special Items and excluding mark-to-market adjustments related to our investment in
Grubhub common stock.
Issuer Purchases of Equity Securities

The following table provides information as of December 31, 2019, with respect to shares of Common Stock repurchased by the Company
during the quarter then ended.
Total number
of shares Total number of shares purchased as Approximate dollar value of shares
purchased Average price part of publicly announced plans or that may yet be purchased under
Form 10-K
Fiscal Periods (thousands) paid per share programs (thousands) the plans or programs (millions)
10/1/19 – 10/31/19 1,108 $ 110.34 1,108 $ 507
11/1/19 – 11/30/19 2,140 $ 98.63 2,140 $ 2,296
12/1/19 – 12/31/19 — $ — — $ 2,000
Total 3,248 3,248
On November 21, 2019, our Board of Directors authorized share repurchases through June 2021 of up to $2 billion (excluding applicable
transaction fees) of our outstanding Common Stock. As of December 31, 2019, we have remaining capacity to repurchase up to $2 billion of
Common Stock under this authorization. An August 2018 share repurchase authorization, with unutilized share repurchase capacity of
$296 million, expired on December 31, 2019.

PART II
ITEM 5 Market for the Registrant’s Common Stock, Related Stockholder Matters and Issuer Purchases of Equity Securities
Stock Performance Graph

This graph compares the cumulative total return of our Common Stock to the cumulative total return of the S&P 500 Index and the S&P 500
Consumer Discretionary Sector Index, a peer group that includes YUM, for the period from December 31, 2014 to December 31, 2019. The
graph assumes that the value of the investment in our Common Stock and each index was $100 at December 31, 2014 and that all cash
dividends were reinvested.
In $
250.00
200.00
150.00
100.00
50.00
2014 2015 2016 2017 2018 2019
YUM S&P 500 S&P 500 Consumer Discretionary
12/31/2014 12/31/2015 12/30/2016 12/29/2017 12/31/2018 12/31/2019

YUM $ 100 $ 103 $ 127 $ 166 $ 190 $ 212
S&P 500 $ 100 $ 101 $ 113 $ 138 $ 132 $ 174
S&P Consumer Discretionary $ 100 $ 110 $ 117 $ 144 $ 145 $ 185
Source of total return data: Bloomberg

Form 10-K

PART II
ITEM 6 Selected Financial Data

SELECTED FINANCIAL DATA
YUM! BRANDS, INC. AND SUBSIDIARIES

(in millions, except per share and unit amounts) 2019 2018 2017 2016 2015
Income Statement Data
Revenues
Company sales $ 1,546 $ 2,000 $ 3,572 $ 4,189 $ 4,336
Franchise and property revenues 2,660 2,482 2,306 2,167 2,082
Franchise contributions for advertising and other services 1,391 1,206 — — —
Total 5,597 5,688 5,878 6,356 6,418
Refranchising (gain) loss (37) (540) (1,083) (163) 23
Operating Profit 1,930 2,296 2,761 1,682 1,434
Other pension (income) expense 4 14 47 32 40
Interest expense, net 486 452 445 307 141
Income from continuing operations before income taxes 1,373 1,839 2,274 1,345 1,253
Income from continuing operations 1,294 1,542 1,340 1,018 926
Income from discontinued operations, net of tax N/A N/A N/A 625 357
Net Income 1,294 1,542 1,340 1,643 1,283
Basic earnings per share from continuing operations 4.23 4.80 3.86 2.58 2.13
Basic earnings per share from discontinued operations N/A N/A N/A 1.59 0.82
Basic earnings per share 4.23 4.80 3.86 4.17 2.95
Diluted earnings per share from continuing operations 4.14 4.69 3.77 2.54 2.09
Diluted earnings per share from discontinued operations N/A N/A N/A 1.56 0.81
Diluted earnings per share 4.14 4.69 3.77 4.10 2.90
Diluted earnings per share from continuing operations excluding Special
Items 3.55 3.17 2.96 2.46 2.31
Form 10-K
Cash Flow Data
Provided by operating activities $ 1,315 $ 1,176 $ 1,030 $ 1,248 $ 1,260
Capital spending 196 234 318 427 442
Proceeds from refranchising of restaurants 110 825 1,773 370 213
Repurchase shares of Common Stock 815 2,390 1,960 5,403 1,200
Dividends paid on Common Stock 511 462 416 744 730
Balance Sheet Data
Total assets $ 5,231 $ 4,130 $ 5,311 $ 5,453 $ 4,939
Long-term debt 10,131 9,751 9,429 9,059 2,988
Total debt 10,562 10,072 9,804 9,125 3,908
Other Data
Number of units at year end
Franchise 49,257 47,268 43,603 40,834 39,320
Company 913 856 1,481 2,841 3,163
System 50,170 48,124 45,084 43,675 42,483
System net new unit growth 4% 7% 3% 3% 3%

PART II
ITEM 6 Selected Financial Data
2019 2018 2017 2016 2015

System and same-store sales
KFC Division System sales $27,900 $26,239 $24,515 $23,242 $22,628
System sales growth (decline) 6% 7% 5% 3% (3)%
System sales growth, ex FX and 53rd week 9% 6% 6% 6% 5%
Same-store sales growth 4% 2% 3% 2% 1%
Pizza Hut Division System sales 12,900 12,212 12,034 12,019 11,999
System sales growth (decline) 6% 1% —% —% (1)%
Same-store sales growth (decline) —% —% —% (2)% —%
Taco Bell Division System sales 11,784 10,786 10,145 9,660 9,102
System sales growth 9% 6% 5% 6% 8%
Same-store sales growth 5% 4% 4% 2% 5%
Shares outstanding at year end 300 306 332 355 420
Cash dividends declared per common share $ 1.68 $ 1.44 $ 0.90 $ 1.73 $ 1.74
Market price per share at year end $100.73 $ 91.92 $ 81.61 $ 63.33 $ 73.05
The table above reflects the impact of the adoption of new lease and 53rd week and Diluted earnings per share from continuing
accounting standards in fiscal year 2019. Refer to Note 2 in our operations excluding Special Items are discussed in further detail in
Consolidated Financial Statements for information regarding our our MD&A within Part II, Item 7.
adoption of the new lease standards.
Same-store sales growth and System net new unit growth are
The table above reflects the impact of the adoption of new revenue performance metrics and discussed in further detail in our MD&A
recognition accounting standards in fiscal year 2018. Refer to Note 2 within Part II, Item 7.
in our Consolidated Financial Statements for further information.
See discussion of our 2019, 2018 and 2017 Special Items in our
System sales growth measures in 2019 and System unit growth in MD&A. Special Items in 2016 positively impacted Operating Profit by
2018 reflects the addition of approximately 1,300 Telepizza units in $35 million and positively impacted Net Income by $33 million,
December 2018. See Management’s Discussion and Analysis primarily due to Refranchising gains, partially offset by $67 million in
(“MD&A”) Part II, Item 7 for a description of the Telepizza strategic costs associated with YUM’s Strategic Transformation Initiatives,
alliance. $30 million in share-based compensation charges related to the
Separation and $26 million due to costs associated with the KFC
Fiscal years for our U.S. and certain international subsidiaries that Acceleration Agreement. Additionally, in 2016, we incurred
operate on a weekly periodic calendar include 52 weeks in 2018, $26 million within Other Pension (income) expense primarily due to a
2017 and 2015 and 53 weeks in 2019 and 2016. Refer to Note 2 in settlement charge associated with an option for certain employees to
our Consolidated Financial Statements for additional details related to voluntarily elect an early payout of their pension benefits. Special
Form 10-K
our fiscal calendar, including the impact of the 53rd week on our Items in 2015 negatively impacted Operating Profit by $91 million
results in 2019. In 2019, the 53rd week added $24 million to and negatively impacted Net Income by $95 million, due to costs
Operating Profit and $17 million to our Net Income. In 2016, the 53rd associated with the KFC Acceleration Agreement and Refranchising
week added $28 million to Operating Profit. losses.
Discontinued operations in 2016 and 2015 reflects the spin-off of our Selected financial data for years 2016 and 2015 has been recast
China business into an independent, publicly-traded company (the from that originally presented to present a change in our reporting
“Separation”). calendar and the retroactive adoption of an accounting standard
The historical stock price for year end 2015 does not reflect any related to the presentation of net periodic pension cost and net
adjustment for the impact of the Separation. periodic postretirement benefit cost.
The non-GAAP measures of System sales growth, System sales The selected financial data should be read in conjunction with the
growth excluding the impacts of foreign currency translation (“FX”) Consolidated Financial Statements.

PART II
ITEM 7 Management’s Discussion and Analysis

of Financial Condition and Results of
Operations
Introduction and Overview
The following Management’s Discussion and Analysis (“MD&A”), • More Focused. By focusing on four growth drivers similar to those
should be read in conjunction with the Consolidated Financial that make up our Recipe for Growth above we accelerated system
Statements (“Financial Statements”) in Item 8 and the Forward- sales growth to 8% in 2019 (excluding the impacts of the 53rd
Looking Statements and the Risk Factors set forth in Item 1A. All week and foreign currency translation).
Note references herein refer to the Notes to the Financial Statements.
• More Franchised. The Company successfully increased franchise
Tabular amounts are displayed in millions of U.S. dollars except per
restaurant ownership to 98% as of the end of 2018.
share and unit count amounts, or as otherwise specifically identified.
Percentages may not recompute due to rounding. • More Efficient. The Company revamped its financial profile,
improving the efficiency of its organization and cost structure
Yum! Brands, Inc. (“Company”, “YUM”, “we”, “us” or “our”) globally, by:
franchises or operates a worldwide system of over 50,000
restaurants in more than 150 countries and territories, primarily under • Reducing annual capital expenditures associated with
the concepts of KFC, Pizza Hut and Taco Bell (collectively, the Company-operated restaurant maintenance and other projects
“Concepts”). These three Concepts are global leaders of the chicken, and funded additional capital for new Company units through
pizza and Mexican-style food categories, respectively. Of the over the refranchising of existing Company units. Capital spending in
50,000 restaurants, 98% are operated by franchisees. 2019 net of refranchising proceeds was $86 million.
• Lowering General and administrative expenses (“G&A”) to 1.7%
As of December 31, 2019, YUM consists of three operating
of system sales in 2019; and
segments:
• Maintaining an optimized capital structure of ~5.0x Earnings
• The KFC Division which includes our worldwide operations of the
Before Interest, Taxes, Depreciation and Amortization
KFC concept
(“EBITDA”) leverage.
• The Pizza Hut Division which includes our worldwide operations of
the Pizza Hut concept From 2017 through 2019, we returned $6.5 billion to shareholders
through share repurchases and cash dividends. We funded these
• The Taco Bell Division which includes our worldwide operations of shareholder returns through a combination of refranchising proceeds,
the Taco Bell concept free cash flow generation and maintenance of our ~5.0x EBITDA
Through our Recipe for Growth and Good we intend to unlock the leverage. We generated pre-tax proceeds of $2.8 billion through our
growth potential of our Concepts and YUM, drive increased refranchising initiatives to achieve targeted franchise ownership of
collaboration across our Concepts and geographies and consistently 98%. Refer to the Liquidity and Capital Resources section of this
deliver better customer experiences, improved economics and higher MD&A for additional details.
rates of growth. Key enablers include accelerated use of technology
Form 10-K
Going forward, we expect to:
and better leverage of our systemwide scale.
• Maintain a capital structure of ~5.0x EBITDA leverage;
Our Recipe for Growth is based on four key drivers:
• Invest capital in a manner consistent with an asset light, franchisor
• Unrivaled Culture and Talent: Leverage our culture and people model; and
capability to fuel brand performance and franchise success
• Allocate G&A in an efficient manner that provides leverage to
• Unmatched Operating Capability: Recruit and equip the best operating profit growth while at the same time opportunistically
restaurant operators in the world to deliver great customer investing in strategic growth initiatives.
experiences
• Relevant, Easy and Distinctive Brands: Innovate and elevate iconic We intend for this MD&A to provide the reader with information that
restaurant brands people trust and champion will assist in understanding our results of operations, including
performance metrics that management uses to assess the
• Bold Restaurant Development: Drive market and franchise Company’s performance. Throughout this MD&A, we commonly
expansion with strong economics and value discuss the following performance metrics:
Our Recipe for Good reflects our global citizenship and sustainability • Same-store sales growth is the estimated percentage change in
strategy and practices, while reinforcing our public commitment to sales of all restaurants that have been open and in the YUM
drive socially responsible growth, risk management and sustainable system for one year or more, including those temporarily closed.
stewardship of our food, planet and people. From time-to-time restaurants may be temporarily closed due to
remodeling or image enhancement, rebuilding, natural disasters,
On October 11, 2016 YUM announced our transformation plans to health epidemic or pandemic, landlord disputes or other issues.
drive global expansion of our KFC, Pizza Hut and Taco Bell brands We believe same-store sales growth is useful to investors because
(“YUM’s Strategic Transformation Initiatives”) following the spin-off of our results are heavily dependent on the results of our Concepts’
our China business into an independent publicly-traded company existing store base. Additionally, same-store sales growth is
under the name of Yum China Holdings, Inc. (“Yum China”). At this reflective of the strength of our Brands, the effectiveness of our
time, we established transformation goals that were met by the end operational and advertising initiatives and local economic and
of 2019 including becoming:

PART II
ITEM 7 Management’s Discussion and Analysis of Financial Condition and Results of Operations
consumer trends. In 2019, when calculating same-store sales 3% to 6% of sales. Franchise restaurant sales are not included in
growth we also included in our prior year base the sales of stores Company sales on the Consolidated Statements of Income;
that were added as a result of the Telepizza strategic alliance in however, the franchise and license fees derived from franchise
December 2018 and that were open for one year or more. See restaurants are included in the Company’s revenues. We believe
description of the Telepizza strategic alliance within this MD&A. System sales growth is useful to investors as a significant indicator
• Net new unit growth reflects new unit openings offset by store of the overall strength of our business as it incorporates all of our
closures, by us and our franchisees. To determine whether a significant revenue drivers, Company and franchise same-store
restaurant meets the definition of a unit we consider whether the sales as well as net unit growth.
restaurant has operations that are ongoing and independent from • Diluted Earnings Per Share excluding Special Items (as defined
another YUM unit, serves the primary product of one of our below);
Concepts, operates under a separate franchise agreement (if
operated by a franchisee) and has substantial and sustainable • Effective Tax Rate excluding Special Items;
sales. We believe net new unit growth is useful to investors • Core Operating Profit and, in 2019, Core Operating Profit
because we depend on net new units for a significant portion of excluding the impact of the 53rd week. Core Operating Profit
our growth. Additionally, net new unit growth is generally reflective excludes Special Items and FX and we use Core Operating Profit
of the economic returns to us and our franchisees from opening for the purposes of evaluating performance internally.
and operating our Concept restaurants.
These non-GAAP measurements are not intended to replace the
• Company restaurant profit (“Restaurant profit”) is defined as presentation of our financial results in accordance with GAAP.
Company sales less expenses incurred directly by our Company- Rather, the Company believes that the presentation of these
owned restaurants in generating Company sales. Company non-GAAP measurements provide additional information to investors
restaurant margin as a percentage of sales is defined as to facilitate the comparison of past and present operations.
Restaurant profit divided by Company sales. Restaurant profit is
Special Items are not included in any of our Division segment results
useful to investors as it provides a measure of profitability for our
as the Company does not believe they are indicative of our ongoing
Company-owned stores.
operations due to their size and/or nature. Our chief operating
In addition to the results provided in accordance with Generally decision maker does not consider the impact of Special Items when
Accepted Accounting Principles in the United States of America assessing segment performance.
(“GAAP”), the Company provides the following non-GAAP
Certain non-GAAP measurements are presented excluding the
measurements.
impact of FX. These amounts are derived by translating current year
• System sales, System sales excluding the impacts of foreign results at prior year average exchange rates. We believe the
currency translation (“FX”), and, in 2019, System sales excluding elimination of the FX impact provides better year-to-year
FX and the impact of the 53rd week for our U.S. subsidiaries and comparability without the distortion of foreign currency fluctuations.
certain international subsidiaries that operate on a weekly periodic
For 2019 we provided Core Operating Profit excluding the impact of
calendar. System sales include the results of all restaurants the 53rd week and System sales excluding the impact of the 53rd
regardless of ownership, including Company-owned and franchise week to further enhance the comparability given the 53rd week that
restaurants. Sales at franchise restaurants typically generate was part of our fiscal calendar in 2019.
ongoing franchise and license fees for the Company at a rate of
Results of Operations
Form 10-K
Summary
All comparisons within this summary are versus the same period a year ago and unless otherwise stated include the impact of a 53rd week in
2019. For discussion of our results of operations for 2018 compared to 2017, refer to the Management’s Discussion and Analysis of Financial
Condition and Results of Operations included in Part II, Item 7 of our Form 10-K for the fiscal year ended December 31, 2018, filed with the SEC
on February 21, 2019.
For 2019, GAAP diluted EPS decreased 12% to $4.14 per share, and diluted EPS, excluding Special Items, increased 12% to $3.55 per share.
2019 financial highlights:
% Change
System Sales, Same-Store Net GAAP Core Operating
ex FX Sales New Units Operating Profit Profit
KFC Division +10 +4 +7 +10 +14
Pizza Hut Division +8 Even +1 +6 +8
Taco Bell Division +9 +5 +4 +8 +8
Worldwide +9 +3 +4 (16) +12

PART II
Results Excluding 53rd Week in 2019 (% Change)

System Sales, ex FX Core Operating Profit
KFC Division +9 +13
Pizza Hut Division +7 +7
Taco Bell Division +8 +6
Worldwide +8 +11
Additionally:
• Adjusting the prior year base to include units added as a result of our fourth quarter 2018 strategic alliance with Telepizza, system sales
growth, excluding the impacts of foreign currency translation and 53rd week, would have been 7% and 2% for Worldwide and the Pizza Hut
Division, respectively.
• During the year, we opened 2,040 net new units for 4% net new unit growth.
• During the year, we refranchised 25 restaurants and sold certain restaurant assets associated with existing franchise restaurants to the
franchisee for total pre-tax proceeds of $110 million. We recorded net refranchising gains of $37 million related to these transactions.
• During the year, we repurchased 7.8 million shares totaling $810 million at an average price of $104.
• During the year, we recognized pre-tax expense of $77 million related to the change in fair value of our investment in Grubhub, which resulted
in a negative ($0.19) impact to diluted EPS on the year.
• Foreign currency translation impacted Divisional Operating Profit unfavorably for the year by $46 million.
• Our effective tax rate for the year was 5.7% and our effective tax rate, excluding Special Items, was 19.8%.
Worldwide
GAAP Results
Amount % B/(W)
2019 2018 2017 2019 2018
Company sales $ 1,546 $ 2,000 $ 3,572 (23) (44)
Franchise and property revenues 2,660 2,482 2,306 7 8
Franchise contributions for advertising and other services 1,391 1,206 — 15 N/A
Total revenues $ 5,597 $ 5,688 $ 5,878 (2) (3)
Restaurant profit $ 311 $ 366 $ 618 (15) (41)
Restaurant margin % 20.1% 18.3% 17.3% 1.8 ppts. 1.0 ppts.
G&A expenses $ 917 $ 895 $ 999 (2) 10
Form 10-K
Franchise and property expenses 180 188 237 4 21
Franchise advertising and other services expense 1,368 1,208 — (13) N/A
Refranchising (gain) loss (37) (540) (1,083) (93) (50)
Other (income) expense 4 7 10 NM NM
Operating Profit $ 1,930 $ 2,296 $ 2,761 (16) (17)
Investment (income) expense, net 67 (9) (5) NM 88
Other pension (income) expense 4 14 47 71 70
Interest expense, net 486 452 445 (8) (1)
Income tax provision 79 297 934 74 68
Net Income $ 1,294 $ 1,542 $ 1,340 (16) 15
Diluted EPS(a) $ 4.14 $ 4.69 $ 3.77 (12) 24
Effective tax rate 5.7% 16.2% 41.1% 10.5 ppts. 24.9 ppts.
(a) See Note 3 for the number of shares used in this calculation.

PART II
Performance Metrics
% Increase
(Decrease)
Unit Count 2019 2018 2017 2019 2018(a)
Franchise 49,257 47,268 43,603 4 8
Company-owned 913 856 1,481 7 (42)
Total 50,170 48,124 45,084 4 7
(a) 2018 unit growth includes units added as a result of our fourth quarter 2018 strategic alliance with Telepizza.
2019 2018 2017

Same-Store Sales Growth % 3 2 2
Non-GAAP Items
Non-GAAP Items, along with the reconciliation to the most comparable GAAP financial measure, are presented below.
2019 2018 2017

System Sales Growth %, reported 7 5 4
System Sales Growth %, excluding FX 9 5 4
System Sales Growth %, excluding FX and 53rd week 8 N/A 5
Core Operating Profit Growth % 12 Even 7
Core Operating Profit Growth %, excluding 53rd week 11 N/A 9
Diluted EPS Growth %, excluding Special Items 12 7 20
Effective Tax Rate excluding Special Items 19.8% 20.4% 18.8%
Year
Detail of Special Items 2019 2018 2017
Refranchising gain (loss)(a) $ 12 $ 540 $ 1,083
YUM’s Strategic Transformation Initiatives (See Note 4) — (8) (23)
Costs associated with Pizza Hut U.S. Transformation Agreement (See Note 4) (13) (6) (31)
Costs associated with KFC U.S. Acceleration Agreement (See Note 4) — (2) (17)
Non-cash credits (charges) associated with share-based compensation (See Note 4) — 3 (18)
Form 10-K
Other Special Items Income (Expense)(b) (10) 3 7

Special Items Income (Expense) – Operating Profit (11) 530 1,001
Special Items – Other Pension Income (Expense) (See Note 4) — — (23)
Interest expense, net(b) (2) — —
Special Items Income (Expense) before Income Taxes (13) 530 978
Tax Expense on Special Items(c) (30) (96) (256)
Tax Benefit – Intercompany transfer of intellectual property(d) 226 — —
Tax Benefit (Expense) – U.S. Tax Act(e) — 66 (434)
Special Items Income, net of tax $ 183 $ 500 $ 288
Average diluted shares outstanding 313 329 355
Special Items diluted EPS $ 0.59 $ 1.52 $ 0.81

PART II
Year
Reconciliation of GAAP Operating Profit to Core Operating Profit and Core Operating
Profit, excluding 53rd Week 2019 2018 2017
Consolidated
GAAP Operating Profit $ 1,930 $ 2,296 $ 2,761
Special Items Income (Expense) – Operating Profit (11) 530 1,001
Foreign Currency Impact on Divisional Operating Profit(f) (46) 1 N/A
Core Operating Profit 1,987 1,765 1,760
Impact of 53rd Week 24 N/A N/A
Core Operating Profit, excluding 53rd Week $ 1,963 $ 1,765 $ 1,760
KFC Division
GAAP Operating Profit $ 1,052 $ 959 $ 981
Foreign Currency Impact on Divisional Operating Profit(f) (39) — N/A
Core Operating Profit 1,091 959 981
Core Operating Profit, excluding 53rd Week $ 1,083 $ 959 $ 981
Pizza Hut Division
GAAP Operating Profit $ 369 $ 348 $ 341
Foreign Currency Impact on Divisional Operating Profit(f) (7) 1 N/A
Core Operating Profit 376 347 341
Core Operating Profit, excluding 53rd Week $ 373 $ 347 $ 341
Taco Bell Division
GAAP Operating Profit $ 683 $ 633 $ 619
Foreign Currency Impact on Divisional Operating Profit(f) — — N/A
Core Operating Profit 683 633 619
Core Operating Profit, excluding 53rd Week $ 670 $ 633 $ 619
Reconciliation of Diluted EPS to Diluted EPS excluding Special Items
Form 10-K
Diluted EPS $ 4.14 $ 4.69 $ 3.77
Special Items Diluted EPS 0.59 1.52 0.81
Diluted EPS excluding Special Items $ 3.55 $ 3.17 $ 2.96
Reconciliation of GAAP Effective Tax Rate to Effective Tax Rate, excluding Special Items
GAAP Effective Tax Rate 5.7% 16.2% 41.1%
Impact on Tax Rate as a result of Special Items(c)(d)(e) (14.1)% (4.2)% 22.3%
Effective Tax Rate excluding Special Items 19.8% 20.4% 18.8%
Reconciliation of GAAP Company sales to System sales, System sales, excluding FX

and System sales, excluding FX and 53rd week
Consolidated
GAAP Company sales(g) $ 1,546 $ 2,000 $ 3,572
Franchise sales 51,038 47,237 43,122
System sales 52,584 49,237 46,694
Foreign Currency Impact on System sales(h) (1,169) 186 N/A
System sales, excluding FX 53,753 49,051 46,694
Impact of 53rd week 454 N/A N/A
System sales, excluding FX and 53rd Week $ 53,299 $ 49,051 $ 46,694

PART II
Year
Reconciliation of GAAP Company sales to System sales, System sales, excluding FX
and System sales, excluding FX and 53rd week 2019 2018 2017
KFC Division
GAAP Company sales(g) $ 571 $ 894 $ 1,928
Franchise sales 27,329 25,345 22,587
System sales 27,900 26,239 24,515
Foreign Currency Impact on System sales(h) (898) 142 N/A
Pizza Hut Division
GAAP Company sales(g) $ 54 $ 69 $ 285
Franchise sales 12,846 12,143 11,749
System sales 12,900 12,212 12,034
Foreign Currency Impact on System sales(h) (259) 47 N/A
Taco Bell Division
GAAP Company sales(g) $ 921 $ 1,037 $ 1,359
Franchise sales 10,863 9,749 8,786
System sales 11,784 10,786 10,145
Foreign Currency Impact on System sales(h) (12) (3) N/A
(a) We have reflected as Special Items those refranchising gains and losses that were recorded in connection with or prior to our previously announced
plans to have at least 98% franchise restaurant ownership by the end of 2018. As such, refranchising gains and losses recorded during 2019 as
Special Items primarily include gains or losses associated with sales of underlying real estate associated with stores that were franchised as of
Form 10-K
December 31, 2018 or true-ups to refranchising gains and losses recorded prior to December 31, 2018.
During the years ended December 31, 2019, 2018 and 2017, we recorded net refranchising gains of $12 million, $540 million and $1,083 million,
respectively, that have been reflected as Special Items.
(b) In the second quarter of 2019 we recorded charges of $8 million and $2 million to Other (income) expense and Interest expense, net, respectively,
related to cash payments in excess of our recorded liability to settle contingent consideration associated with our 2013 acquisition of the KFC Turkey
and Pizza Hut Turkey businesses. Consistent with prior adjustments to the recorded contingent consideration we have reflected this as a Special
Item.
(c) Tax Expense on Special Items was determined based upon the impact of the nature, as well as the jurisdiction of the respective individual
components within Special Items. Additionally, we increased our Income tax provision by $34 million in the fourth quarter of 2019 to record a reserve
against and by $19 million in the second quarter of 2018 to correct an error related to the tax recorded on a prior year divestiture, the effects of
which were previously recorded as a Special Item.
(d) During the year ended December 31, 2019 we completed intercompany transfers of certain intellectual property rights. As a result of the transfer of
certain of these rights, largely to subsidiaries in the United Kingdom, we received a step-up in tax basis to current fair value under applicable tax law.
To the extent this step-up in basis will be amortizable against future taxable income, we recognized a one-time deferred tax benefit of $226 million as
a Special Item in the year ended December 31, 2019. See Note 17 for further discussion.
(e) In 2018, we recorded a $35 million decrease related to our provisional tax expense recorded in the fourth quarter of 2017 associated with the Tax
Cuts and Jobs Act of 2017 (“Tax Act”) that was reported as a Special Item. We also recorded a Special Items tax benefit of $31 million in 2018
related to 2018 U.S. foreign tax credits that became realizable directly as a result of the impact of deemed repatriation tax expense associated with
the Tax Act. We recognized $434 million in our 2017 Income tax provision that was reported as a Special Item as a result of the December 22, 2017
enactment of the Tax Act.
(f) The foreign currency impact on reported Operating Profit is presented in relation only to the immediately preceding year presented. When
determining applicable Core Operating Profit Growth percentages, the Core Operating Profit for the current year should be compared to the prior
year Operating Profit, prior to adjustment for the prior year FX impact.
(g) Company sales represents sales from our Company-operated stores as presented on our Consolidated Statements of Income.

PART II
(h) The foreign currency impact on System sales is presented in relation only to the immediately preceding year presented. When determining applicable
System sales growth percentages, the System sales excluding FX for the current year should be compared to the prior year System sales prior to
adjustment for the prior year FX impact.
Items Impacting Reported Results and/or Expected to Impact Future Results

The following items impacted reported results in 2019 and/or 2018 and/or are expected to impact future results. See also the Detail of Special
Items section of this M&DA for other items similarly impacting results.
Extra Week in 2019

Fiscal 2019 included a 53rd week for all of our U.S. and certain international subsidiaries that operate on a period calendar. See Note 2 for
additional details related to our fiscal calendar. The following table summarizes the estimated impact of the 53rd week on Revenues and
Operating Profit for the year ended December 31, 2019. The 53rd week in 2019 favorably impacted Diluted EPS by $0.05 per share.
KFC Pizza Hut Taco Bell

Division Division Division Total
Revenues
Company sales $ 8 $ 1 $ 15 $ 24
Franchise and property revenues 9 5 10 24
Franchise contributions for advertising and other services 5 5 8 18
Total revenues $ 22 $ 11 $ 33 $ 66
Operating Profit
Franchise and property revenues $ 9 $ 5 $ 10 $ 24
Restaurant profit 1 — 5 6
Franchise and property expenses — (1) — (1)
Franchise for advertising and other services expenses (5) (5) (8) (18)
G&A expenses (2) (1) (2) (5)
Operating Profit $ 8 $ 3 $ 13 $ 24
Impact of Coronavirus Outbreak

Since the beginning of 2020, the novel coronavirus outbreak in mainland China has significantly impacted the operations of our largest master
franchisee, Yum China, who pays us a continuing fee of 3% on system sales of our Concepts in mainland China. These continuing fees
Form 10-K
represented approximately 20% of the KFC Division and 16% of the PH Division operating profits in the year ended December 31, 2019.
Through the date of the filing of this Form 10-K, Yum China has experienced widespread store closures and significant sales declines as a result
of the coronavirus. Additionally, other nearby franchisees, such as those in Hong Kong and Taiwan, have experienced significant sales declines
as well. While our Concepts outside of China have not experienced the same levels of same-store sales declines or store closures to date that
Yum China has experienced, there can be no assurance that the impacts of the coronavirus will not have a material, adverse impact on our and
our franchisees’ results on a more widespread basis. The coronavirus situation is ongoing and its dynamic nature makes it difficult to forecast
any impacts on the Company’s 2020 results with any certainty. However, as of the date of this filing we expect our results for the quarter ending
March 31, 2020 to be significantly impacted with potential continuing, adverse impacts beyond March 31, 2020.
Pizza Hut U.S. Franchisee Issues

During the year ended December 31, 2019 the Pizza Hut Division recorded $22 million in bad debt expense primarily associated with the nearly
$600 million in continuing and initial fees earned in 2019 from franchisees. This represented an increase of $12 million versus the bad debt
provision within the Division for the year ended December 31, 2018. The increased bad debt was largely attributable to a small number of U.S.
franchisees who are facing financial challenges due to unit-level economics that have been pressured by wage increases and recent U.S. same-
store sales declines of 1% in 2019, including a decline of 4% in the fourth quarter of 2019. Additionally, certain Pizza Hut U.S. franchisees are
burdened by high debt service levels.
We continue to believe that the move of the Pizza Hut U.S. system to a more delivery-focused and modern estate will optimize our ability to
grow the Pizza Hut U.S. system going forward. However, we could see impacts to our near-term results as we work through transitions of the
estate and of certain franchise stores to new franchisees. These impacts could include expense related to further bad debts and payments we
may be required to make with regard to franchisee lease obligations for which we remain secondarily liable. Additionally, Pizza Hut U.S. system
sales could be negatively impacted by decreased system advertising spend due to lower franchisee contributions and closures of
underperforming units, including certain units that are largely dine-in focused. Given the fluid nature of issues surrounding our Pizza Hut U.S.
franchisees, in particular surrounding our largest Pizza Hut U.S. franchisee who owns approximately 1,225 units or 17% of the Pizza Hut U.S.
system as of December 31, 2019, the potential impact to the Company’s 2020 results is difficult to forecast.

PART II
Refranchising Initiatives
During the years ended December 31, 2019, 2018 and 2017, we recorded net refranchising gains of $37 million, $540 million and
$1,083 million, respectively. We have reflected those refranchising gains and losses that were recorded in connection with or prior to our
previously announced plans to have at least 98% franchise restaurant ownership by the end of 2018 as Special Items. In 2019 net refranchising
gains reflected as Special Items included $12 million associated with sales of underlying real estate associated with stores that were franchised
as of December 31, 2018 or true-ups to refranchising gains and losses recorded prior to December 31, 2018. All net refranchising gains
recorded in 2018 and 2017 were reflected as Special Items.
Additionally, during the year ended December 31, 2019 we recorded net refranchising gains of $25 million that have not been reflected as
Special Items. These net gains relate to the refranchising of restaurants in 2019 that were not part of and arose subsequent to our
aforementioned plans to achieve 98% franchise ownership.
Investment in Grubhub
For the years ended December 31, 2019 and 2018 we recognized pre-tax expense of $77 million and pre-tax income of $14 million,
respectively, related to changes in fair value in our investment in Grubhub, Inc. (“Grubhub”). See Note 4 for further discussion of our investment
in Grubhub.
Telepizza Strategic Alliance

On December 30, 2018, the Company consummated a strategic alliance with Telepizza Group S.A. (“Telepizza”), the largest non U.S.-based
pizza delivery company in the world, to be the master franchisee of Pizza Hut in Latin America and portions of Europe. The key terms of the
alliance are set forth below:
• In Spain and Portugal Telepizza will continue operating the Telepizza brand and will oversee franchisees operating Pizza Hut branded
restaurants
• In Latin America (excluding Brazil), the Caribbean and Switzerland, Telepizza will progressively convert its existing restaurants to the Pizza
Hut brand and oversee franchisees operating Pizza Hut branded restaurants
• Telepizza will manage supply chain logistics for the entire master franchise territory and will become an authorized supplier of Pizza Hut
branded restaurants
• Across the regions covered by the master franchise agreement, Telepizza will target opening at least 1,300 new units over the next ten
years and 2,550 units in total over 20 years
As a result of the alliance we added approximately 1,300 Telepizza units to our Pizza Hut Division unit count on December 30, 2018. In total
approximately 2,300 Pizza Hut and Telepizza units are subject to the master franchise agreement as of December 31, 2019.
Based upon our ongoing and active maintenance of the Pizza Hut intellectual property as well as Telepizza’s active involvement in supply chain
management and their role as a master franchisee, both parties are exposed to significant risks and rewards depending on the commercial
success of the alliance. As a result, the alliance has been identified as a collaborative arrangement and upon consummation of the alliance no
amounts were recorded in our Consolidated Financial Statements (other than insignificant success fees that were paid to third-party advisors).
Subsequent to consummation of the deal, for all Pizza Hut restaurants that are part of the alliance, we are receiving a continuing fee of 3.5% of
restaurant sales. Likewise, for most Telepizza restaurants that are part of the alliance we are receiving an alliance fee of 3.5% of restaurant sales.
Form 10-K
These fees are being recorded as Franchise and property revenues within our Consolidated Statement of Income when the related sales occur,
consistent with our recognition of continuing fees for all other restaurants subject to our franchise agreements. These fees are reduced by a
sales-based credit that decreases over time and, potentially, certain incentive payments if development or conversion targets are met.
Previously, the existing Pizza Hut restaurants that are now subject to the master franchise agreement with Telepizza generally paid a continuing
fee of 6% of restaurant sales consistent with our standard International franchise agreement terms. The impact to Operating Profit for the year
ended December 31, 2019 as a result of the strategic alliance was not significant. System Sales growth in 2019, excluding foreign currency and
53rd week, was approximately 1 and 5 percentage points higher for Worldwide and the Pizza Hut Division, respectively as a result of the
strategic alliance. Additionally, net new unit growth in 2018 was approximately 3 and 8 percentage points higher for Worldwide and the Pizza
Hut Division, respectively, as a result of the strategic alliance.
KFC United Kingdom (“UK”) Supply Availability Issues

On February 14, 2018, we and our franchisees transitioned to a new distributor for the products supplied to our approximately 900 KFCs in the
United Kingdom and Ireland (those restaurants accounted for approximately 3% of YUM’s global system sales in the year ended December 31,
2018). In connection with this transition, certain of the restaurants experienced supply availability issues which resulted in store closures or
stores operating under a limited menu. Beginning mid-May 2018, all restaurants opened for business, offering their full menus, with advertising
beginning at the end of May. On a full-year basis in 2018, we estimated the negative impact to Core Operating Profit growth was 2 percentage
points for KFC Division and 1 percentage point for YUM, respectively, and the negative impact to same-store sales growth was 50 basis points
for KFC Division and 25 basis points for YUM, respectively, as a result of these supply availability issues.

PART II
KFC Division
The KFC Division has 24,104 units, 83% of which are located outside the U.S. Additionally, 99% of the KFC Division units were operated by
franchisees as of the end of 2019.
% B/(W) % B/(W)
2019 2018
Ex FX and
53rd Week
2019 2018 2017 Reported Ex FX in 2019 Reported Ex FX
System Sales $ 27,900 $ 26,239 $ 24,515 6 10 9 7 6
Same-Store Sales
Growth % 4 N/A N/A 2 N/A
Company sales $ 571 $ 894 $ 1,928 (36) (33) (34) (54) (53)
Franchise and property
revenues 1,390 1,294 1,182 7 11 10 10 9
Franchise contributions
for advertising and other
services 530 456 — 16 21 20 N/A N/A
Total revenues $ 2,491 $ 2,644 $ 3,110 (6) (2) (3) (15) (15)
Restaurant profit $ 87 $ 119 $ 289 (26) (23) (24) (59) (58)
Restaurant margin % 15.3% 13.3% 15.0% 2.0 ppts. 2.0 ppts. 2.0 ppts. (1.7) ppts. (1.5) ppts.
G&A expenses $ 346 $ 350 $ 370 1 (1) (1) 5 5
expenses 89 107 117 17 13 13 8 9
Franchise advertising and
other services expense 520 452 — (15) (20) (19) N/A N/A
Operating Profit $ 1,052 $ 959 $ 981 10 14 13 (2) (2)
% Increase
(Decrease)
Unit Count 2019 2018 2017 2019 2018
Franchise 23,759 22,297 20,819 7 7
Company-owned 345 324 668 6 (51)
Total 24,104 22,621 21,487 7 5
Form 10-K
Company sales and Restaurant margin percentage
In 2019, the decrease in Company sales, excluding the impacts of foreign currency translation and 53rd week, was primarily driven by
refranchising offset by company same-store sales growth of 5%, including lapping the prior year impact of supply interruptions in our KFC UK
business.
The 2019 increase in Restaurant margin percentage was driven by same-store sales growth, including lapping the prior year impact of supply
interruptions in our KFC UK business, and refranchising.
Franchise and property revenues

In 2019, the increase in Franchise and property revenues, excluding the impacts of foreign currency translation and 53rd week, was driven by
international net new unit growth, franchise same-store sales growth of 4%, including lapping the prior year impact of supply interruptions in our
KFC UK business, and refranchising.
G&A
In 2019, the increase in G&A, excluding the impacts of foreign currency translation and 53rd week, was driven by higher expenses related to our
deferred and incentive compensation programs, partially offset by the positive impact of YUM’s Strategic Transformation Initiatives, including
reductions in G&A directly attributable to refranchising.

PART II
Operating Profit
In 2019, the increase in Operating Profit, excluding the impacts of foreign currency translation and 53rd week, was driven by net new unit
growth, same-store sales growth and lapping the prior year impact of supply interruptions in our KFC UK business.
Pizza Hut Division

The Pizza Hut Division has 18,703 units, 61% of which are located outside the U.S. The Pizza Hut Division uses multiple distribution channels
including delivery, dine-in and express (e.g. airports) and includes units operating under both the Pizza Hut and Telepizza brands. Additionally,
over 99% of the Pizza Hut Division units were operated by franchisees as of the end of 2019.
% B/(W) % B/(W)
2019 2018
Ex FX and
53rd Week
System Sales $12,900 $12,212 $12,034 6 8 7 1 1
Same-Store Sales
Growth (Decline) % Even N/A N/A Even N/A
Company sales $ 54 $ 69 $ 285 (23) (21) (21) (76) (76)
revenues 597 598 608 Even 1 1 (2) (2)
Franchise contributions
for advertising and other
services 376 321 — 17 18 16 N/A N/A
Total revenues $ 1,027 $ 988 $ 893 4 5 4 11 10
Restaurant profit $ 3 $ — $ 14 NM NM NM NM NM
Restaurant margin % 4.2% (0.1)% 5.3% 4.3 ppts. 4.2 ppts. 4.1 ppts. (5.4) ppts. (5.3) ppts.
G&A expenses $ 202 $ 197 $ 211 (2) (3) (2) 7 7
expenses 39 45 68 12 11 13 35 36
Franchise advertising
and other services
expense 367 328 — (12) (12) (11) N/A N/A
Operating Profit $ 369 $ 348 $ 341 6 8 7 2 2
% Increase
Form 10-K
(Decrease)
Unit Count 2019 2018 2017 2019 2018(a)
Franchise 18,603 18,369 16,588 1 11
Company-owned 100 62 160 61 (61)
Total 18,703 18,431 16,748 1 10
(a) 2018 unit growth includes units added as a result of our fourth quarter 2018 strategic alliance with Telepizza.
Company sales
In 2019, the decrease in Company sales, excluding the impacts of foreign currency translation and 53rd week, was driven by refranchising.
Company same-store sales growth was 2%.

In 2019, the increase in Franchise and property revenues, excluding the impacts of foreign currency translation and 53rd week, was driven by
net new unit growth. Franchise same-store sales were flat.
G&A
In 2019, the increase in G&A, excluding the impacts of foreign currency translation and 53rd week, was driven by higher expenses related to our
deferred compensation program, partially offset the positive impact of YUM’s Strategic Transformation Initiatives, including reductions in G&A
directly attributable to refranchising.

PART II
Operating Profit
In 2019, the increase in Operating Profit, excluding the impacts of foreign currency translation and 53rd week, was driven by lapping advertising
costs in the prior year associated with the Pizza Hut Transformation Agreement (See Note 4), higher profit associated with providing incremental
technology-related services, net new unit growth and refranchising, partially offset by higher provisions for past due receivables and higher G&A.
Taco Bell Division

The Taco Bell Division has 7,363 units, 92% of which are in the U.S. The Company-owned 7% of the Taco Bell units in the U.S. as of the end of
2019.
% B/(W) % B/(W)
2019 2018
Ex FX and
53rd Week
System Sales $ 11,784 $ 10,786 $ 10,145 9 9 8 6 6
Same-Store Sales Growth % 5 N/A N/A 4 N/A
Company sales $ 921 $ 1,037 $ 1,359 (11) (11) (13) (24) (24)
revenues 673 590 521 14 14 12 13 13
Franchise contributions for
advertising and other
services 485 429 — 13 13 11 N/A N/A
Total revenues $ 2,079 $ 2,056 $ 1,880 1 1 — 9 9
Restaurant profit $ 221 $ 244 $ 305 (9) (9) (11) (20) (20)
Restaurant margin % 24.0% 23.5% 22.4% 0.5 ppts. 0.5 ppts. 0.4 ppts. 1.1 ppts. 1.1 ppts.
G&A expenses $ 181 $ 177 $ 188 (2) (3) (2) 6 6
expenses 38 28 22 (33) (33) (32) (31) (31)
Franchise advertising and
other services expense 481 428 — (12) (12) (11) N/A N/A
Operating Profit $ 683 $ 633 $ 619 8 8 6 2 2
% Increase
(Decrease)
Unit Count 2019 2018 2017 2019 2018
Form 10-K
Franchise 6,895 6,602 6,196 4 7
Company-owned 468 470 653 — (28)
Total 7,363 7,072 6,849 4 3
Company sales and Restaurant margin percentage

In 2019, the decrease in Company Sales, excluding the impact of 53rd week, was driven by refranchising partially offset by company same-store
sales growth of 4% and net new unit growth.
In 2019, the increase in restaurant margin percentage was driven by same-store sales growth partially offset by higher labor and commodity
costs.

In 2019, the increase in Franchise and property revenues, excluding the impact of 53rd week, was driven by franchise same-store sales growth
of 5%, refranchising and net new unit growth.
G&A
In 2019, the increase in G&A, excluding the impact of 53rd week, was driven by higher expenses related to our deferred and incentive
compensation programs and the unfavorable impact of lapping prior year forfeitures related to share based compensation awards, partially offset
by the positive impact of YUM’s Strategic Transformation Initiatives.

PART II
Operating Profit
In 2019, the increase in Operating Profit, excluding the impacts of foreign currency translation and 53rd week, was driven by same-store sales
growth and net new unit growth, partially offset by refranchising and higher restaurant operating costs.
Corporate & Unallocated

% B/(W)
(Expense)/Income 2019 2018 2017 2019 2018
Corporate and unallocated G&A $ (188) $ (171) $ (230) (10) 26
Unallocated restaurant costs — 3 10 (95) (69)
Unallocated Franchise and property revenues — — (5) NM NM
Unallocated Franchise and property expenses (14) (8) (30) (72) 73
Refranchising gain (loss) (See Note 4) 37 540 1,083 (93) (50)
Unallocated Other income (expense) (See Note 4) (9) (8) (8) NM NM
Investment income (expense), net (See Note 4) (67) 9 5 NM 88
Other pension income (expense) (See Note 14) (4) (14) (47) 71 70
Interest expense, net (486) (452) (445) (8) (1)
Income tax provision (See Note 17) (79) (297) (934) 74 68
Effective tax rate (See Note 17) 5.7% 16.2% 41.1% 10.5 ppts. 24.9 ppts.
Corporate and unallocated G&A

In 2019, the increase in Corporate and unallocated G&A expenses was driven by higher expenses related to our deferred and incentive
compensation programs and higher professional fees related to strategic projects, the largest of which was related to global tax reforms, partially
offset by lapping costs associated with YUM’s Strategic Transformation Initiatives (See Note 4) and current year G&A reductions due to the
impact of YUM’s Strategic Transformation Initiatives.
Unallocated restaurant costs

Unallocated restaurant costs represents the cessation of depreciation on held for sale assets that were not allocated to the Division segments.
Unallocated Franchise and property expenses

Unallocated Franchise and property expenses reflect charges related to the Pizza Hut U.S. Transformation Agreement and/or the KFC U.S.
Acceleration Agreement. See Note 4.
Form 10-K
Interest expense, net

The increase in Interest expense, net for 2019 was driven by increased outstanding borrowings. See Note 10.
Consolidated Cash Flows

Net cash provided by operating activities was $1,315 million in proceeds in the current year, partially offset by the lapping of our
2019 compared to $1,176 million in 2018. The increase was largely prior year investment in Grubhub common stock and the acquisition
driven by an increase in Operating profit before Special Items and of QuikOrder, LLC, an online ordering software and service provider
lower compensation payments, partially offset by an increase in for the restaurant industry (“QuikOrder”) (See Note 9).
interest payments.
Net cash used in financing activities was $938 million in 2019
Net cash used in investing activities was $88 million in 2019 compared to $2,620 million in 2018. The decrease was primarily
compared to net cash provided by investing activities of $313 million driven by lower share repurchases and higher net borrowings in
in 2018. The change was primarily driven by lower refranchising 2019.
Consolidated Financial Condition

Our Consolidated Balance Sheet was impacted by the adoption of the intercompany transfers of certain intellectual property rights (See
Topic 842 (See Note 2) and deferred tax assets recorded related to Note 17).

PART II
Liquidity and Capital Resources

Our primary sources of liquidity are cash on hand, cash generated by On January 6, 2020, we announced our definitive agreement
operations and availability under our revolving facilities. As of pursuant to which the Company will acquire all of the issued and
December 31, 2019, we had Cash and cash equivalents of outstanding common shares of The Habit Restaurants, Inc. (“Habit”)
$605 million. Cash and cash equivalents increased from $292 million at for $14 per share in cash or a total of approximately $375 million.
December 31, 2018 due to the issuance of $800 million aggregate The transaction is subject to approval by Habit’s stockholders and
principal amount of YUM Senior Unsecured Notes in September 2019. other customary closing conditions. The transaction is expected to
We have historically generated substantial cash flows from the be completed by the end of the first-quarter of 2020.
operations of our Company-owned stores and from our extensive
franchise operations, which require a limited YUM investment. Our Additionally, if the transaction is consummated, Habit will make
annual operating cash flows have historically been in excess of payment to certain of its former shareholders pursuant to an existing
$1 billion. Decreases in operating cash flows from the operation of Tax Receivable Agreement in the aggregate amount of approximately
fewer Company-owned stores due to refranchising in recent years have $53 million. The amount of this payment in excess of Habit’s cash
been offset, and are expected to continue to be offset, with savings necessary at closing for normal working capital purposes, in addition
generated from decreased capital investment and G&A required to to customary transaction fees and expenses, will be liabilities funded
support company operations. To the extent operating cash flows plus by the Company.
other sources of cash such as refranchising proceeds do not cover our We intend to fund all amounts for the acquisition of Habit using cash
anticipated cash needs, we maintain a $1 billion Revolving Facility on hand and available borrowing capacity under our Revolving
under our existing Credit Agreement that was undrawn as of year end Facility.
2019. We believe that our existing cash on hand, cash from operations
and availability under our Revolving Facility, will be sufficient to fund our Our balance sheet often reflects a working capital deficit, which is not
operations, anticipated capital expenditures and debt repayment uncommon in our industry and is also historically common for YUM.
obligations over the next twelve months. Our royalty receivables from franchisees are generally due within 30
days of the period in which the related sales occur and Company
From 2017 through 2019, we returned a cumulative $6.5 billion to sales are paid in cash or by credit card (which is quickly converted
shareholders through share repurchases and cash dividends. We into cash). Substantial amounts of cash received have historically
funded these shareholder returns through a combination of been either returned to shareholders or invested in new restaurant
refranchising proceeds, free cash flow generation and maintenance assets which are non-current in nature. As part of our working capital
of our ~5.0x EBITDA leverage. From the fourth quarter of 2016 to the strategy, we negotiate favorable credit terms with vendors and, as a
end of 2018, we generated total gross refranchising proceeds of result, our on-hand inventory turns faster than the related short-term
$2.8 billion in connection with our initiative to increase franchise liabilities. Accordingly, it is not unusual for current liabilities to exceed
ownership to 98%. Going forward, we anticipate refranchising current assets. We believe such a deficit has no significant impact on
proceeds to be much more limited and any shareholder returns we our liquidity or operations.
choose to make to be funded through cash flows from operations
and leverage maintenance.
Debt Instruments
As of December 31, 2019, approximately 92%, including the impact provides an attractive balance between optimized interest rates,
of interest rate swaps, of our $10.6 billion of total debt outstanding, duration and flexibility with diversified sources of liquidity and
excluding finance leases, is fixed with an effective overall interest rate maturities spread over multiple years. We have credit ratings of BB
of approximately 4.7%. We are managing a capital structure which is (Standard & Poor’s)/Ba2 (Moody’s) with a balance sheet consistent
Form 10-K
levered in-line with our target of ~5.0x EBITDA, and which we believe with highly-levered peer restaurant franchise companies.
The following table summarizes the future maturities of our outstanding long-term debt, excluding finance leases and debt issuance costs and
discounts, as of December 31, 2019.
2020 2021 2022 2023 2024 2025 2026 2027 2028 2030 2037 2043 Total
Securitization
Notes $ 29 $ 29 $ 29 $ 1,281 $ 16 $ 16 $ 921 $ 6 $ 571 $ 2,898
Credit Agreement 51 76 395 20 20 1,836 2,398
Subsidiary Senior
Unsecured Notes 1,050 1,050 750 2,850
YUM Senior
Unsecured Notes 350 350 325 800 325 275 2,425
Total $ 430 $ 455 $ 424 $ 1,626 $ 1,086 $ 1,852 $ 1,971 $ 756 $ 571 $ 800 $ 325 $ 275 $ 10,571
Securitization Notes include four senior secured notes issued by of the equity interests in asset-owning Securitization Entities. The
Taco Bell Funding, LLC (the “Issuer”) totaling $2.9 billion with fixed Securitization Notes contain cross-default provisions whereby the
interest rates ranging from 4.318% to 4.970%. The Securitization failure to pay principal on any outstanding Securitization Notes will
Notes are secured by substantially all of the assets of the Issuer and constitute an event of default under any other Securitization Notes.
the Issuer’s special purpose, wholly-owned subsidiaries (collectively
with the Issuer, the “Securitization Entities”), and include a lien on all Credit Agreement includes senior secured credit facilities consisting
existing and future U.S. Taco Bell franchise and license agreements of a $463 million Term Loan A facility (the “Term Loan A Facility”), a
and the royalties payable thereunder, existing and future U.S. Taco $1.9 billion Term Loan B facility (the “Term Loan B Facility”) and a
Bell intellectual property, certain transaction accounts and a pledge $1.0 billion revolving facility (the “Revolving Facility”) issued by KFC

PART II
Holding Co., Pizza Hut Holdings, LLC and Taco Bell of America, subsidiaries with a principal amount in excess of $100 million or the
LLC, each of which is a wholly-owned subsidiary of the Company, as failure to pay principal of such indebtedness will constitute an event
co-borrowers (the “Borrowers”). Our Revolving Facility was undrawn of default under the Subsidiary Senior Unsecured Notes.
as of December 31, 2019. The interest rates applicable to the Credit
Agreement range from 1.25% to 1.75% plus LIBOR or from 0.25% YUM Senior Unsecured Notes include six senior unsecured notes
to 0.75% plus the Base Rate, at the Borrowers’ election, based upon issued by Yum! Brands, Inc. totaling $2.4 billion with fixed interest
the total net leverage ratio of the Borrowers and the Specified rates ranging from 3.75% to 6.88% including $800 million aggregate
Guarantors (as defined in the Credit Agreement). Our Term Loan A principal amount of 4.75% notes due January 15, 2030 that we
Facility and Term Loan B Facility contain cross-default provisions issued on September 11, 2019. See Note 10 for additional details.
whereby the failure to pay principal of or otherwise perform any Our YUM Senior Unsecured Notes contain cross-default provisions
agreement or condition under indebtedness of certain subsidiaries whereby the acceleration of the maturity of any of our indebtedness
with a principal amount in excess of $100 million will constitute an or the failure to pay principal of such indebtedness will constitute an
event of default under the Credit Agreement. event of default under the YUM Senior Unsecured Notes unless such
indebtedness is discharged, or the acceleration of the maturity of that
Subsidiary Senior Unsecured Notes include three senior unsecured indebtedness is annulled, within 30 days after notice.
notes issued by the Borrowers totaling $2.9 billion with fixed interest
rates ranging from 4.75% to 5.25%. Our Subsidiary Senior See Note 10 for details on the Securitization Notes, the Credit
Unsecured Notes contain cross-default provisions whereby the Agreement, Subsidiary Senior Unsecured Notes and YUM Senior
acceleration of the maturity of the indebtedness of certain Unsecured Notes.
Contractual Obligations
Our significant contractual obligations and payments as of December 31, 2019 included:
Less than More than
Total 1 Year 1-3 Years 3-5 Years 5 Years
Long-term debt obligations(a) $ 13,911 $ 895 $ 1,804 $ 3,505 $ 7,707
Finance leases(b) 110 11 20 17 62
Operating leases(b) 987 105 192 159 531
Purchase obligations(c) 297 159 124 13 1
Benefit plans and other(d) 290 155 32 30 73
Total contractual obligations $ 15,595 $ 1,325 $ 2,172 $ 3,724 $ 8,374
(a) Amounts include maturities of debt outstanding as of December 31, 2019 and expected interest payments on those outstanding amounts on a
nominal basis. The estimated interest payments related to the variable rate portion of our debt is based on current LIBOR interest rates. See
Note 10.
(b) These obligations, which are shown on a nominal basis and represent the non-cancellable term of the lease, relate primarily to approximately 600
Company-owned restaurants and 400 units that we sublease land, building or both to our franchisees. See Note 11.
(c) Purchase obligations include agreements to purchase goods or services that are enforceable and legally binding on us and that specify all significant
terms, including: fixed or minimum quantities to be purchased; fixed, minimum or variable price provisions; and the approximate timing of the
transaction. We have excluded agreements that are cancellable without penalty. Purchase obligations relate primarily to marketing, information
Form 10-K
technology and supply agreements.

(d) Includes actuarially-determined timing of payments from our most significant unfunded pension plan as well as scheduled payments from our
deferred compensation plan and other unfunded benefit plans where payment dates are determinable. This table excludes $40 million of future
benefit payments for deferred compensation and other unfunded benefit plans to be paid upon separation of employee’s service or retirement from
the company, as we cannot reasonably estimate the dates of these future cash payments. Other amounts include a cash tax obligation related to an
income tax audit expected to conclude in 2020 and anticipated investments related to the Pizza Hut U.S. Transformation Agreement (See Note 4).
We sponsor noncontributory defined benefit pension plans covering investment performance and corporate bond rates could impact our
certain salaried and hourly employees, the most significant of which funded status and the timing and amounts of required contributions
are in the U.S. and UK. The most significant of the U.S. plans, the in 2020 and beyond.
YUM Retirement Plan (the “Plan”), is funded while benefits from our
other significant U.S. plan are paid by the Company as incurred (see Our post-retirement health care plan in the U.S. is not required to be
footnote (d) above). Our funding policy for the Plan is to contribute funded in advance, but is pay as you go. We made post-retirement
annually amounts that will at least equal the minimum amounts benefit payments of $5 million in 2019 and no future funding
required to comply with the Pension Protection Act of amounts are included in the contractual obligations table. See
2006. However, additional voluntary contributions are made from Note 14.
time-to-time to improve the Plan’s funded status. At December 31, We have excluded from the contractual obligations table payments
2019 the Plan was in a net underfunded position of $44 million. The we may make for exposures for which we are self-insured, including
UK pension plans were in a net overfunded position of $82 million at workers’ compensation, employment practices liability, general
our 2019 measurement date. liability, automobile liability, product liability and property losses
We do not anticipate making any significant contributions to the Plan (collectively “property and casualty losses”) and employee healthcare
in 2020. Investment performance and corporate bond rates have a and long-term disability claims. The majority of our recorded liability
significant effect on our net funding position as they drive our asset for self-insured property and casualty losses and employee
balances and discount rate assumptions. Future changes in healthcare and long-term disability claims represents estimated
reserves for incurred claims that have yet to be filed or settled.

PART II
We have not included in the contractual obligations table $56 million imposed in 1993 and 1994. We have been advised by external
of liabilities for unrecognized tax benefits relating to various tax counsel that the order is flawed and that several options for appeal
positions we have taken. These liabilities may increase or decrease exist. We deny liability and intend to continue vigorously defending
over time as a result of tax examinations, and given the status of the this matter. We do not consider the risk of any significant loss arising
examinations, we cannot reliably estimate the period of any cash from this order to be probable and thus have not recorded any
settlement with the respective taxing authorities. reserve at December 31, 2019. It is possible that we could be
required to post a deposit for some or all portion of the penalty
As discussed further in Note 19, on January 29, 2020 we received an amount as we pursue appeal options. We have not included any
order from the Special Director of the Directorate of Enforcement in potential deposit amount in the contractual obligations table as we
India imposing a penalty on Yum! Restaurants India Private Limited of cannot reliably estimate the timing or amount of any such deposit
approximately Indian Rupee 11 billion, or approximately $156 million, that may be required.
primarily relating to alleged violations of operating conditions
Off-Balance Sheet Arrangements

See the Lease Guarantees section of Note 19 for discussion of our off-balance sheet arrangements.
New Accounting Pronouncements Not Yet Adopted

In June 2016, the Financial Accounting Standards Board (“FASB”) through a cumulative-effect adjustment to Accumulated deficit as of
issued a standard that requires measurement and recognition of the beginning of 2020. We do not anticipate the impact of adopting
expected versus incurred credit losses for financial assets held. The this standard will be material to our Consolidated Financial
standard is effective for the Company prospectively in our first Statements.
quarter of fiscal 2020 and any impact upon adoption will be reflected
Critical Accounting Policies and Estimates

Our reported results are impacted by the application of certain condition. Changes in the estimates and judgments could
accounting policies that require us to make subjective or complex significantly affect our results of operations and financial condition
judgments. These judgments involve estimations of the effect of and cash flows in future years. A description of what we consider to
matters that are inherently uncertain and may significantly impact our be our most significant critical accounting policies follows.
quarterly or annual results of operations or financial
after-tax cash flows used in determining the anticipated bids

Impairment or Disposal of Long-Lived incorporate reasonable assumptions we believe a franchisee would
Assets make such as sales growth and margin improvement as well as
We review long-lived assets of restaurants we intend to continue expectations as to the useful lives of the restaurant assets. These
operating as Company restaurants (primarily PP&E, right-of-use after-tax cash flows also include a deduction for the anticipated,
Form 10-K
operating lease assets and allocated intangible assets subject to future royalties we would receive under a franchise agreement with
amortization) annually for impairment, or whenever events or changes terms substantially at market entered into simultaneously with the
in circumstances indicate that the carrying amount of a restaurant refranchising transaction.
may not be recoverable. We evaluate recoverability based on the The discount rate used in the fair value calculations is our estimate of
restaurant’s forecasted undiscounted cash flows, which incorporate the required rate of return that a franchisee would expect to receive
our best estimate of sales growth and margin improvement based when purchasing a similar restaurant or groups of restaurants and
upon our plans for the unit and actual results at comparable the related long-lived assets. The discount rate incorporates rates of
restaurants. For restaurant assets that are deemed to not be returns for historical refranchising market transactions and is
recoverable, we write-down the impaired restaurant to its estimated commensurate with the risks and uncertainty inherent in the
fair value. Key assumptions in the determination of fair value are the forecasted cash flows.
future after-tax cash flows of the restaurant, which are reduced by
future royalties a franchisee would pay and a discount rate. The
after-tax cash flows incorporate reasonable sales growth and margin
improvement assumptions that would be used by a franchisee in the
Impairment of Goodwill
determination of a purchase price for the restaurant. Estimates of We evaluate goodwill for impairment on an annual basis as of the
future cash flows are highly subjective judgments and can be beginning of our fourth quarter or more often if an event occurs or
significantly impacted by changes in the business or economic circumstances change that indicates impairment might
conditions. exist. Goodwill is evaluated for impairment by determining whether
the fair value of our reporting units exceed their carrying values. Our
We perform an impairment evaluation at a restaurant group level reporting units are our business units (which are aligned based on
when it is more likely than not that we will refranchise restaurants as geography) in our KFC, Pizza Hut and Taco Bell Divisions. Fair value
a group. Expected net sales proceeds are generally based on actual is the price a willing buyer would pay for the reporting unit, and is
bids from the buyer, if available, or anticipated bids given the generally estimated using discounted expected future after-tax cash
discounted projected after-tax cash flows for the group of flows from franchise royalties and Company-owned restaurant
restaurants. Historically, these anticipated bids have been reasonably operations, if any.
accurate estimations of the proceeds ultimately received. The

PART II
Future cash flow estimates and the discount rate are the key The PBO reflects the actuarial present value of all benefits earned to
assumptions when estimating the fair value of a reporting unit. Future date by employees and incorporates assumptions as to future
cash flows are based on growth expectations relative to recent compensation levels. Due to the relatively long time frame over which
historical performance and incorporate sales growth (from net new benefits earned to date are expected to be paid, our PBOs are highly
units or same-sales growth) and margin improvement (for those sensitive to changes in discount rates. For our U.S. plans, we
reporting units which include Company-owned restaurant operations) measured our PBOs using a discount rate of 3.50% at December 31,
assumptions that we believe a third-party buyer would assume when 2019. The primary basis for this discount rate determination is a
determining a purchase price for the reporting unit. Any margin model that consists of a hypothetical portfolio of ten or more
improvement assumptions that factor into the discounted cash flows corporate debt instruments rated Aa or higher by Moody’s or
are highly correlated with sales growth as cash flow growth can be Standard & Poor’s (“S&P”) with cash flows that mirror our expected
achieved through various interrelated strategies such as product benefit payment cash flows under the plans. We exclude from the
pricing and restaurant productivity initiatives. The discount rate is our model those corporate debt instruments flagged by Moody’s or S&P
estimate of the required rate of return that a third-party buyer would for a potential downgrade (if the potential downgrade would result in
expect to receive when purchasing a business from us that a rating below Aa by both Moody’s and S&P) and bonds with yields
constitutes a reporting unit. We believe the discount rate is that were two standard deviations or more above the mean. In
commensurate with the risks and uncertainty inherent in the considering possible bond portfolios, the model allows the bond
forecasted cash flows. cash flows for a particular year to exceed the expected benefit
payment cash flows for that year. Such excesses are assumed to be
The fair values of all our reporting units with goodwill balances were reinvested at appropriate one-year forward rates and used to meet
substantially in excess of their respective carrying values as of the the benefit payment cash flows in a future year. The weighted-
2019 goodwill testing date. average yield of this hypothetical portfolio was used to arrive at an
When we refranchise restaurants, we include goodwill in the carrying appropriate discount rate. We also ensure that changes in the
amount of the restaurants disposed of based on the relative fair discount rate as compared to the prior year are consistent with the
values of the portion of the reporting unit disposed of in the overall change in prevailing market rates and make adjustments as
refranchising versus the portion of the reporting unit that will be necessary. A 50 basis-point increase in this discount rate would have
retained. The fair value of the portion of the reporting unit disposed of decreased these U.S. plans’ PBOs by approximately $64 million at
in a refranchising is determined by reference to the discounted value our measurement date. Conversely, a 50 basis-point decrease in this
of the future cash flows expected to be generated by the restaurant discount rate would have increased our U.S. plans’ PBOs by
and retained by the franchisee, which include a deduction for the approximately $71 million at our measurement date.
anticipated, future royalties the franchisee will pay us associated with The net periodic benefit cost we will record in 2020 is also impacted
the franchise agreement entered into simultaneously with the by the discount rate, as well as the long-term rates of return on plan
refranchising transaction. Appropriate adjustments are made to the assets and mortality assumptions we selected at our measurement
fair value determinations if such franchise agreement is determined to date. We expect net periodic benefit cost plus expected pension
not be at prevailing market rates. When determining whether such settlement charges for our U.S. plans to increase approximately
franchise agreement is at prevailing market rates our primary $10 million in 2020. A 50 basis-point change in our discount rate
consideration is consistency with the terms of our current franchise assumption at our 2019 measurement date would impact our 2020
agreements both within the country that the restaurants are being U.S. net periodic benefit cost by approximately $6 million. The
refranchised in and around the world. The Company believes impacts of changes in net periodic benefit costs are reflected
consistency in royalty rates as a percentage of sales is appropriate primarily in Other pension (income) expense.
as the Company and franchisee share in the impact of near-term
fluctuations in sales results with the acknowledgment that over the Our estimated long-term rate of return on U.S. plan assets is based
long-term the royalty rate represents an appropriate rate for both upon the weighted-average of historical and expected future returns
parties. for each asset category. Our expected long-term rate of return on
Form 10-K
U.S. plan assets, for purposes of determining 2020 pension

The discounted value of the future cash flows expected to be expense, at December 31, 2019 was 5.50%, net of administrative
generated by the restaurant and retained by the franchisee is and investment fees paid from plan assets. We believe this rate is
reduced by future royalties the franchisee will pay the Company. The appropriate given the composition of our plan assets and historical
Company thus considers the fair value of future royalties to be market returns thereon. A 100 basis point change in our expected
received under the franchise agreement as fair value retained in its long-term rate of return on plan assets assumption would impact our
determination of the goodwill to be written off when 2020 U.S. net periodic benefit cost by approximately $8 million.
refranchising. Others may consider the fair value of these future Additionally, every 100 basis point variation in actual return on plan
royalties as fair value disposed of and thus would conclude that a assets versus our expected return of 5.50% will impact our
larger percentage of a reporting unit’s fair value is disposed of in a unrecognized pre-tax actuarial net loss by approximately $8 million.
refranchising transaction.
A decrease in discount rates over time has largely contributed to an
During 2019, refranchising activity completed by the Company was unrecognized pre-tax actuarial net loss of $118 million included in
limited and the write-off of goodwill associated with these AOCI for these U.S. plans at December 31, 2019. We will recognize
transactions was less than $1 million. approximately $14 million of such loss in net periodic benefit cost in
See Note 2 for a further discussion of our policies regarding goodwill. 2020 versus $1 million recognized in 2019. See Note 14.
Pension Plans Income Taxes

Certain of our employees are covered under defined benefit pension At December 31, 2019, we had valuation allowances of
plans. Our two most significant plans are in the U.S. and combined approximately $787 million to reduce our $1,517 million of deferred
had a projected benefit obligation (“PBO”) of $1,015 million and a fair tax assets to amounts that are more likely than not to be realized.
value of plan assets of $886 million at December 31, 2019. The net deferred tax assets primarily relate to temporary differences
in profitable U.S. federal, state and foreign jurisdictions and net
operating losses in certain foreign jurisdictions, the majority of which

PART II
do not expire. In evaluating our ability to recover our deferred tax 2019, we had $188 million of unrecognized tax benefits, $8 million of
assets, we consider future taxable income in the various jurisdictions which are temporary in nature and, if recognized, would not impact
as well as carryforward periods and restrictions on usage. The the effective tax rate. We evaluate unrecognized tax benefits,
estimation of future taxable income in these jurisdictions and our including interest thereon, on a quarterly basis to ensure that they
resulting ability to utilize deferred tax assets can significantly change have been appropriately adjusted for events, including audit
based on future events, including our determinations as to feasibility settlements, which may impact our ultimate payment for such
of certain tax planning strategies and refranchising plans. Thus, exposures.
recorded valuation allowances may be subject to material future
changes. The 2017 Tax Cuts and Jobs Act included a mandatory deemed
repatriation tax on accumulated earnings of foreign subsidiaries, and
As a matter of course, we are regularly audited by federal, state and as a result, previously unremitted earnings for which no U.S. deferred
foreign tax authorities. We recognize the benefit of positions taken or tax liability had been provided have now been subject to U.S. tax.
expected to be taken in our tax returns in our Income tax provision Our cash currently held overseas is primarily limited to that necessary
when it is more likely than not that the position would be sustained to fund working capital requirements. Thus, we have not provided
upon examination by these tax authorities. A recognized tax position taxes on our foreign unremitted earnings, including U.S. state income
is then measured at the largest amount of benefit that is greater than and foreign withholding taxes, as we believe they are indefinitely
fifty percent likely of being realized upon settlement. At December 31, reinvested. See Note 17 for a further discussion of our Income taxes.
Form 10-K

PART II
ITEM 7A Quantitative and Qualitative Disclosures About Market Risk
ITEM 7A Quantitative and Qualitative Disclosures

About Market Risk
The Company is exposed to financial market risks associated with interest rates, foreign currency exchange rates, commodity prices and the
value of our equity investment in Grubhub. In the normal course of business and in accordance with our policies, we manage these risks through
a variety of strategies, which may include the use of financial and commodity derivative instruments to hedge our underlying exposures. Our
policies prohibit the use of derivative instruments for trading purposes, and we have processes in place to monitor and control their use.
Interest Rate Risk

We have a market risk exposure to changes in interest rates, increase of approximately $9 million in Interest expense, net within
principally in the U.S. Our outstanding total debt, excluding finance our Consolidated Statement of Income. These estimated amounts
leases, of $10.6 billion includes 77% fixed-rate debt and 23% are based upon the current level of variable-rate debt that has not
variable-rate debt. We have attempted to minimize the interest rate been swapped to fixed and assume no changes in the volume or
risk from variable-rate debt through the use of interest rate swaps composition of that debt and exclude any impact from interest
that, as of December 31, 2019, result in a fixed interest rate on income related to cash and cash equivalents.
$1.55 billion of our variable rate debt. As a result, approximately 92%
of our $10.6 billion of outstanding debt at December 31, 2019 is The fair value of our cumulative fixed-rate debt of $8.2 billion as of
effectively fixed-rate debt. See Note 10 for details on these issuances December 31, 2019, would decrease approximately $450 million as
and repayments and Note 12 for details related to interest rate a result of the same hypothetical 100 basis-point increase. At
swaps. December 31, 2019, a hypothetical 100 basis-point decrease in
short-term interest rates would decrease the fair value of our interest
As of both December 31, 2019 and December 31, 2018 a rate swaps approximately $66 million. Fair value was determined
hypothetical 100 basis-point increase in short-term interest rates based on the present value of expected future cash flows
would result, over the following twelve-month period after considering the risks involved and using discount rates appropriate
consideration of the aforementioned interest rate swaps, in an for the durations.
Foreign Currency Exchange Rate Risk

Changes in foreign currency exchange rates impact the translation of receivables or payables such that our foreign currency exchange risk
our reported foreign currency denominated earnings, cash flows and related to these instruments is minimized.
net investments in foreign operations and the fair value of our foreign
currency denominated financial instruments. Historically, we have The Company’s foreign currency net asset exposure (defined as
chosen not to hedge foreign currency risks related to our foreign foreign currency assets less foreign currency liabilities) totaled
currency denominated earnings and cash flows through the use of approximately $1.2 billion as of December 31, 2019. Operating in
financial instruments. In addition, we attempt to minimize the international markets exposes the Company to movements in foreign
exposure related to foreign currency denominated financial currency exchange rates. The Company’s primary exposures result
Form 10-K
instruments by purchasing goods and services from third parties in from our operations in Asia-Pacific, Europe and the Americas. For
local currencies when practical. Consequently, foreign currency the fiscal year ended December 31, 2019 Operating Profit would
denominated financial instruments consist primarily of intercompany have decreased approximately $130 million if all foreign currencies
receivables and payables. At times, we utilize forward contracts and had uniformly weakened 10% relative to the U.S. dollar. This
cross-currency swaps to reduce our exposure related to these estimated reduction assumes no changes in sales volumes, local
intercompany receivables and payables. The notional amount and currency sales or input prices.
maturity dates of these contracts match those of the underlying
Commodity Price Risk

We are subject to volatility in food costs as a result of market risk environment in which we operate. We manage our exposure to this
associated with commodity prices. Our ability to recover increased risk primarily through pricing agreements with our vendors.
costs through higher pricing is, at times, limited by the competitive
Equity Investment Risk

YUM holds 2,820,464 shares of Grubhub common stock (See in Investment (income) expense, net within our Consolidated
Note 4). As of December 31, 2019, the NYSE composite closing Statements of Income. The effects of changes in market prices for
sales price of Grubhub was $48.64. A hypothetical 10% decline in equity securities are unpredictable, which could cause significant
the price of these shares would result in a $14 million decrease in the fluctuations in our quarterly and annual results.
fair value of these investments, which would be reflected as a charge

PART II
ITEM 8 Financial Statements and Supplementary Data
ITEM 8 Financial Statements

and Supplementary Data
Index to Financial Information
Page
Reference
Consolidated Financial Statements
Report of Independent Registered Public Accounting Firm 40
Consolidated Statements of Income 42
Consolidated Statements of Comprehensive Income 43
Consolidated Statements of Cash Flows 44
Consolidated Balance Sheets 45
Consolidated Statements of Shareholders’ Deficit 46
Notes to Consolidated Financial Statements 47
Financial Statement Schedules

No schedules are required because either the required information is not present or not present in amounts sufficient to require submission of
the schedule, or because the information required is included in the above-listed financial statements or notes thereto.
Form 10-K

PART II
Report of Independent Registered Public

Accounting Firm
To the Shareholders and Board of Directors whether due to error or fraud, and whether effective internal control
Yum! Brands, Inc.: over financial reporting was maintained in all material respects.
Our audits of the consolidated financial statements included
performing procedures to assess the risks of material misstatement
Opinions on the Consolidated Financial Statements of the consolidated financial statements, whether due to error or
and Internal Control Over Financial Reporting fraud, and performing procedures that respond to those risks. Such
We have audited the accompanying consolidated balance sheets of procedures included examining, on a test basis, evidence regarding
Yum! Brands, Inc. and Subsidiaries (the Company) as of the amounts and disclosures in the consolidated financial
December 31, 2019 and 2018, the related consolidated statements statements. Our audits also included evaluating the accounting
of income, comprehensive income, cash flows, and shareholders’ principles used and significant estimates made by management, as
deficit for each of the fiscal years in the three-year period ended well as evaluating the overall presentation of the consolidated
December 31, 2019, and the related notes (collectively, the financial statements. Our audit of internal control over financial
“consolidated financial statements”). We also have audited the reporting included obtaining an understanding of internal control over
Company’s internal control over financial reporting as of financial reporting, assessing the risk that a material weakness exists,
December 31, 2019, based on criteria established in Internal and testing and evaluating the design and operating effectiveness of
Control—Integrated Framework (2013) issued by the Committee of internal control based on the assessed risk. Our audits also included
Sponsoring Organizations of the Treadway Commission. performing such other procedures as we considered necessary in
the circumstances. We believe that our audits provide a reasonable
In our opinion, the consolidated financial statements referred to basis for our opinions.
above present fairly, in all material respects, the financial position of
the Company as of December 31, 2019 and 2018, and the results of
its operations and its cash flows for each of the years in the three- Definition and Limitations of Internal Control Over
year period ended December 31, 2019, in conformity with U.S. Financial Reporting
generally accepted accounting principles. Also in our opinion, the
Company maintained, in all material respects, effective internal A company’s internal control over financial reporting is a process
control over financial reporting as of December 31, 2019 based on designed to provide reasonable assurance regarding the reliability of
criteria established in Internal Control—Integrated Framework financial reporting and the preparation of financial statements for
(2013) issued by the Committee of Sponsoring Organizations of the external purposes in accordance with generally accepted accounting
Treadway Commission. principles. A company’s internal control over financial reporting
includes those policies and procedures that (1) pertain to the
maintenance of records that, in reasonable detail, accurately and
Changes in Accounting Principle fairly reflect the transactions and dispositions of the assets of the
company; (2) provide reasonable assurance that transactions are
As discussed in Note 4 to the consolidated financial statements, the recorded as necessary to permit preparation of financial statements
Company changed its method of accounting for leases in fiscal year in accordance with generally accepted accounting principles, and
2019 due to the adoption of Topic 842, Leases, and for revenue
Form 10-K
that receipts and expenditures of the company are being made only
from contracts with customers in fiscal year 2018 due to the in accordance with authorizations of management and directors of
adoption of Topic 606, Revenue from Contracts with Customers. the company; and (3) provide reasonable assurance regarding
prevention or timely detection of unauthorized acquisition, use, or
disposition of the company’s assets that could have a material effect
Basis for Opinions on the financial statements.
The Company’s management is responsible for these consolidated Because of its inherent limitations, internal control over financial
financial statements, for maintaining effective internal control over reporting may not prevent or detect misstatements. Also, projections
financial reporting, and for its assessment of the effectiveness of of any evaluation of effectiveness to future periods are subject to the
internal control over financial reporting, included in Management’s risk that controls may become inadequate because of changes in
Report on Internal Control Over Financial Reporting in the conditions, or that the degree of compliance with the policies or
accompanying Item 9A. Our responsibility is to express an opinion on procedures may deteriorate.
the Company’s consolidated financial statements and an opinion on
the Company’s internal control over financial reporting based on our
audits. We are a public accounting firm registered with the Public Critical Audit Matters
Company Accounting Oversight Board (United States) (PCAOB) and
are required to be independent with respect to the Company in The critical audit matters communicated below are matters arising
accordance with the U.S. federal securities laws and the applicable from the current period audit of the consolidated financial statements
rules and regulations of the Securities and Exchange Commission that were communicated or required to be communicated to the
and the PCAOB. audit committee and that: (1) relate to accounts or disclosures that
are material to the consolidated financial statements and (2) involved
We conducted our audits in accordance with the standards of the our especially challenging, subjective, or complex judgments. The
PCAOB. Those standards require that we plan and perform the communication of critical audit matters does not alter in any way our
audits to obtain reasonable assurance about whether the opinion on the consolidated financial statements, taken as a whole,
consolidated financial statements are free of material misstatement, and we are not, by communicating the critical audit matters below,

PART II
providing separate opinions on the critical audit matters or on the Evaluation of intercompany transfer of certain
accounts or disclosures to which they relate.
intellectual property rights
As discussed in Note 17 to the consolidated financial
Evaluation of unrecognized tax benefits statements, the Company completed an intercompany
restructuring and transfer of certain intellectual property rights
As discussed in Note 17 to the consolidated financial primarily to subsidiaries in the United States and United
statements, the Company has recorded unrecognized tax Kingdom (UK). The Company recorded a deferred tax asset of
benefits, excluding associated interest, of $188 million. Tax $586 million for the step-up in the tax basis to current fair value
laws are complex and often subject to different interpretations of the intellectual property rights transferred to the UK and
by tax payers and the respective taxing authorities. determined the portion that is amortizable under the applicable
We identified the evaluation of unrecognized tax benefits as a tax law. A valuation allowance of $366 million was established
critical audit matter. Subjective and complex auditor judgment for the portion of the deferred tax asset that is not expected to
was required to evaluate tax law and regulations, court rulings be realized, resulting in a net deferred tax asset of $221 million,
and audit settlements in various taxing jurisdictions to assess which is expected to be amortized and recovered over a
the population of significant uncertain tax positions identified by 20-year period.
the Company arising from tax planning strategies. We identified the evaluation of the intercompany transfer of
The primary procedures we performed to address this critical certain intellectual property rights as a critical audit matter.
audit matter included the following. We tested certain internal Specifically, subjective and complex auditor judgment was
controls over the Company’s process of identification of required to evaluate management’s interpretation of UK tax law
uncertain tax positions, including controls to (1) identify tax and regulations in determining the step-up in tax basis of the
planning strategies that create significant uncertain tax intellectual property rights and the portion that is amortizable
positions, (2) evaluate interpretations of tax laws and court under UK tax law.
rulings, and (3) assess which tax positions may not be The primary procedures we performed to address this critical
sustained upon examination by a taxing authority. We involved audit matter included the following. We tested certain internal
tax professionals with specialized skills and knowledge who controls over the Company’s evaluation of the intercompany
assisted in: transfer, including controls related to evaluating UK tax laws
• Obtaining an understanding of the Company’s and regulations, measurement of the tax basis resulting from
implementation of tax planning strategies; the intercompany transfer and determining the amortizable
portion. We involved tax professionals with specialized skills
• Identifying new tax positions created by tax planning and knowledge who assisted in:
strategies and comparing the results to the Company’s
identification of uncertain tax positions; • Evaluating the Company’s interpretation of UK tax laws and
regulations applicable to the intercompany transfer; and
• Evaluating the Company’s interpretation of tax laws and
court rulings by developing an independent assessment; and • Assessing the Company’s measurement of the tax basis of
the intellectual property rights transferred to the UK,
• Performing an independent assessment to identify tax including the portion of the tax basis that is amortizable
positions that may not be sustained upon examination by the under UK tax law.
respective taxing authority and comparing the results to the
Company’s assessment. /s/ KPMG LLP
We have served as the Company’s auditor since 1997.
Form 10-K
Louisville, Kentucky
February 19, 2020

PART II
Consolidated Statements of Income
FISCAL YEARS ENDED DECEMBER 31, 2019, 2018 AND 2017
(in millions, except per share data) 2019 2018 2017

Revenues
Company sales $ 1,546 $ 2,000 $ 3,572
Franchise and property revenues 2,660 2,482 2,306
Franchise contributions for advertising and other services 1,391 1,206 —
Total revenues 5,597 5,688 5,878
Costs and Expenses, Net
Company restaurant expenses 1,235 1,634 2,954
General and administrative expenses 917 895 999
Franchise and property expenses 180 188 237
Franchise advertising and other services expense 1,368 1,208 —
Refranchising (gain) loss (37) (540) (1,083)
Other (income) expense 4 7 10
Total costs and expenses, net 3,667 3,392 3,117
Operating Profit 1,930 2,296 2,761
Investment (income) expense, net 67 (9) (5)
Other pension (income) expense 4 14 47
Interest expense, net 486 452 445
Income before income taxes 1,373 1,839 2,274
Income tax provision 79 297 934
Net Income $ 1,294 $ 1,542 $ 1,340
Basic Earnings Per Common Share $ 4.23 $ 4.80 $ 3.86
Form 10-K
Diluted Earnings Per Common Share $ 4.14 $ 4.69 $ 3.77

Dividends Declared Per Common Share $ 1.68 $ 1.44 $ 0.90
See accompanying Notes to Consolidated Financial Statements.

PART II
Consolidated Statements of Comprehensive Income
(in millions) 2019 2018 2017

Net Income $ 1,294 $ 1,542 $ 1,340
Other comprehensive income (loss), net of tax:
Translation adjustments and gains (losses) from intra-entity transactions
of a long-term investment nature
Adjustments and gains (losses) arising during the year 28 (94) 115
Reclassifications of adjustments and (gains) losses into Net Income — (4) 55
28 (98) 170
Tax (expense) benefit (4) 6 (8)
24 (92) 162
Changes in pension and post-retirement benefits
Unrealized gains (losses) arising during the year (39) 32 (17)
Reclassification of (gains) losses into Net Income 10 22 52
(29) 54 35
Tax (expense) benefit 7 (13) (14)
(22) 41 21
Changes in derivative instruments
Unrealized gains (losses) arising during the year (51) 19 (52)
Reclassification of (gains) losses into Net Income (25) (39) 58
(76) (20) 6
Tax (expense) benefit 20 6 (2)
(56) (14) 4
Form 10-K
Other comprehensive income (loss), net of tax (54) (65) 187
Comprehensive Income $ 1,240 $ 1,477 $ 1,527

PART II
Consolidated Statements of Cash Flows
(in millions) 2019 2018 2017

Cash Flows – Operating Activities
Net Income $ 1,294 $ 1,542 $ 1,340
Depreciation and amortization 112 137 253
Refranchising (gain) loss (37) (540) (1,083)
Investment (income) expense, net 67 (9) (5)
Contributions to defined benefit pension plans (15) (16) (55)
Deferred income taxes (232) (11) 634
Share-based compensation expense 59 50 65
Changes in accounts and notes receivable (56) (66) (19)
Changes in prepaid expenses and other current assets (8) — (10)
Changes in accounts payable and other current liabilities (36) (68) (173)
Changes in income taxes payable 23 65 (55)
Other, net 144 92 138
Net Cash Provided by Operating Activities 1,315 1,176 1,030
Cash Flows – Investing Activities
Capital spending (196) (234) (318)
QuikOrder acquisition, net of cash acquired — (66) —
Investment in Grubhub Inc. common stock — (200) —
Proceeds from refranchising of restaurants 110 825 1,773
Other, net (2) (12) 17
Net Cash Provided by (Used in) Investing Activities (88) 313 1,472
Cash Flows – Financing Activities
Proceeds from long-term debt 800 1,556 1,088
Repayments of long-term debt (331) (1,264) (385)
Form 10-K
Revolving credit facilities, three months or less, net — — —

Short-term borrowings, by original maturity
More than three months – proceeds 130 59 —
More than three months – payments (126) (59) —
Three months or less, net — — —
Repurchase shares of Common Stock (815) (2,390) (1,960)
Dividends paid on Common Stock (511) (462) (416)
Debt issuance costs (10) (13) (32)
Other, net (75) (47) (90)
Net Cash Used in Financing Activities (938) (2,620) (1,795)
Effect of Exchange Rate on Cash and Cash Equivalents 5 (63) 61
Net Increase (Decrease) in Cash, Cash Equivalents, Restricted Cash and Restricted
Cash Equivalents 294 (1,194) 768
Cash, Cash Equivalents, Restricted Cash and Restricted Cash Equivalents – Beginning
of Year 474 1,668 831
Cash, Cash Equivalents, Restricted Cash and Restricted Cash Equivalents – End of Year $ 768 $ 474 $ 1,599

PART II
Consolidated Balance Sheets
DECEMBER 31, 2019 AND 2018
(in millions) 2019 2018

ASSETS
Current Assets
Cash and cash equivalents $ 605 $ 292
Accounts and notes receivable, net 584 561
Prepaid expenses and other current assets 338 354
Total Current Assets 1,527 1,207
Property, plant and equipment, net 1,170 1,237
Goodwill 530 525
Intangible assets, net 244 242
Other assets 1,313 724
Deferred income taxes 447 195
Total Assets $ 5,231 $ 4,130
LIABILITIES AND SHAREHOLDERS’ DEFICIT
Current Liabilities
Accounts payable and other current liabilities $ 960 $ 911
Income taxes payable 150 69
Short-term borrowings 431 321
Total Current Liabilities 1,541 1,301
Long-term debt 10,131 9,751
Other liabilities and deferred credits 1,575 1,004
Total Liabilities 13,247 12,056
Form 10-K
Shareholders’ Deficit
Common Stock, no par value, 750 shares authorized; 300 shares and 306 shares issued in 2019 and 2018,
respectively — —
Accumulated deficit (7,628) (7,592)
Accumulated other comprehensive loss (388) (334)
Total Shareholders’ Deficit (8,016) (7,926)
Total Liabilities and Shareholders’ Deficit $ 5,231 $ 4,130

PART II
Consolidated Statements of Shareholders’ Deficit
Issued Common Accumulated Other Total

Stock Accumulated Comprehensive Shareholders’
(in millions) Shares Amount Deficit Income (Loss) Deficit
Balance at December 31, 2016 (As Restated) 355 $ — $ (5,157) $ (458) $ (5,615)
Net Income 1,340 1,340
Translation adjustments and gains (losses) from intra-entity transactions of a long-
term investment nature (net of tax impact of $8 million) 107 107
Reclassification of translation adjustments into income 55 55
Pension and post-retirement benefit plans (net of tax impact of $14 million) 21 21
Net gain on derivative instruments (net of tax impact of $2 million) 4 4
Comprehensive Income 1,527
Dividends declared (311) (311)
Repurchase of shares of Common Stock (27) — (1,915) (1,915)
Employee share-based award exercises 4 (58) (20) (78)
Share-based compensation events — 58 — 58
Balance at December 31, 2017 332 $ — $ (6,063) $ (271) $ (6,334)
term investment nature (net of tax impact of $6 million) (88) (88)
Reclassification of translation adjustments into income (4) (4)
Pension and post-retirement benefit plans (net of tax impact of $13 million) 41 41
Net loss on derivative instruments (net of tax impact of $6 million) (14) (14)
Repurchase of shares of Common Stock (28) (38) (2,356) (2,394)
Employee share-based award exercises 2 (41) (41)
Share-based compensation events 79 79
Adoption of accounting standards (251) 2 (249)
Form 10-K

term investment nature (net of tax impact of $4 million) 24 24
Pension and post-retirement benefit plans (net of tax impact of $7 million) (22) (22)
Net loss on derivative instruments (net of tax impact of $20 million) (56) (56)
Repurchase of shares of Common Stock (8) (14) (796) (810)
Employee share-based award exercises 2 (57) (18) (75)
Share-based compensation events 71 71
Adoption of accounting standards (2) (2)

PART II
Notes to Consolidated Financial Statements

(Tabular amounts in millions, except share data)
NOTE 1 Description of Business

Yum! Brands, Inc. and its Subsidiaries (collectively referred to herein and operate in non-traditional locations like malls, airports, gasoline
as the “Company,” “YUM,” “we,” “us” or “our”) franchises or operates service stations, train stations, subways, convenience stores,
a system of over 50,000 quick service restaurants in more than 150 stadiums, amusement parks and colleges, where a full-scale
countries and territories. At December 31, 2019, 98% of these traditional outlet would not be practical or efficient. We also operate
restaurants were owned and operated by franchisees. The or franchise multibrand units, where two or more of our Concepts are
Company’s KFC, Pizza Hut and Taco Bell brands (collectively the operated in a single unit.
“Concepts”) are global leaders of the chicken, pizza and Mexican-
style food categories. As of December 31, 2019, YUM consisted of three operating
segments:
Through our widely-recognized Concepts, we develop, operate or
franchise a system of both traditional and non-traditional quick • The KFC Division which includes our worldwide operations of the
service restaurants. The terms “franchise” or “franchisee” within KFC concept
these Consolidated Financial Statements are meant to describe third • The Pizza Hut Division which includes our worldwide operations of
parties that operate units under either franchise or license
the Pizza Hut concept
agreements. Our traditional restaurants feature dine-in, carryout and,
in some instances, drive-thru or delivery service. Non-traditional units • The Taco Bell Division which includes our worldwide operations of
include express units and kiosks which have a more limited menu the Taco Bell concept
NOTE 2 Summary of Significant Accounting Policies

Our preparation of the accompanying Consolidated Financial Note 19. As our franchise arrangements provide our franchisee
Statements in conformity with Generally Accepted Accounting entities the power to direct the activities that most significantly impact
Principles in the United States of America (“GAAP”) requires us to their economic performance, we do not consider ourselves the
make estimates and assumptions that affect reported amounts of primary beneficiary of any such entity that might otherwise be
assets and liabilities, disclosure of contingent assets and liabilities at considered a VIE.
the date of the Consolidated Financial Statements, and the reported
amounts of revenues and expenses during the reporting We participate in various advertising cooperatives with our
period. Actual results could differ from these estimates. franchisees, typically within a country where we have both Company-
owned restaurants and franchise restaurants, established to collect
Principles of Consolidation and Basis of Preparation. Intercompany and administer funds contributed for use in advertising and
accounts and transactions have been eliminated in consolidation. We promotional programs designed to increase sales and enhance the
consolidate entities in which we have a controlling financial interest, the reputation of the Company and our Concepts. Contributions to the
Form 10-K
usual condition of which is ownership of a majority voting interest. We advertising cooperatives are required for both Company-owned and
also consider for consolidation an entity, in which we have certain franchise restaurants and are generally based on a percentage of
interests, where the controlling financial interest may be achieved restaurant sales. We maintain certain variable interests in these
through arrangements that do not involve voting interests. Such an cooperatives. As the cooperatives are required to spend all funds
entity, known as a variable interest entity (“VIE”), is required to be collected on advertising and promotional programs, total equity at
consolidated by its primary beneficiary. The primary beneficiary is the risk is not sufficient to permit the cooperatives to finance their
entity that possesses the power to direct the activities of the VIE that activities without additional subordinated financial support. Therefore,
most significantly impact its economic performance and has the these cooperatives are VIEs. As a result of our voting rights, we
obligation to absorb losses or the right to receive benefits from the VIE consolidate certain of these cooperatives for which we are the
that are significant to it. primary beneficiary.
Our most significant variable interests are in entities that operate Fiscal Year. YUM’s fiscal year begins on January 1 and ends
restaurants under our Concepts’ franchise and license December 31 of each year, with each quarter comprised of three
arrangements. We do not have an equity interest in any of our months. Our U.S. subsidiaries and certain international subsidiaries
franchisee businesses except for a minority interest in an entity that operate on a weekly periodic calendar where the first three quarters of
owns our KFC Brazil and Pizza Hut Brazil master franchisee rights. each fiscal year consists of 12 weeks and the fourth quarter consists
This minority interest does not give us the ability to significantly of 16 weeks in fiscal years with 52 weeks and 17 weeks in fiscal years
influence the franchisee. Additionally, we do not typically provide with 53 weeks. Our remaining international subsidiaries operate on a
significant financial support such as loans or guarantees to our monthly calendar similar to that on which YUM operates.
franchisees. However, we do have variable interests in certain
franchisees through real estate lease arrangements to which we are Fiscal year 2019 included 53 weeks for our U.S. businesses and for
a party. At the end of 2019, YUM has future lease payments due our international subsidiaries that reported on a period calendar. The
from franchisees, on a nominal basis, of approximately $1 billion, and 53rd week added $66 million to Total revenues, $24 million to
we are secondarily liable on certain other lease agreements that have Operating Profit and $17 million to Net Income in our 2019
been assigned to franchisees. See the Lease Guarantees section in Consolidated Statement of Income.

PART II
On January 27, 2017, YUM’s Board of Directors approved a change in The majority of our foreign currency net asset exposure is in
the Company’s fiscal year from a year ending on the last Saturday of countries where we have Company-owned restaurants. As we
December to a year beginning on January 1 and ending December 31 manage and share resources at the individual brand level within a
of each year, commencing with the year ending December 31, 2017. country, cumulative translation adjustments are recorded and
In connection with this change, the Company moved from a 52-week tracked at the foreign-entity level that represents the operations of
periodic fiscal calendar with three 12-week interim quarters and a our individual brands within that country. Translation adjustments
16-week fourth quarter to a monthly reporting calendar with each recorded in AOCI are subsequently recognized as income or
quarter comprised of three months. Our U.S. subsidiaries continue to expense generally only upon sale of the related investment in a
report on a period calendar as described above. foreign entity, or upon a sale of assets and liabilities within a foreign
entity that represents a complete or substantially complete liquidation
Concurrent with the change in the Company’s fiscal year, we also of that foreign entity. For purposes of determining whether a sale or
eliminated the one month or one period reporting lags of our complete or substantially complete liquidation of an investment in a
international subsidiaries. As a result of removing these reporting foreign entity has occurred, we consider those same foreign entities
lags, each international subsidiary operates either on a monthly for which we record and track cumulative translation adjustments.
calendar consistent with the Company’s new calendar or on a
periodic calendar consistent with our U.S. subsidiaries. We believe Gains and losses arising from the impact of foreign currency
this change in our international subsidiary reporting calendars and exchange rate fluctuations on transactions in foreign currency are
the resulting elimination of reporting lags is preferable because a included in Other (income) expense in our Consolidated Statements
more current reporting calendar allows the Consolidated Financial of Income.
Statements to more consistently and more timely reflect the impact
of current events, economic conditions and global trends. Reclassifications. We have reclassified certain items in the
Consolidated Financial Statements for prior periods to be
The change to the Company’s fiscal year and removal of the comparable with the classification for the fiscal year ended
international reporting lags became effective beginning in 2017. We December 31, 2019. These reclassifications had no effect on
applied this change in accounting principle retrospectively to financial previously reported Net Income.
periods presented prior to 2017.
Revenue Recognition. From 2014 through 2017, the Financial
Our next fiscal year scheduled to include a 53rd week is 2024. Accounting Standards Board (“FASB”) issued standards to provide
principles within a single framework for revenue recognition of
Foreign Currency. The functional currency of our foreign entities is transactions involving contracts with customers across all industries
the currency of the primary economic environment in which the entity (“Topic 606”). We adopted Topic 606 at the beginning of the year
operates. Functional currency determinations are made based upon ended December 31, 2018. Below is a discussion of how our
a number of economic factors, including but not limited to cash flows revenues are earned, our accounting policies pertaining to revenue
and financing transactions. The operations, assets and liabilities of recognition prior to the adoption of Topic 606 (“Legacy Revenue
our entities outside the U.S. are initially measured using the functional GAAP”), our accounting policies pertaining to revenue recognition
currency of that entity. Income and expense accounts for our subsequent to the adoption of Topic 606 and other required
operations of these foreign entities are then translated into U.S. disclosures. Refer to Note 4 for information regarding the cumulative
dollars at the average exchange rates prevailing during the period. effect adjustment recorded to Accumulated deficit as of the
Assets and liabilities of these foreign entities are then translated into beginning of the year ended December 31, 2018 to reflect the
U.S. dollars at exchange rates in effect at the balance sheet date. As adoption of Topic 606. Also included in Note 4 is disclosure of the
of December 31, 2019, net cumulative translation adjustment losses amount by which each balance sheet and income statement line item
of $221 million are recorded in Accumulated other comprehensive was impacted in 2018 as compared to Legacy Revenue GAAP.
loss (“AOCI”) in the Consolidated Balance Sheet.
Company Sales
Form 10-K
Revenues from the sale of food items by Company-owned satisfied. The timing and amount of revenue recognized related to
restaurants are recognized as Company sales when a customer Company sales was not impacted by the adoption of Topic 606.
purchases the food, which is when our obligation to perform is
Franchise and Property Revenues

Franchise Revenues typically billed and paid monthly and are usually 4%-6% for store-level
franchise agreements. Master franchise agreements allow master
Our most significant source of revenues arises from the operation of franchisees to operate restaurants as well as sub-franchise
our Concepts’ stores by our franchisees. Franchise rights may be restaurants within certain geographic territories. The percentage of
granted through a store-level franchise agreement or through a sales that we receive for restaurants owned or sub-franchised by our
master franchise agreement that sets out the terms of our master franchisees as a continuing fee is typically less than the
arrangement with the franchisee. Our franchise agreements require percentage we receive for restaurants operating under a store-level
that the franchisee remit continuing fees to us as a percentage of the franchise agreement. Upfront franchise fees are typically billed and
applicable restaurant’s sales in exchange for the license of the paid when a new franchise or sub-franchise agreement becomes
intellectual property associated with our Concepts’ brands (the effective or when an existing agreement is transferred to another
“franchise right”). Our franchise agreements also typically require franchisee or sub-franchisee.
certain, less significant, upfront franchise fees such as initial fees paid
upon opening of a store, fees paid to renew the term of the franchise Under Legacy Revenue GAAP, continuing fees were recognized as
right and fees paid in the event the franchise agreement is transferred the related restaurant sales occurred. The timing and amount of
to another franchisee. revenue recognized related to continuing fees was not impacted by
the adoption of Topic 606 based on the application of the sales-
Continuing fees represent the substantial majority of the consideration based royalty exception within Topic 606. Under Legacy Revenue
we receive under our franchise agreements. Continuing fees are GAAP, revenue related to initial fees was recognized upon store

PART II
opening and renewal and transfer fees were recognized when the provided directly to the franchisee, or as Franchise and property
related agreement became effective. Upon the adoption of Topic expenses, if cash was not provided directly to the franchisee. Due to
606, we have determined that the services we provide in exchange the adoption of Topic 606, such payments are capitalized and
for these upfront franchise fees, which primarily relate to pre-opening presented within Prepaid expense and other current assets or Other
support, are highly interrelated with the franchise right and are not assets. These assets are being amortized as a reduction in Franchise
individually distinct from the ongoing services we provide to our and property revenues over the period of expected cash flows from
franchisees. As a result, upon the adoption of Topic 606, upfront the franchise agreements to which the payment relates.
franchise fees are recognized as revenue over the term of each
respective franchise or sub-franchise agreement. Revenues for these Property Revenues
upfront franchise fees are recognized on a straight-line basis, which
is consistent with the franchisee’s or sub-franchisee’s right to use From time to time, we enter into rental agreements with franchisees
and benefit from the intellectual property. Revenues from continuing for the lease or sublease of restaurant locations. These rental
fees and upfront franchise fees are presented within Franchise and agreements typically originate from refranchising transactions and
property revenues in our Consolidated Statements of Income. revenues related to the agreements are recognized as they are
earned. Amounts owed under the rental agreements are typically
Additionally, from time-to-time we provide non-refundable billed and paid on a monthly basis. Revenues from rental agreements
consideration to franchisees in the form of cash or other incentives with franchisees are presented within Franchise and property
(e.g. cash payments to incent new unit openings, free or subsidized revenues within our Consolidated Statements of Income. Related
equipment, etc.). The Company’s intent in providing such expenses are presented as Franchise and property expenses within
consideration is to drive new unit development or same-store sales our Consolidated Statements of Income and primarily include
growth that will result in higher future revenues for the Company. depreciation or, in the case of a sublease, rental expense. The timing
Under Legacy Revenue GAAP, this consideration was recognized and amount of revenue and expenses recognized related to the
when we were obligated to provide the incentive and was presented rental of restaurants we lease or sublease was not impacted by the
as either a reduction to Franchise and property revenues, if cash was adoption of Topic 606.
Franchise Contributions for Advertising and Other Services

Advertising Cooperatives to franchisees at our direction, we have determined we act as a
principal in these transactions. The extent to which we provide such
Under Legacy Revenue GAAP, receipts and expenditures related to goods or services varies by brand, geographic region and, in some
advertising cooperatives we were required to consolidate were instances, franchisee. Similar to advertising services, receipts and
presented on a net basis in our Consolidated Statements of Income expenditures related to these other services were presented on a net
and Consolidated Statements of Cash Flows. Additionally, assets basis under Legacy Revenue GAAP. Upon adoption of Topic 606,
and liabilities of the advertising cooperatives we were required to revenues from the goods or services described above are presented
consolidate were presented within Advertising cooperative assets, as Franchise contributions for advertising and other services within
restricted and Advertising cooperative liabilities, respectively, within our Consolidated Statements of Income. Expenses related to the
our Consolidated Balance Sheets. In accordance with the provisions provisioning of these goods and services are recorded in Franchise
of Topic 606, we have determined we act as a principal in the advertising and other services expense. These revenues are
transactions entered into by the advertising cooperatives we are recognized as the goods or services are transferred to the franchisee
required to consolidate based on our responsibility to define the and related expenses are recognized as incurred.
nature of the goods or services provided and/or our responsibility to
define which franchisees receive the benefit of the goods or services.
Additionally, we have determined the advertising services provided to Franchise Support Costs
Form 10-K
franchisees are highly interrelated with the franchise right and The internal costs we incur to provide support services to our
therefore not distinct. Franchisees remit to these consolidated franchisees for which we do not receive a direct reimbursement are
advertising cooperatives a percentage of restaurant sales as charged to General and administrative expenses (“G&A”) as
consideration for providing the advertising services. As a result, incurred. Certain direct costs of our franchise operations are charged
revenues for advertising services are recognized when the related to Franchise and property expenses. These costs include provisions
restaurant sales occur based on the application of the sales-based for estimated uncollectible upfront and continuing fees, rent or
royalty exception within Topic 606. Revenues for these services are depreciation expense associated with restaurants we lease or
typically billed and received on a monthly basis. These revenues are sublease to franchisees, franchise marketing funding, amortization
presented as Franchise contributions for advertising and other expense for franchise-related intangible assets, value added taxes on
services. Expenses incurred to provide these services are presented royalties and certain other direct incremental franchise support costs.
as Franchise advertising and other services expense. When revenues
of an advertising cooperative exceed the related advertising Taxes assessed by a governmental authority that are both imposed
expenses, advertising costs are accrued up to the amount of on and concurrent with a specific revenue transaction and collected
revenues on an annual basis. Lastly, upon adoption of Topic 606 we from a customer are excluded from revenue under both Legacy
have reclassified assets and liabilities of advertising cooperatives we Revenue GAAP and Topic 606.
are required to consolidate to the respective balance sheet caption Direct Marketing Costs. To the extent we participate in advertising
to which the assets and liabilities relate. cooperatives, we expense our contributions as incurred, which are
based on a percentage of sales of our Company restaurants. We
charge direct marketing costs incurred outside of a cooperative to
Other Services expense ratably in relation to revenues over the year in which
On a much more limited basis, we provide goods or services to incurred and, in the case of advertising production costs, in the year
certain franchisees that are individually distinct from the franchise the advertisement is first shown. Deferred direct marketing costs,
right because they do not require integration with other goods or which are classified as prepaid expenses, consist of media and
services we provide. Such arrangements typically relate to supply related advertising production costs that will generally be used for the
chain, quality assurance and information technology services. In first time in the next fiscal year and have historically not been
instances where we rely on third parties to provide goods or services significant. Advertising expenses incurred by our Company-owned

PART II
restaurants are recorded within Company restaurant expenses and determined by discounting the estimated future after-tax cash flows
totaled $73 million, $96 million and $179 million in 2019, 2018 and of the restaurant, which include a deduction for royalties we would
2017, respectively. Advertising expenses incurred on behalf of receive under a franchise agreement with terms substantially at
franchised restaurants by the Company are recorded within market. The after-tax cash flows incorporate reasonable assumptions
Franchise and property expenses and totaled $10 million, $35 million we believe a franchisee would make such as sales growth and
and $66 million in 2019, 2018 and 2017, respectively. The amounts margin improvement. The discount rate used in the fair value
recorded within Franchise and property expenses include calculation is our estimate of the required rate of return that a
$12.5 million and $25 million related to the Pizza Hut U.S. franchisee would expect to receive when purchasing a similar
Transformation Agreement in 2018 and 2017, respectively, and restaurant and the related long-lived assets. The discount rate
$10 million and $20 million related to the KFC U.S. Acceleration incorporates rates of returns for historical refranchising market
Agreement in 2018 and 2017, respectively. See Note 4 for further transactions and is commensurate with the risks and uncertainty
discussion of these agreements. In 2019 and 2018 we incurred an inherent in the forecasted cash flows. Individual restaurant-level
additional $1,133 million and $1,035 million, respectively, in spending impairment is recorded within Other (income) expense.
attributable to franchise contributions to advertising cooperatives that
we consolidate and are now reporting on a gross basis within our In executing our refranchising initiatives, we most often offer groups
Consolidated Statements of Income subsequent to the adoption of restaurants for sale. When we believe it is more likely than not a
Topic 606. restaurant or groups of restaurants will be refranchised for a price
less than their carrying value, but do not believe the restaurant(s)
Share-Based Employee Compensation. We recognize ongoing have met the criteria to be classified as held for sale, we review the
share-based payments to employees, including grants of employee restaurants for impairment. We evaluate the recoverability of these
stock options and stock appreciation rights (“SARs”), in the restaurant assets by comparing estimated sales proceeds plus
Consolidated Financial Statements as compensation cost over the holding period cash flows, if any, to the carrying value of the
service period based on their fair value on the date of grant. This restaurant or group of restaurants. For restaurant assets that are not
compensation cost is recognized over the service period on a deemed to be recoverable, we recognize impairment for any excess
straight-line basis, net of an assumed forfeiture rate, for awards that of carrying value over the fair value of the restaurants, which is based
actually vest. Forfeiture rates are estimated at grant date based on on the expected net sales proceeds. To the extent ongoing
historical experience and compensation cost is adjusted in agreements to be entered into with the franchisee simultaneous with
subsequent periods for differences in actual forfeitures from the the refranchising are expected to contain terms, such as royalty
previous estimates. We present this compensation cost consistent rates, not at prevailing market rates, we consider the off-market
with the other compensation costs for the employee recipient in terms in our impairment evaluation. We recognize any such
either Company restaurant expenses or G&A. See Note 15 for further impairment charges in Refranchising (gain) loss. Refranchising (gain)
discussion of our share-based compensation plans. loss includes the gains or losses from the sales of our restaurants to
new and existing franchisees, including any impairment charges
Legal Costs. Settlement costs are accrued when they are deemed discussed above, and associated termination, relocation or retention
probable and reasonably estimable. Anticipated legal fees related to costs associated with store-level employees of refranchised stores or
self-insured workers’ compensation, employment practices liability, employees of restaurant-support centers which we have closed due
general liability, automobile liability, product liability and property to refranchising. We recognize gains on restaurant refranchisings
losses (collectively, “property and casualty losses”) are accrued when when the sale transaction closes and control of the restaurant
deemed probable and reasonably estimable. Legal fees not related operations have transferred to the franchisee.
to self-insured property and casualty losses are recognized as
incurred. See Note 19 for further discussion of our legal proceedings. When we decide to close a restaurant, it is reviewed for impairment,
which includes an estimate of sublease income that could be
Impairment or Disposal of Long-Lived Assets. Long-lived assets, reasonably obtained, if any, in relation to the right-of-use operating
including Property, plant and equipment (“PP&E”) as well as lease asset. Additionally, depreciable lives are adjusted based on the
right-of-use operating lease assets are tested for impairment expected disposal date. Other costs incurred when closing a restaurant
Form 10-K
whenever events or changes in circumstances indicate that the such as costs of disposing of the assets as well as other facility-related
carrying value of the assets may not be recoverable. The assets are expenses from previously closed stores are generally expensed as
not recoverable if their carrying value is less than the undiscounted incurred. Any costs recorded upon store closure as well as any
cash flows we expect to generate from such assets. If the assets are subsequent adjustments to liabilities for remaining lease obligations as a
not deemed to be recoverable, impairment is measured based on result of lease termination or changes in estimates of sublease income
the excess of their carrying value over their fair value. are recorded in Other (income) expense. To the extent we sell assets,
For purposes of impairment testing for our restaurants, we have primarily land, associated with a closed store, any gain or loss upon
concluded that an individual restaurant is the lowest level of that sale is also recorded in Other (income) expense.
independent cash flows unless it is more likely than not that we will Considerable management judgment is necessary to estimate future
refranchise restaurants as a group. We review our long-lived assets cash flows, including cash flows from continuing use, terminal value,
of such individual restaurants (primarily PP&E, right-of-use operating sublease income and refranchising proceeds. Accordingly, actual
lease assets and allocated intangible assets subject to amortization) results could vary significantly from our estimates.
that we intend to continue operating as Company restaurants
annually for impairment, or whenever events or changes in Guarantees. We recognize, at inception of a guarantee, a liability for
circumstances indicate that the carrying amount of a restaurant may the fair value of certain obligations undertaken. The majority of our
not be recoverable. We use two consecutive years of operating guarantees are issued as a result of assigning our interest in
losses as our primary indicator of potential impairment for our annual obligations under operating leases as a condition to the refranchising
impairment testing of these restaurant assets. We evaluate the of certain Company restaurants. We recognize a liability for the fair
recoverability of these restaurant assets by comparing the estimated value of such lease guarantees upon refranchising and upon
undiscounted future cash flows, which are based on our entity- subsequent renewals of such leases when we remain secondarily
specific assumptions, to the carrying value of such assets. For liable. The related expense and any subsequent changes are
restaurant assets that are not deemed to be recoverable, we write- included in Refranchising (gain) loss. Any expense and subsequent
down an impaired restaurant to its estimated fair value, which changes in the guarantees for other franchise support guarantees not
becomes its new cost basis. Fair value is an estimate of the price a associated with a refranchising transaction are included in Franchise
franchisee would pay for the restaurant and its related assets and is and property expenses.

PART II
Income Taxes. We record deferred tax assets and liabilities for the Cash and overdraft balances that meet the criteria for right of setoff
future tax consequences attributable to temporary differences are presented net on our Consolidated Balance Sheet.
between the financial statement carrying amounts of existing assets
and liabilities and their respective tax bases as well as operating loss, Receivables. The Company’s receivables are primarily generated
capital loss and tax credit carryforwards. Deferred tax assets and from ongoing business relationships with our franchisees as a result
liabilities are measured using enacted tax rates expected to apply to of franchise agreements, as well as contributions due to consolidated
taxable income in the years in which those differences or advertising cooperatives. These receivables from franchisees are
carryforwards are expected to be recovered or settled. The effect on generally due within 30 days of the period in which the
deferred tax assets and liabilities of a change in tax rates is corresponding sales occur and are classified as Accounts and notes
recognized in our Income tax provision in the period that includes the receivable, net on our Consolidated Balance Sheet. Our provision for
enactment date. Additionally, in determining the need for recording a uncollectible franchisee receivable balances is based upon
valuation allowance against the carrying amount of deferred tax pre-defined aging criteria or upon the occurrence of other events that
assets, we consider the amount of taxable income and periods over indicate that we may not collect the balance due. Additionally, we
which it must be earned, actual levels of past taxable income and monitor the financial condition of our franchisees and record
known trends and events or transactions that are expected to affect provisions for estimated losses on receivables when we believe it
future levels of taxable income. Where we determine that it is more probable that our franchisees will be unable to make their required
likely than not that all or a portion of an asset will not be realized, we payments. While we use the best information available in making our
record a valuation allowance. determination, the ultimate recovery of recorded receivables is also
dependent upon future economic events and other conditions that
We recognize the benefit of positions taken or expected to be taken may be beyond our control. Receivables that are ultimately deemed
in our tax returns in our Income tax provision when it is more likely to be uncollectible, and for which collection efforts have been
than not (i.e., a likelihood of more than fifty percent) that the position exhausted, are written off against the allowance for doubtful
would be sustained upon examination by tax authorities. A accounts.
recognized tax position is then measured at the largest amount of
benefit that is greater than fifty percent likely of being realized upon We recorded $24 million, $11 million and $5 million in net provisions
settlement with the taxing authorities. We evaluate these amounts on within Franchise and property expenses in 2019, 2018 and 2017,
a quarterly basis to ensure that they have been appropriately respectively, related to uncollectible continuing fees, initial fees and
adjusted for audit settlements and other events we believe may rent receivables from our franchisees. Additionally, in 2019 we
impact the outcome. Changes in judgment that result in subsequent recorded $19 million in net provisions within Franchise advertising
recognition, derecognition or a change in measurement of a tax and other services expense related to uncollectible franchisee
position taken in a prior annual period (including any related interest receivables of advertising cooperatives we are required to
and penalties) are recognized as a discrete item in the interim period consolidate. Our consolidated advertising cooperatives are required
in which the change occurs. We recognize accrued interest and to spend contributions from franchisees and us on advertising. To
penalties related to unrecognized tax benefits as components of our the extent these cooperatives were unable to collect the
Income tax provision. approximately $1.1 billion in contributions due from participating
franchisees in 2019 we recorded the aforementioned bad debt
We do not record a deferred tax liability for unremitted earnings of provision. At the same time, we reduced advertising spending to the
our foreign subsidiaries to the extent that the earnings meet the extent of these uncollectible franchise receivables. Thus, recorded
indefinite reversal criteria. This criteria is met if the foreign subsidiary advertising expense was reduced by the same amount as the bad
has invested, or will invest, the earnings indefinitely. The decision as debt provision within these consolidated advertising cooperatives
to the amount of unremitted earnings that we intend to maintain in and there was no net, direct impact to our Operating Profit in 2019.
non-U.S. subsidiaries considers items including, but not limited to,
forecasts and budgets of financial needs of cash for working capital, Accounts and notes receivable as well as the Allowance for doubtful
liquidity plans and expected cash requirements in the U.S. accounts, including balances attributable to our consolidated
Form 10-K
advertising cooperatives, as of December 31, 2019 and 2018,
See Note 17 for a further discussion of our income taxes. respectively, are as follows:
Fair Value Measurements. Fair value is the price we would receive 2019 2018
to sell an asset or pay to transfer a liability (exit price) in an orderly
Accounts and notes receivable $ 656 $ 592
transaction between market participants. For those assets and
liabilities we record or disclose at fair value, we determine fair value Allowance for doubtful accounts (72) (31)
based upon the quoted market price, if available. If a quoted market
Accounts and notes receivable, net $ 584 $ 561
price is not available for identical assets, we determine fair value
based upon the quoted market price of similar assets or the present
Our financing receivables primarily consist of notes receivables and
value of expected future cash flows considering the risks involved,
direct financing leases with franchisees which we enter into from
including counterparty performance risk if appropriate, and using
time-to-time. As these receivables primarily relate to our ongoing
discount rates appropriate for the duration. The fair values are
business agreements with franchisees, we consider such receivables
assigned a level within the fair value hierarchy, depending on the
to have similar risk characteristics and evaluate them as one
source of the inputs into the calculation.
collective portfolio segment and class for determining the allowance
Level 1 Inputs based upon quoted prices in active markets for for doubtful accounts. We monitor the financial condition of our
identical assets. franchisees and record provisions for estimated losses on
receivables when we believe it is probable that our franchisees will be
Level 2 Inputs other than quoted prices included within Level 1
unable to make their required payments. Balances of notes
that are observable for the asset, either directly or
receivable and direct financing leases due within one year are
indirectly.
included in Accounts and notes receivable, net while amounts due
Level 3 Inputs that are unobservable for the asset. beyond one year are included in Other assets. Amounts included in
Other assets totaled $68 million (net of an allowance of less than $1
Cash and Cash Equivalents. Cash equivalents represent funds we million) and $62 million (net of an allowance of $1 million) at
have temporarily invested (with original maturities not exceeding December 31, 2019 and December 31, 2018, respectively. Financing
three months), including short-term, highly liquid debt securities.

PART II
receivables that are ultimately deemed to be uncollectible, and for is subject to a lease. We expense rent associated with leased land or
which collection efforts have been exhausted, are written off against buildings while a restaurant is being constructed whether rent is paid
the allowance for doubtful accounts. Interest income recorded on or we are subject to a rent holiday. Our leasing activity for other
financing receivables has historically been insignificant. assets, including equipment, is not significant.
Property, Plant and Equipment. We state PP&E at cost less Prior to the adoption of Topic 842 (“Legacy Lease GAAP”) liabilities
accumulated depreciation and amortization. We calculate for future rental payments under operating leases were not
depreciation and amortization on a straight-line basis over the recognized on the balance sheet of the Company except when
estimated useful lives of the assets as follows: 5 to 25 years for recognizing a liability was necessary to reflect the impact of
buildings and leasehold improvements and 3 to 20 years for recognizing rent expense on a straight-line basis. Upon the adoption
machinery and equipment. We suspend depreciation and of Topic 842, right-of-use assets and liabilities are recognized upon
amortization on assets that are held for sale. lease commencement for operating leases based on the present
value of lease payments over the lease term. Similar assets and
Leases and Leasehold Improvements. Starting in February 2016 liabilities have historically always been recorded for finance leases.
and continuing into 2019, the FASB issued standards on the Right-of-use assets represent our right to use an underlying asset for
recognition and measurement of leases (“Topic 842”). We adopted the lease term and lease liabilities represent our obligation to make
these standards at the beginning of the year ended December 31, lease payments arising from the lease. Subsequent amortization of
2019, using a modified retrospective transition approach for leases the right-of-use asset and accretion of the lease liability for an
existing at, or entered into after, the beginning of 2019 and have not operating lease is recognized as a single lease cost, on a straight-line
recast the comparative periods presented in the Consolidated basis, over the lease term. For finance leases, the right-of-use asset
Financial Statements. The standards provide a number of optional is depreciated on a straight-line basis over the lesser of the useful life
practical expedients and policy elections in transition. We elected the of the leased asset or lease term. Interest on each finance lease
‘package of practical expedients’ under which we did not reassess liability is determined as the amount that results in a constant
under the standards our prior conclusions about lease identification, periodic discount rate on the remaining balance of the liability. As
lease classification and initial direct costs. We did not elect the most of our leases do not provide an implicit discount rate, we use
use-of-hindsight or the practical expedient pertaining to land our incremental secured borrowing rate based on the information
easements. Refer to Note 4 for information regarding the available at commencement date, including the lease term and
adjustments recorded to our Consolidated Balance Sheet as of the currency, in determining the present value of lease payments for both
beginning of the year ended December 31, 2019 to reflect the operating and finance leases. Leases with an initial term of 12
adoption of Topic 842. Below is information about the nature of our months or less are not recorded in the Consolidated Balance Sheet;
leases, accounting policies and assumptions subsequent to adopting we recognize lease expense for these leases on a straight-line basis
Topic 842. over the lease term.
In certain instances, we lease or sublease certain restaurants to Right-of-use assets are assessed for impairment in accordance with
franchisees. Our lessor and sublease portfolio primarily consists of our long-lived asset impairment policy, which is performed annually
stores that have been leased to franchisees subsequent to for restaurant-level assets or whenever events or changes in
refranchising transactions. Our most significant leases with lease and circumstances indicate that the carrying amount of a restaurant may
non-lease components are leases with our franchisees that include not be recoverable. We reassess lease classification and remeasure
both the right to use a restaurant as well as a license of the right-of-use assets and lease liabilities when a lease is modified and
intellectual property associated with our Concepts’ brands. For these that modification is not accounted for as a separate new lease or
leases, which are primarily classified as operating leases, we account upon certain other events that require reassessment in accordance
for the lease and non-lease components separately. Revenues from with Topic 842. The difference between operating lease rental
rental agreements with franchisees are presented within Franchise expense recognized in our Consolidated Statements of Income and
and property revenues in our Consolidated Statements of Income cash payments for operating leases is recognized within Other, net
Form 10-K
and related expenses (e.g. depreciation and rent expense) are within Net Cash Provided by Operating Activities in our Consolidated
presented within Franchise and property expenses. The impact of Statements of Cash Flows.
adopting Topic 842 on the accounting for our lessor and sublease
portfolio was not significant. Goodwill and Intangible Assets. From time-to-time, the Company
acquires restaurants from one of our Concept’s franchisees or
We lease land, buildings or both for certain of our Company- acquires another business. Goodwill from these acquisitions
operated restaurants and restaurant support centers worldwide. represents the excess of the cost of a business acquired over the net
Rental expense for leased Company-operated restaurants is of the amounts assigned to assets acquired, including identifiable
presented in our Consolidated Statements of Income as Company intangible assets and liabilities assumed. Goodwill is not amortized
restaurant expenses and rental expense for restaurant support and has been assigned to reporting units for purposes of impairment
centers is presented as G&A. The length of our lease terms, which testing. Our reporting units are our business units (which are aligned
vary by country and often include renewal options, are an important based on geography) in our KFC, Pizza Hut and Taco Bell Divisions.
factor in determining the appropriate accounting for leases including
the initial classification of the lease as finance (referred to as “capital” We evaluate goodwill for impairment on an annual basis or more
leases prior to the adoption of Topic 842) or operating as well as the often if an event occurs or circumstances change that indicate
timing of recognition of rent expense over the duration of the lease. impairment might exist. We have selected the beginning of our fourth
We include renewal option periods in determining the term of our quarter as the date on which to perform our ongoing annual
leases when failure to renew the lease would impose a penalty on the impairment test for goodwill. We may elect to perform a qualitative
Company in such an amount that a renewal appears to be assessment for our reporting units to determine whether it is more
reasonably certain at the commencement of the lease. The primary likely than not that the fair value of the reporting unit is greater than
penalty to which we are subject is the economic detriment its carrying value. If a qualitative assessment is not performed, or if as
associated with the existence of leasehold improvements that might a result of a qualitative assessment it is not more likely than not that
be impaired if we choose not to continue the use of the leased the fair value of a reporting unit exceeds its carrying value, then the
property. Leasehold improvements are amortized over the shorter of reporting unit’s fair value is compared to its carrying value. Fair value
their estimated useful lives or the lease term. We generally do not is the price a willing buyer would pay for a reporting unit, and is
receive leasehold improvement incentives upon opening a store that generally estimated using discounted expected future after-tax cash

PART II
flows from Company-owned restaurant operations, if any, and As a result of the use of derivative instruments, the Company is
franchise royalties. The discount rate is our estimate of the required exposed to risk that the counterparties will fail to meet their
rate of return that a third-party buyer would expect to receive when contractual obligations. To mitigate the counterparty credit risk, we
purchasing a business from us that constitutes a reporting unit. We only enter into contracts with carefully selected major financial
believe the discount rate is commensurate with the risks and institutions based upon their credit ratings and other factors, and
uncertainty inherent in the forecasted cash flows. If the carrying value continually assess the creditworthiness of counterparties. At
of a reporting unit exceeds its fair value, goodwill is written down to December 31, 2019 and December 31, 2018, all of the
its implied fair value. counterparties to our interest rate swaps and foreign currency
forwards had investment grade ratings according to the three major
If we record goodwill upon acquisition of a restaurant(s) from a ratings agencies. To date, all counterparties have performed in
franchisee and such restaurant(s) is then sold within two years of accordance with their contractual obligations.
acquisition, the goodwill associated with the acquired restaurant(s) is
written off in its entirety. If the restaurant is refranchised two years or Common Stock Share Repurchases. From time-to-time, we
more subsequent to its acquisition, we include goodwill in the repurchase shares of our Common Stock under share repurchase
carrying amount of the restaurants disposed of based on the relative programs authorized by our Board of Directors. Shares repurchased
fair values of the portion of the reporting unit disposed of in the constitute authorized, but unissued shares under the North Carolina
refranchising and the portion of the reporting unit that will be laws under which we are incorporated. Additionally, our Common
retained. The fair value of the portion of the reporting unit disposed of Stock has no par or stated value. Accordingly, we record the full
in a refranchising is determined by reference to the discounted value value of share repurchases, or other deductions to Common Stock
of the future cash flows expected to be generated by the restaurant such as shares cancelled upon employee share-based award
and retained by the franchisee, which includes a deduction for the exercises, upon the trade date, against Common Stock on our
anticipated, future royalties the franchisee will pay us associated with Consolidated Balance Sheet except when to do so would result in a
the franchise agreement entered into simultaneously with the negative balance in such Common Stock account. In such instances,
refranchising transition. The fair value of the reporting unit retained is on a period basis, we record the cost of any further share
based on the price a willing buyer would pay for the reporting unit repurchases, or other deductions to Common Stock as an addition
and includes the value of franchise agreements. Appropriate to Accumulated deficit. Due to the large number of share
adjustments are made if a franchise agreement includes terms that repurchases of our stock over the past several years, our Common
are determined to not be at prevailing market rates. As such, the fair Stock balance is frequently zero at the end of any
value of the reporting unit retained can include expected cash flows period. Accordingly, $796 million, $2,356 million and $1,915 million
from future royalties from those restaurants currently being in share repurchases in 2019, 2018 and 2017, respectively, were
refranchised, future royalties from existing franchise businesses and recorded as an addition to Accumulated deficit. Additionally
company restaurant operations. As a result, the percentage of a $18 million and $20 million related to shares cancelled upon
reporting unit’s goodwill that will be written off in a refranchising employee share-based award exercises in 2019 and 2017 were
transaction will be less than the percentage of the reporting unit’s recorded as an addition to Accumulated deficit, respectively. See
Company-owned restaurants that are refranchised in that transaction Note 16 for additional information on our share repurchases.
and goodwill can be allocated to a reporting unit with only franchise
restaurants. Pension and Post-retirement Medical Benefits. We measure and
recognize the overfunded or underfunded status of our pension and
Our definite-lived intangible assets that are not allocated to an post-retirement plans as an asset or liability in our Consolidated
individual restaurant are evaluated for impairment whenever events or Balance Sheet as of our fiscal year end. The funded status
changes in circumstances indicate that the carrying amount of the represents the difference between the projected benefit obligations
intangible asset may not be recoverable. An intangible asset that is and the fair value of plan assets, which is calculated on a
deemed not recoverable on an undiscounted basis is written down to plan-by-plan basis. The projected benefit obligation and related
its estimated fair value, which is our estimate of the price a willing funded status are determined using assumptions as of the end of
Form 10-K
buyer would pay for the intangible asset based on discounted each year. The projected benefit obligation is the present value of
expected future after-tax cash flows. For purposes of our impairment benefits earned to date by plan participants, including the effect of
analysis, we update the cash flows that were initially used to value future salary increases, as applicable. The difference between the
the definite-lived intangible asset to reflect our current estimates and projected benefit obligations and the fair value of plan assets that has
assumptions over the asset’s future remaining life. not previously been recognized in our Consolidated Statement of
Income is recorded as a component of AOCI.
Capitalized Software. We state capitalized software at cost less
accumulated amortization within Intangible assets, net on our The net periodic benefit costs associated with the Company’s
Consolidated Balance Sheets. We calculate amortization on a defined benefit pension and post-retirement medical plans are
straight line basis over the estimated useful life of the software which determined using assumptions regarding the projected benefit
ranges from 3 to 7 years. obligation and, for funded plans, the market-related value of plan
assets as of the beginning of each year, or remeasurement period, if
Derivative Financial Instruments. We use derivative instruments applicable. We record the service cost component of net periodic
primarily to hedge interest rate and foreign currency risks. These benefit costs in G&A. Non-service cost components are recorded in
derivative contracts are entered into with financial institutions. We do Other pension (income) expense. We have elected to use a market-
not use derivative instruments for trading purposes and we have related value of plan assets to calculate the expected return on
procedures in place to monitor and control their use. assets, net of administrative and investment fees paid from plan
We record all derivative instruments on our Consolidated Balance assets, in net periodic benefit costs. For each individual plan we
Sheet at fair value. For derivative instruments that are designated and amortize into pension expense the net amounts in AOCI, as adjusted
qualify as a cash flow hedge, gain or loss on the derivative instrument for the difference between the fair value and market-related value of
is reported as a component of AOCI and reclassified into earnings in plan assets, to the extent that such amounts exceed 10% of the
the same period or periods during which the hedged transaction greater of a plan’s projected benefit obligation or market-related
affects earnings. For derivative instruments not designated as value of assets, over the remaining service period of active
hedging instruments, the gain or loss is recognized in the results of participants in the plan or, for plans with no active participants, over
operations immediately. the expected average life expectancy of the inactive participants in

PART II
the plan. The market-related value of plan assets is the fair value of We recognize settlement gains or losses only when we have
plan assets as of the beginning of each year adjusted for variances determined that the cost of all settlements in a year will exceed the
between actual returns and expected returns. We attribute such sum of the service and interest costs within an individual plan.
variances to the market-related value of plan assets evenly over five
years. We record a curtailment when an event occurs that Recent Accounting Pronouncements. In June 2016, the FASB
significantly reduces the expected years of future service or issued a standard that requires measurement and recognition of
eliminates the accrual of defined benefits for the future services of a expected versus incurred credit losses for financial assets held. The
significant number of employees. We record a curtailment gain when standard is effective for the Company in our first quarter of fiscal
the employees who are entitled to the benefits terminate their 2020 and any impact upon adoption will be reflected through a
employment; we record a curtailment loss when it becomes probable cumulative-effect adjustment to Accumulated deficit as of the
a loss will occur. beginning of 2020. We do not anticipate the impact of adopting this
standard will be material to our Consolidated Financial Statements.
NOTE 3 Earnings Per Common Share (“EPS”)

2019 2018 2017
Net Income $ 1,294 $ 1,542 $ 1,340
Weighted-average common shares outstanding (for basic calculation) 306 322 347
Effect of dilutive share-based employee compensation 7 7 8
Weighted-average common and dilutive potential common shares outstanding (for diluted calculation) 313 329 355
Basic EPS $ 4.23 $ 4.80 $ 3.86
Diluted EPS $ 4.14 $ 4.69 $ 3.77
Unexercised employee stock options and stock appreciation rights (in millions) excluded from the diluted
EPS computation(a) 2.0 2.0 2.3
(a) These unexercised employee stock options and stock appreciation rights were not included in the computation of diluted EPS because to do so
would have been antidilutive for the periods presented.
NOTE 4 Items Affecting Comparability of Net Income and Cash Flows
Refranchising (Gain) Loss

The Refranchising (gain) loss by our Divisional reportable segments is presented below. Given the size and volatility of refranchising initiatives,
our chief operating decision maker (“CODM”) does not consider the impact of Refranchising (gain) loss when assessing Divisional segment
performance. As such, we do not allocate such gains and losses to our Divisional segments for performance reporting purposes.
Form 10-K
During the years ended December 31, 2019, 2018 and 2017, we refranchised 25, 660 and 1,470 restaurants, respectively. Additionally, during
the year ended December 31, 2019, we sold certain restaurant assets associated with existing franchise restaurants to the franchisee. We
received $110 million, $825 million and $1,773 million in pre-tax refranchising proceeds in 2019, 2018 and 2017, respectively.
A summary of Refranchising (gain) loss is as follows:
Refranchising (gain) loss

2019 2018 2017
KFC Division $ (6) $ (240) $ (581)
Pizza Hut Division — 13 (16)
Taco Bell Division (31) (313) (486)
Worldwide $ (37) $ (540) $ (1,083)
As a result of classifying restaurant and related assets as held for sale and ceasing depreciation expense, depreciation expense was reduced
versus what would have otherwise been recorded by less than $1 million, $3 million and $10 million during the years ended December 31, 2019,
2018 and 2017, respectively. Our CODM does not consider the impact of these depreciation reductions, which were recorded within Company
restaurant expenses, when assessing Divisional segment performance. These depreciation reductions were recorded as an unallocated benefit
and were not allocated to the Division segments resulting in depreciation expense continuing to be recorded within our Divisional results at the
rate at which it was prior to the held for sale classification.

PART II
December 31, 2018 and 2017, respectively. These advertising

Pizza Hut U.S. Transformation Agreement amounts were recorded primarily in Franchise and property expenses
In May 2017, we reached an agreement with Pizza Hut U.S. and were included in the KFC Division segment operating results.
franchisees that will improve brand marketing alignment, accelerate
enhancements in operations and technology and that included a
permanent commitment to incremental advertising as well as digital Turkey Acquisition Contingent
and technology contributions by franchisees (the “Transformation
Agreement”). In connection with the Transformation Agreement we Consideration
anticipate investing approximately $90 million from 2017 to 2020 to During the second quarter of 2019 we recorded charges of $8 million
upgrade restaurant equipment to improve operations, fund and $2 million to Other (income) expense and Interest expense, net,
improvements in restaurant technology and enhance digital and respectively, related to cash payments in excess of our recorded
e-commerce capabilities. As of December 31, 2019, we have liability to settle contingent consideration associated with our 2013
invested $89 million since the inception of the agreement. acquisition of the KFC Turkey and Pizza Hut Turkey businesses.
Consistent with prior adjustments to the recorded contingent
We have invested $25 million, $25 million and $39 million for the
consideration, our CODM does not consider this charge when
years ended December 31, 2019, 2018 and 2017, respectively,
assessing segment performance due to the nature of these costs. As
related to the Transformation Agreement. These amounts consisted
such, these costs were not allocated to any of our segment
of capital investments and franchisee incentive payments that were
operating results for performance reporting purposes.
capitalized. Also included are operating investments of $13 million,
$6 million and $31 million in the years ended December 31, 2019,
2018 and 2017, respectively.
Investment in Grubhub, Inc. (“Grubhub”)
Due to their unique and long-term brand-building nature as well as
On February 7, 2018, certain of our subsidiaries entered into a
their non-recurring impact on Pizza Hut’s Division results, the
master services agreement with a subsidiary of Grubhub, an online
financial impact of operating investments that are part of the
and mobile takeout food-ordering company in the U.S., which is
Transformation Agreement are not being considered by our CODM
intended to provide dedicated support for the KFC and Taco Bell
when assessing segment performance. As such, these operating
branded online delivery channels in the U.S. through Grubhub’s
investments are not being allocated to the Pizza Hut Division
online ordering platform, logistics and last-mile support for delivery
operating segment results for performance reporting purposes.
orders, as well as point-of-sale integration to streamline operations.
Depreciation on capital investments made as part of the Concurrently with the master services agreement, one of our
Transformation Agreement is being allocated to Pizza Hut segment subsidiaries entered into an investment agreement with Grubhub to
results as the expense is recurring and is not expected to significantly invest $200 million in exchange for approximately 2.8 million shares
impact the comparability of results in any given period. For the same of Grubhub common stock, subject to customary closing conditions.
reasons, the amortization related to capitalized franchisee incentive In April 2018, all necessary regulatory approvals were obtained and
payments is being allocated to Pizza Hut Division operating segment the purchase of Grubhub shares was consummated. Shares
results. acquired as part of this purchase are restricted from being
transferred until the earlier of the two-year anniversary of closing the
In addition to the investments above, we funded $37.5 million of investment agreement or 30 days following the termination of our
incremental system advertising from the second half of 2017 through master services agreement with Grubhub. In the years ended
2018, including $12.5 million and $25 million we incurred during the December 31, 2019 and 2018 we recognized pre-tax expense of
years ended December 31, 2018 and 2017, respectively. These $77 million and pre-tax income of $14 million, respectively, related to
advertising amounts were recorded primarily in Franchise and the mark-to-market of these shares, which includes the respective
property expenses and were included in the Pizza Hut Division depreciation and appreciation in the market price of Grubhub
segment operating results. common stock. Changes in the fair value of our investment in
Form 10-K
Grubhub common stock are presented as Investment (income)
expense, net within our Consolidated Statements of Income.
KFC U.S. Acceleration Agreement
During 2015, we reached an agreement with our KFC U.S.
franchisees that gave us control of brand marketing execution as well Income Tax Matters
as an accelerated path to expanded menu offerings, improved During the year ended December 31, 2019 we completed
assets and enhanced customer experience. In connection with this intercompany transfers of certain intellectual property rights. As a
agreement we invested approximately $130 million from 2015 result of the transfer of certain of these rights, largely to subsidiaries
through 2019. These investments, which primarily related to new in the United Kingdom, we received a step-up in tax basis to current
back-of-house equipment for franchisees and incentives to fair value under applicable tax law. To the extent this step-up in basis
accelerate franchisee store remodels, totaled $6 million, $6 million will be amortizable against future taxable income, we recognized a
and $17 million in the years ended December 31, 2019, 2018 and one-time deferred tax benefit of $226 million in the year ended
2017, respectively. To the extent these investments were not December 31, 2019.
capitalized ($2 million in 2018 and $17 million in 2017) the financial
impacts of the investments were not considered by our CODM when We recognized $434 million in our Income tax provision for the year
assessing segment performance. As such, these investments are not ended December 31, 2017 as a result of the December 22, 2017
being allocated to the KFC Division operating segment results for enactment of the Tax Cuts and Jobs Act of 2017 (“Tax Act”). During
performance reporting purposes. As of December 31, 2019 the the year ended December 31, 2018, we recorded a $35 million
initiatives related to this program are substantially complete. decrease related to our provisional tax expense recorded in the
fourth quarter of 2017 associated with the Tax Act.
In addition to the investments above, we funded $60 million of
incremental system advertising from 2015 through 2018, including See Note 17.
$10 million and $20 million incurred during the years ended

PART II
one phantom Yum China share-based award for each outstanding

YUM’s Strategic Transformation Initiatives phantom YUM share-based award. Through October 31, 2018,
In October 2016, we announced our strategic transformation plans these Yum China awards could be settled in cash, as opposed to
to drive global expansion of the KFC, Pizza Hut and Taco Bell brands stock, which required recognition of the fair value of these awards
(“YUM’s Strategic Transformation Initiatives”) following the then within G&A in our Consolidated Income Statement. During 2018 and
anticipated spin-off of our China business (the “Separation”) on 2017, we recorded pre-tax credits of $3 million and charges of
October 31, 2016 into an independent, publicly-traded company $18 million, respectively, related to these awards due to changes in
under the name of Yum China Holdings, Inc. (“Yum China”). Major the market price of Yum China’s common stock. Given these
features of the Company’s strategic transformation plans involved adjustments were a direct result of the separation of our China
being more focused on the development of our three brands, business, our CODM did not consider their impact when assessing
increasing our franchise ownership and creating a leaner, more segment performance. As such, these amounts were not allocated to
efficient cost structure. We incurred pre-tax costs of $8 million and any of our segment operating results.
$23 million related to our Strategic Transformation Initiatives in 2018
and 2017, respectively, primarily recorded in G&A. In 2018 and Beginning October 31, 2018, deferrals in phantom shares of Yum
2017, these costs included contract termination costs and relocation China common stock were no longer an investment option within our
and severance costs for restaurant-support center employees. Due EID Plan and any balances relating to these phantom shares were
to the scope of the initiatives as well as their significance, our CODM moved to another available EID Plan investment option as selected
did not consider the associated cost when assessing segment by the participants. Amounts directed into cash or phantom shares
performance. As such, these costs were not allocated to any of our of a Stock Index Fund or a Bond Index Fund remained classified as a
segment operating results for performance reporting purposes. liability and any appreciation or depreciation in these investments
from the transfer date forward is being recognized as compensation
expense and included in our segment operating results consistent
with existing investments in these funds. Any balances directed into
Modifications of Share-based phantom shares of YUM Common Stock were reclassified to
Compensation Awards Common Stock on our Consolidated Balance Sheet. We do not
In connection with the Separation, we modified certain share-based recognize compensation expense for the appreciation or
compensation awards held as part of our Executive Income Deferral depreciation, if any, of investments in phantom shares of our
(“EID”) Plan in phantom shares of YUM Common Stock to provide Common Stock. See Note 15 for further description of our EID Plan.
Form 10-K

PART II
Impact of Adopting New Lease Standards

As discussed in Note 2, we adopted Topic 842 at the beginning of the year ended December 31, 2019, using a modified retrospective method.
Topic 842 was applied to all leases existing at, or entered into after, the beginning of 2019. As a result of adopting Topic 842, the following
adjustments were made to the Consolidated Balance Sheet as of the beginning of the year ended December 31, 2019:
Consolidated Balance Sheet

Balances with
As Adoption of
Reported Topic 842
12/31/2018 Adjustments 1/1/2019
ASSETS
Current Assets
Cash and cash equivalents $ 292 $ — $ 292
Accounts and notes receivable, net 561 — 561
Prepaid expenses and other current assets 354 (10) 344
Total Current Assets 1,207 (10) 1,197
Property, plant and equipment, net 1,237 — 1,237
Goodwill 525 — 525
Intangible assets, net 242 — 242
Other assets 724 689 1,413
Deferred income taxes 195 — 195
Total Assets $ 4,130 $ 679 $ 4,809
Current Liabilities
Accounts payable and other current liabilities $ 911 $ 76 $ 987
Income taxes payable 69 — 69
Short-term borrowings 321 — 321
Total Current Liabilities 1,301 76 1,377
Long-term debt 9,751 — 9,751
Other liabilities and deferred credits 1,004 605 1,609
Form 10-K
Total Liabilities 12,056 681 12,737
Accumulated deficit (7,592) (2) (7,594)
Accumulated other comprehensive loss (334) — (334)
Total Shareholders’ Deficit (7,926) (2) (7,928)
Total Liabilities and Shareholders’ Deficit $ 4,130 $ 679 $ 4,809
We recorded lease liabilities within Accounts payable and other current liabilities and Other liabilities and deferred credits of $83 million and
$661 million, respectively, related to the present value of the remaining operating lease payments. These adjustments were partially offset by
reductions to Accounts payable and other current liabilities and Other liabilities and deferred credits of $7 million and $56 million, respectively,
primarily related to the write offs of liabilities previously recorded to reflect the impact of recognizing rent expense on a straight-line basis when
lease payments were escalating under Legacy Lease GAAP. Additionally, lease liabilities recognized upon adoption were offset by the write-off of
prepaid rent of $11 million that was recorded under Legacy Lease GAAP resulting in a decrease within Prepaid expenses and other current
assets and Other assets of $10 million and $1 million, respectively.
We recorded a corresponding right-of-use asset within Other Assets of $690 million. This right-of-use asset reflected a $2 million impairment
charge that would have been recorded before adoption of Topic 842 had the right-of-use asset been recognized under Legacy Lease GAAP. A
related increase was recorded in Accumulated deficit.

PART II
Impact of Adopting New Revenue Recognition Standards

As discussed in Note 2, we adopted Topic 606 at the beginning of the year ended December 31, 2018, using the modified retrospective
method. Topic 606 was applied to all contracts with customers as of January 1, 2018 and the cumulative effective of this transition was
recorded as an adjustment to Accumulated deficit as of this date. As a result, the following adjustments were made to the Consolidated Balance
Sheet as of January 1, 2018:

Balances with
As Adoption of
Reported Topic 606
12/31/2017 Adjustments 1/1/2018
ASSETS
Current Assets
Cash and cash equivalents $ 1,522 $ 11 $ 1,533
Accounts and notes receivable, net 400 112 512
Prepaid expenses and other current assets 384 76(a) 460
Advertising cooperative assets, restricted 201 (201) —
Total Current Assets 2,507 (2) 2,505
Property, plant and equipment, net 1,594 2 1,596
Intangible assets, net 214 9 223
Other assets 345 118 463
Deferred income taxes 139 26 165
Total Assets $ 5,311 $ 153 $ 5,464
Current Liabilities
Accounts payable and other current liabilities $ 813 $ 220 $ 1,033
Advertising cooperative liabilities 201 (201) —
Total Current Liabilities 1,512 19 1,531
Form 10-K

Other liabilities and deferred credits 704 353 1,057
Total Liabilities 11,645 372 12,017
Accumulated deficit (6,063) (240) (6,303)
Accumulated other comprehensive loss (271) 21 (250)
Total Shareholders’ Deficit (6,334) (219) (6,553)
Total Liabilities and Shareholders’ Deficit $ 5,311 $ 153 $ 5,464
(a) Includes $58 million of restricted cash related to advertising cooperatives. These balances can only be used to settle obligations of the respective
cooperatives.
We recorded an increase in Accounts payable and other current liabilities and Other liabilities and deferred credits of $57 million and
$335 million, respectively, as part of our cumulative adjustment related to unamortized upfront franchise fees, with a corresponding $392 million
increase in Accumulated deficit. We recorded increases in Prepaid expenses and other current assets and Other assets of $18 million and
$118 million, respectively, as part of our cumulative adjustment related to unamortized franchise incentives, with a corresponding $136 million
decrease in Accumulated deficit.
Deferred income taxes increased $26 million as a result of recording the tax effects of the two adjustments noted above, with a corresponding
decrease to Accumulated deficit. Accumulated other comprehensive loss decreased $21 million as a result of recognizing the impact of foreign
currency translation related to the three adjustments noted above, with a corresponding increase in Accumulated deficit.

PART II
The remaining adjustments to our December 31, 2017 Consolidated Balance Sheet are primarily a result of reclassifying the assets and liabilities
of our consolidated advertising cooperative from Advertising cooperative assets, restricted and Advertising cooperative liabilities to the
respective balance sheet caption to which the assets and liabilities relate.
The following tables reflect the impact of the adoption of Topic 606 on our Consolidated Statement of Income for the year ended December 31,
2018 and our Consolidated Balance Sheet as of December 31, 2018.
Consolidated Statement of Income

Year ended 12/31/2018
Balances under
As Legacy Revenue
Reported Impact GAAP
Revenues
Company sales $ 2,000 $ — $ 2,000
Franchise and property revenues 2,482 43 2,525
Franchise contributions for advertising and other services 1,206 (1,206) —
Total revenues 5,688 (1,163) 4,525
Costs and Expenses, Net
Company restaurant expenses 1,634 — 1,634
General and administrative expenses 895 — 895
Franchise and property expenses 188 27 215
Franchise advertising and other services expense 1,208 (1,208) —
Refranchising (gain) loss (540) 4 (536)
Other (income) expense 7 — 7
Total costs and expenses, net 3,392 (1,177) 2,215
Operating Profit 2,296 14(a) 2,310
Investment (income) expense, net (9) — (9)
Other pension (income) expense 14 — 14
Interest expense, net 452 — 452
Income before income taxes 1,839 14 1,853
Income tax provision (benefit) 297 3 300
Net Income $ 1,542 $ 11 $ 1,553
Form 10-K
Basic Earnings Per Common Share $ 4.80 $ 0.03 $ 4.83
Diluted Earnings Per Common Share $ 4.69 $ 0.03 $ 4.72
(a) Includes $23 million of franchise incentive payments made to or on behalf of franchisees during 2018 that under Legacy Revenue GAAP would have
been recognized as expense in full in 2018. Due to the size and nature of such payments, we historically would not have allocated their impact to our
Divisional results. Upon the adoption of Topic 606, these payments have been capitalized as assets.
Upon the adoption of Topic 606, the timing and amount of revenue recognized for upfront franchise fees and franchise incentives changed from
upfront recognition under Legacy Revenue GAAP to recognition over the term of the franchise agreement to which the fees and incentives
relate. Also, under Legacy Revenue GAAP, amounts reported as Franchise contributions for advertising and other services and Franchise
advertising and other services expense were presented on a net basis. Upon the adoption of Topic 606, these amounts require gross
presentation in our Consolidated Statements of Income. Lastly, Legacy Revenue GAAP required that certain value-added taxes withheld and
remitted on our behalf by our franchisees be reported as revenue and corresponding expense in our Consolidated Statements of Income. Upon
adoption of Topic 606, these taxes are reported on a net basis as a reduction in Franchise and property revenues.

PART II

Balances under
As Legacy Revenue
Reported GAAP
12/31/2018 Impact 12/31/2018
ASSETS
Current Assets
Cash and cash equivalents $ 292 $ (13) $ 279
Accounts and notes receivable, net 561 (120) 441
Prepaid expenses and other current assets 354 (107) 247
Advertising cooperative assets, restricted — 241 241
Total Current Assets 1,207 1 1,208
Property, plant and equipment, net 1,237 (2) 1,235
Intangible assets, net 242 (16) 226
Other assets 724 (127) 597
Deferred income taxes 195 (25) 170
Total Assets $ 4,130 $ (169) $ 3,961
Current Liabilities
Accounts payable and other current liabilities $ 911 $ (287) $ 624
Advertising cooperative liabilities — 241 241
Total Current Liabilities 1,301 (46) 1,255
Other liabilities and deferred credits 1,004 (354) 650
Total Liabilities 12,056 (400) 11,656
Accumulated deficit (7,592) 251 (7,341)
Form 10-K
Accumulated other comprehensive loss (334) (20) (354)

Total Shareholders’ Deficit (7,926) 231 (7,695)
Total Liabilities and Shareholders’ Deficit $ 4,130 $ (169) $ 3,961
The significant impacts resulting from the adoption of Topic 606 on our Consolidated Balance Sheet as of December 31, 2018, are consistent
with those recorded as of January 1, 2018 as described previously.
Under Legacy Revenue GAAP, Cash, Cash Equivalents, Restricted Cash, and Restricted Cash Equivalents pertaining to advertising cooperatives
that we were required to consolidate were classified within Advertising cooperative assets, restricted. Upon adoption of Topic 606, these
amounts are reflected on our Consolidated Balance Sheet and changes in these balances are reported within our Consolidated Statement of
Cash Flows.
Items Impacting Other Pension (Income) Expense

During the first quarter of 2017, as a result of the completion of a pension data review and reconciliation, we recorded a non-cash, out-of-year
charge of $22 million to Other pension (income) expense to adjust our historical U.S. pension liability related to our deferred vested participants.
Our CODM did not consider the impact of this charge when assessing segment performance given the number of years over which it
accumulated. As such, this cost was not allocated to any of our segment operating results for performance reporting purposes. See Note 14 for
further discussion of our pension plans.

PART II
NOTE 5 Revenue Recognition
Disaggregation of Total Revenues

The following table disaggregates revenue by Concept, for our two most significant markets based on Operating Profit and for all other markets.
We believe this disaggregation best reflects the extent to which the nature, amount, timing and uncertainty of our revenues and cash flows are
impacted by economic factors.
2019
U.S.
Company sales $ 74 $ 21 $ 919 $ 1,014
Franchise revenues 175 282 602 1,059
Property revenues 20 6 44 70
China
Franchise revenues 214 60 — 274
Other
Company sales 497 33 2 532
Property revenues 69 3 — 72
$ 2,491 $ 1,027 $ 2,079 $ 5,597
2018
U.S.
Company sales $ 72 $ 37 $ 1,034 $ 1,143
Franchise revenues 171 284 539 994
Property revenues 23 4 27 54
Form 10-K
China
Franchise revenues 201 59 — 260
Other
Company sales 822 32 3 857
Property revenues 74 3 — 77
$ 2,644 $ 988 $ 2,056 $ 5,688
Property revenues for the year ended December 31, 2017 were $86 million.

PART II
Contract Liabilities
Our contract liabilities are comprised of unamortized upfront fees received from franchisees. A summary of significant changes to the contract
liability balance during 2019 and 2018 is presented below.
Deferred
Franchise Fees
Balance at January 1, 2018 $ 392
Revenue recognized that was included in unamortized upfront fees received from franchisees at the beginning of the
period (66)
Increase for upfront fees associated with contracts that became effective during the period, net of amounts recognized as
revenue during the period 102
Other(a) (14)
Balance at December 31, 2018 $ 414
Revenue recognized that was included in unamortized upfront fees received from franchisees at the beginning of the
period (70)
Increase for upfront fees associated with contracts that became effective during the period, net of amounts recognized as
revenue during the period 93
Other(a) 4
Balance at December 31, 2019 $ 441
(a) Includes impact of foreign currency translation as well as, in 2018, the recognition of deferred franchise fees into Refranchising (gain) loss upon the
modification of existing franchise agreements when entering into master franchise agreements.
We expect to recognize contract liabilities as revenue over the remaining term of the associated franchise agreement as follows:
Less than 1 year $ 65

1 - 2 years 60
2 - 3 years 56
3 - 4 years 51
4 - 5 years 46
Thereafter 163
Total $ 441
We have applied the optional exemption, as provided for under Topic 606, which allows us to not disclose the transaction price allocated to
unsatisfied performance obligations when the transaction price is a sales-based royalty.
Form 10-K
NOTE 6 Supplemental Cash Flow Data

2019 2018 2017
Cash Paid For:
Interest $ 497 $ 455 $ 442
Income taxes 283 279 346
Significant Non-Cash Investing and Financing Activities:
Finance lease obligations incurred $ 14 $ 4 $ 8
Finance lease and other debt obligations transferred through refranchising (1) (24) (35)
Reconciliation of Cash and cash equivalents to Consolidated Statements of Cash Flows:
Cash and cash equivalents as presented in Consolidated Balance Sheets $ 605 $ 292 $ 1,522
Restricted cash included in Prepaid expenses and other current assets(a) 138 151 60
Restricted cash and restricted cash equivalents included in Other assets(b) 25 31 17
Cash, Cash Equivalents and Restricted Cash as presented in Consolidated Statements of Cash Flows(c) $ 768 $ 474 $ 1,599
(a) Restricted cash within Prepaid expenses and other current assets reflects Taco Bell Securitization interest reserves (See Note 10) and the cash
related to advertising cooperatives that we consolidate that can only be used to settle obligations of the respective cooperatives.

PART II
(b) Primarily trust accounts related to our self-insurance program.

(c) Upon adoption of Topic 606 we reclassified cash of $11 million and restricted cash of $58 million, respectively, from Advertising cooperative assets,
restricted to Cash and cash equivalents and Prepaid expenses and other current assets. These amounts are included in the Beginning of Year
balance of Cash, Cash Equivalents, Restricted Cash and Restricted Cash equivalents in our Consolidated Statement of Cash Flows for the year
ended December 31, 2018.
NOTE 7 Other (Income) Expense

2019 2018 2017
Foreign exchange net (gain) loss and other(a) $ (1) $ 1 $ 7
Closure and impairment expense 5 6 3
Other (income) expense $ 4 $ 7 $ 10
(a) 2019 includes settlement of contingent consideration associated with our 2013 acquisition of the KFC Turkey and Pizza Hut Turkey businesses (See
Note 4).
NOTE 8 Supplemental Balance Sheet Information

Prepaid Expenses and Other Current Assets 2019 2018
Income tax receivable $ 39 $ 36
Restricted cash 138 151
Assets held for sale(a) 25 24
Other prepaid expenses and current assets 136 143
Prepaid expenses and other current assets $ 338 $ 354
Property, Plant and Equipment 2019 2018

Land $ 408 $ 422
Buildings and improvements 1,325 1,349
Finance leases, primarily buildings 68 59
Machinery, equipment and other 505 523
Property, plant and equipment, gross 2,306 2,353
Accumulated depreciation and amortization (1,136) (1,116)
Property, plant and equipment, net $ 1,170 $ 1,237
Form 10-K
Depreciation and amortization expense related to PP&E was $114 million, $146 million and $215 million in 2019, 2018 and 2017, respectively.
Other Assets 2019 2018

Operating lease right-of-use assets(b) $ 642 $ —
Investment in Grubhub common stock(c) 137 214
Franchise incentives 174 141
Other 360 369
Other assets $ 1,313 $ 724
Accounts Payable and Other Current Liabilities 2019 2018

Accounts payable $ 173 $ 202
Accrued compensation and benefits 223 206
Accrued advertising 96 108
Operating lease liabilities(b) 67 —
Accrued taxes, other than income taxes 52 48
Other current liabilities 349 347
Accounts payable and other current liabilities $ 960 $ 911
(a) Reflects the carrying value of restaurants we have offered for sale to franchisees and excess properties that we do not intend to use for restaurant
operations in the future.

PART II
(b) Increase from 2018 primarily due to the adoption of Topic 842 beginning with the year ended December 31, 2019. See Notes 2 and 4 for further
discussion.
(c) Refer to Note 4 for additional discussion regarding our investment in Grubhub.
NOTE 9 Goodwill and Intangible Assets

The changes in the carrying amount of goodwill are as follows:
KFC Pizza Hut Taco Bell Worldwide

Goodwill, net as of December 31, 2017(a) $ 247 $ 162 $ 103 $ 512
Disposal and other, net(b) (17) (5) (4) (26)
QuikOrder acquisition(c) — 39 — 39
Disposal and other, net(b) 3 3 (1) 5
(a) Goodwill, net includes $17 million of accumulated impairment losses for each year presented related to our Pizza Hut segment.
(b) Disposals and other, net includes the impact of foreign currency translation on existing balances and goodwill write-offs associated with
refranchising.
(c) In December 2018, we completed the acquisition of QuikOrder, LLC, an online ordering software and service provider for the restaurant industry
(“QuikOrder”), who was a provider of services to Company and franchise restaurants of our Pizza Hut U.S. business for nearly two decades. The
purchase price allocated for accounting purposes of $77 million consisted of cash, net of cash acquired, in the amount of $66 million, settlement of a
prepaid asset of $6 million related to our preexisting contractual relationship with QuikOrder and contingent consideration of $5 million. The
contingent consideration was paid in the year ended December 31, 2019. The acquisition was part of our strategy to deliver an easy and
personalized online ordering experience and accelerate digital innovation. Subsequent to the acquisition, fees paid by franchisees for use of the
QuikOrder software are being presented within Franchise contributions for advertising and other services. Associated costs we incur are being
presented within Franchise advertising and other services expense and G&A.
The primary assets recorded as a result of the purchase price allocation were goodwill of $39 million and amortizable intangible assets (primarily
software) of $33 million. The goodwill recorded resulted from increased synergies expected to be achieved through leveraging our scale and
resources to enhance the services previously offered by QuikOrder. The goodwill amortization is deductible for tax purposes and has been
allocated to the Pizza Hut U.S. reporting unit.
The pro forma impact on our results of operations if the acquisition had been completed as of the beginning of 2017 would not have been
significant. The direct transaction costs associated with the acquisition were also not material and were expensed as incurred.
Intangible assets, net for the years ended 2019 and 2018 are as follows:
2019 2018
Gross Carrying Accumulated Gross Carrying Accumulated
Form 10-K
Amount Amortization Amount Amortization

Definite-lived intangible assets
Capitalized software costs $ 306 $ (130) $ 319 $ (156)
Reacquired franchise rights 38 (32) 37 (30)
Franchise contract rights 100 (83) 99 (79)
Lease tenancy rights 5 (1) 11 (1)
Other 38 (28) 38 (27)
$ 487 $ (274) $ 504 $ (293)
Indefinite-lived intangible assets
KFC trademark $ 31 $ 31
Amortization expense for all definite-lived intangible assets was $52 million in 2019, $37 million in 2018 and $33 million in 2017. Amortization
expense for definite-lived intangible assets is expected to approximate $53 million in 2020, $42 million in 2021, $25 million in 2022, $19 million in
2023 and $14 million in 2024.

PART II
NOTE 10 Short-term Borrowings and Long-term Debt

2019 2018
Short-term Borrowings
Current maturities of long-term debt $ 437 $ 331
Other 4 —
441 331
Less current portion of debt issuance costs and discounts (10) (10)
Short-term borrowings $ 431 $ 321
Long-term Debt
Securitization Notes $ 2,898 $ 2,928
Subsidiary Senior Unsecured Notes 2,850 2,850
Term Loan A Facility 463 488
Term Loan B Facility 1,935 1,955
YUM Senior Unsecured Notes 2,425 1,875
Finance lease obligations (See Note 11) 77 71
$ 10,648 $ 10,167
Less debt issuance costs and discounts (80) (85)
Less current maturities of long-term debt (437) (331)
Long-term debt $ 10,131 $ 9,751
Securitization Notes
Taco Bell Funding, LLC (the “Issuer”), a special purpose limited liability company and a direct, wholly-owned subsidiary of Taco Bell Corp.
(“TBC”) through a series of securitization transactions has issued fixed rate senior secured notes collectively referred to as the “Securitization
Notes”. The following table summarizes Securitization Notes outstanding at December 31, 2019:
Anticipated Repayment Outstanding Principal Interest Rate

Issuance Date Date(a) (in millions) Stated Effective(b)
May 2016 May 2023 $ 488 4.377% 4.59%
May 2016 May 2026 $ 975 4.970% 5.14%
November 2018 November 2023 $ 816 4.318% 4.53%
Form 10-K
November 2018 November 2028 $ 619 4.940% 5.06%
(a) The legal final maturity dates of the Securitization Notes issued in 2016 and 2018 are May 2046 and November 2048, respectively. If the Issuer has
not repaid or refinanced a series of Securitization Notes prior to its respective Anticipated Repayment Dates, rapid amortization of principal on all
Securitization Notes will occur and additional interest will accrue on the Securitization Notes.
(b) Includes the effects of the amortization of any discount and debt issuance costs.
The Securitization Notes were issued in transactions pursuant to Payments of interest and principal on the Securitization Notes are
which certain of TBC’s domestic assets, consisting principally of made from the continuing fees paid pursuant to the franchise and
franchise-related agreements and domestic intellectual property, license agreements with all U.S. Taco Bell restaurants, including both
were contributed to the Issuer and the Issuer’s special purpose, company and franchise operated restaurants. Interest on and
wholly-owned subsidiaries (the “Guarantors”, and collectively with the principal payments of the Securitization Notes are due on a quarterly
Issuer, the “Securitization Entities”) to secure the Securitization basis. In general, no amortization of principal of the Securitization
Notes. The Securitization Notes are secured by substantially all of the Notes is required prior to their anticipated repayment dates unless as
assets of the Securitization Entities, and include a lien on all existing of any quarterly measurement date the consolidated leverage ratio
and future U.S. Taco Bell franchise and license agreements and the (the ratio of total debt to Net Cash Flow (as defined in the related
royalties payable thereunder, existing and future U.S. Taco Bell indenture)) for the preceding four fiscal quarters of either the
intellectual property, certain transaction accounts and a pledge of the Company and its subsidiaries or the Issuer and its subsidiaries
equity interests in asset owning Securitization Entities. The remaining exceeds 5.0:1, in which case amortization payments of 1% per year
U.S. Taco Bell assets that were excluded from the transfers to the of the outstanding principal as of the closing of the Securitization
Securitization Entities continue to be held by Taco Bell of America, Notes are required. As of the most recent quarterly measurement
LLC (“TBA”) and TBC. The Securitization Notes are not guaranteed date the consolidated leverage ratio exceeded 5.0:1 and, as a result,
by the remaining U.S. Taco Bell assets, the Company, or any other amortization payments are required.
subsidiary of the Company.

PART II
The Securitization Notes are subject to a series of covenants and ratio. As of December 31, 2019, we were in compliance with all of
restrictions customary for transactions of this type, including (i) that our debt covenant requirements and were not subject to any rapid
the Issuer maintains specified reserve accounts to be available to amortization events.
make required interest payments in respect of the Securitization
Notes, (ii) provisions relating to optional and mandatory prepayments In accordance with the indenture, certain cash accounts have been
and the related payment of specified amounts, including specified established with the indenture trustee for the benefit of the note
make-whole payments in the case of the Securitization Notes under holders, and are restricted in their use. The indenture requires a
certain circumstances, (iii) certain indemnification payments relating certain amount of securitization cash flow collections to be allocated
to taxes, enforcement costs and other customary items and on a weekly basis and maintained in a cash reserve account. As of
(iv) covenants relating to recordkeeping, access to information and December 31, 2019, the Company had restricted cash of $81 million
similar matters. The Securitization Notes are also subject to rapid primarily related to required interest reserves included in Prepaid
amortization events provided for in the indenture, including events expenses and other current assets on the Consolidated Balance
tied to failure to maintain a stated debt service coverage ratio (as Sheets. Once the required obligations are satisfied, there are no
defined in the related indenture) of at least 1.1:1, gross domestic further restrictions, including payment of dividends, on the cash flows
sales for branded restaurants being below certain levels on certain of the Securitization Entities.
measurement dates, a manager termination event, an event of Additional cash reserves are required if any of the rapid amortization
default and the failure to repay or refinance the Securitization Notes events occur, as noted above, or in the event that as of any quarterly
on the Anticipated Repayment Date (subject to limited cure rights). measurement date the Securitization Entities fail to maintain a debt
The Securitization Notes are also subject to certain customary events service coverage ratio (or the ratio of Net Cash Flow to all debt
of default, including events relating to non-payment of required service payments for the preceding four fiscal quarters) of at least
interest or principal due on the Securitization Notes, failure to comply 1.75:1. The amount of weekly securitization cash flow collections that
with covenants within certain time frames, certain bankruptcy events, exceed the required weekly allocations is generally remitted to the
breaches of specified representations and warranties, failure of Company. During the most recent quarter ended December 31,
security interests to be effective, certain judgments and failure of the 2019, the Securitization Entities maintained a debt service coverage
Securitization Entities to maintain a stated debt service coverage ratio significantly in excess of the 1.75:1 requirement.
Term Loan Facilities, Revolving Facility and Subsidiary Senior Unsecured Notes
KFC Holding Co., Pizza Hut Holdings, LLC, and TBA, each of which is a wholly-owned subsidiary of the Company, as co-borrowers (the
“Borrowers”) have entered into a credit agreement providing for senior secured credit facilities and a $1.0 billion revolving facility (the Revolving
Facility”). The senior secured credit facilities, which include a Term Loan A Facility and a Term Loan B Facility, and the Revolving Facility are
collectively referred to as the “Credit Agreement”. Additionally, the Borrowers through a series of transactions have issued the Subsidiary Senior
Unsecured Notes due 2024, 2026 and 2027 (collectively referred to as the “Subsidiary Senior Unsecured Notes”). The following table
summarizes borrowings outstanding under the Credit Agreement as well as our Subsidiary Senior Unsecured Notes as of December 31, 2019.
There are no outstanding borrowings under the Revolving Facility and $1.3 million of letters of credit outstanding as of December 31, 2019.
Outstanding Principal Interest Rate

Issuance Date Maturity Date (in millions) Stated Effective(b)
Term Loan A Facility June 2016 June 2022 $ 463 (a) 3.46%
Term Loan B Facility June 2016 April 2025 $ 1,935 (a) 3.65%
Senior Note Due 2024 June 2016 June 2024 $ 1,050 5.00% 5.16%
Form 10-K
Senior Note Due 2026 June 2016 June 2026 $ 1,050 5.25% 5.39%
Senior Note Due 2027 June 2017 June 2027 $ 750 4.75% 4.90%
(a) The interest rates applicable to the Term Loan A Facility as well as the Revolving Facility range from 1.25% to 1.75% plus LIBOR or from 0.25% to
0.75% plus the Base Rate (as defined in the Credit Agreement), at the Borrowers’ election, based upon the total leverage ratio of the Borrowers and
the Specified Guarantors (as defined in the Credit Agreement). As of December 31, 2019 the interest rate spreads on the LIBOR and Base Rate
applicable to our Term Loan A Facility were 1.50% and 0.50%, respectively.
The interest rates applicable to the Term Loan B Facility are 1.75% plus LIBOR or 0.75% plus the Base Rate, at the Borrowers’ election.
(b) Includes the effects of the amortization of any discount and debt issuance costs as well as the impact of the interest rate swaps on the Term Loan B
Facility (See Note 12). The effective rates related to our Term Loan A and B Facilities are based on current LIBOR-based interest rates at
December 31, 2019.
The Term Loan A Facility is subject to quarterly amortization The Credit Agreement is unconditionally guaranteed by the Company
payments currently in an amount equal to 1.25% of the initial and certain of the Borrowers’ principal domestic subsidiaries and
principal amount of the facility. These amortization payments will excludes Taco Bell Funding LLC and its special purpose, wholly-
increase to an amount equal to 1.875% of the initial principal amount owned subsidiaries (see above). The Credit Agreement is also
of the facility on the fourth anniversary of the closing date and to an secured by first priority liens on substantially all assets of the
amount equal to 3.75% of the initial principal amount of the facility on Borrowers and each subsidiary guarantor, excluding the stock of
the fifth anniversary of the closing date, with the balance payable at certain subsidiaries and certain real property, and subject to other
maturity on June 7, 2022. customary exceptions.
The Term Loan B Facility is subject to quarterly amortization The Credit Agreement is subject to certain mandatory prepayments,
payments in an amount equal to 0.25% of the initial principal amount including an amount equal to 50% of excess cash flow (as defined in
of the facility, with the balance payable at maturity on April 3, 2025. the Credit Agreement) on an annual basis and the proceeds of
certain asset sales, casualty events and issuances of indebtedness,
subject to customary exceptions and reinvestment rights.

PART II
The Credit Agreement includes two financial maintenance covenants specified in the agreement. We were in compliance with all debt
which require the Borrowers to maintain a total leverage ratio covenants as of December 31, 2019.
(defined as the ratio of Consolidated Total Debt to Consolidated
EBITDA (as these terms are defined in the Credit Agreement)) of The Subsidiary Senior Unsecured Notes are guaranteed on a senior
5.0:1 or less and a fixed charge coverage ratio (defined as the ratio of unsecured basis by (i) the Company, (ii) the Specified Guarantors and
EBITDA minus capital expenditures to fixed charges (inclusive of (iii) by each of the Borrower’s and the Specified Guarantors’
rental expense and scheduled amortization)) of at least 1.5:1, each domestic subsidiaries that guarantees the Borrower’s obligations
as of the last day of each fiscal quarter. The Credit Agreement under the Credit Agreement, except for any of the Company’s foreign
includes other affirmative and negative covenants and events of subsidiaries. The indenture governing the Subsidiary Senior
default that are customary for facilities of this type. The Credit Unsecured Notes contains covenants and events of default that are
Agreement contains, among other things, limitations on certain customary for debt securities of this type. We were in compliance
additional indebtedness and liens, and certain other transactions with all debt covenants as of December 31, 2019.
YUM Senior Unsecured Notes

The majority of our remaining long-term debt primarily comprises YUM Senior Unsecured Notes. The following table summarizes all YUM Senior
Unsecured Notes issued that remain outstanding at December 31, 2019:
Principal Amount Interest Rate

Issuance Date Maturity Date (in millions) Stated Effective(a)
October 2007 November 2037 $ 325 6.88% 7.45%
August 2010 November 2020 $ 350 3.88% 4.01%
August 2011 November 2021 $ 350 3.75% 3.88%
September 2019 January 2030 $ 800 4.75% 4.90%
(a) Includes the effects of the amortization of any (1) premium or discount; (2) debt issuance costs; and (3) gain or loss upon settlement of related
treasury locks and forward starting interest rate swaps utilized to hedge the interest rate risk prior to debt issuance.
As included in the table above, on September 11, 2019, Yum! Brands, Inc. issued $800 million aggregate principal amount of 4.75% YUM
Senior Unsecured Notes due January 15, 2030 (the “2030 Notes”). The net proceeds from the issuance were used to repay in full $250 million
aggregate principal amount of YUM Senior Unsecured Notes that matured in September 2019, to repay the then outstanding borrowings under
our $1 billion revolving facility and for general corporate purposes. Interest on the 2030 Notes is payable semiannually in arrears on January 15
and July 15 of each year. The Company incurred debt issuance costs of $10 million in connection with the issuance of the 2030 Notes. These
issuance costs are recorded as a reduction in Long-term debt on our Consolidated Balance Sheet.
The YUM Senior Unsecured Notes represent senior, unsecured obligations and rank equally in right of payment with all of our existing and future
unsecured unsubordinated indebtedness. Our YUM Senior Unsecured Notes contain cross-default provisions whereby the acceleration of the
maturity of any of our indebtedness in a principal amount in excess of $50 million will constitute a default under the YUM Senior Unsecured
Form 10-K
Notes unless such indebtedness is discharged, or the acceleration of the maturity of that indebtedness is annulled, within 30 days after notice.
The annual maturities of all Short-term borrowings and Long-term debt as of December 31, 2019, excluding finance lease obligations of
$77 million are as follows:
Year ended:
2020 $ 434
2021 455
2022 424
2023 1,626
2024 1,086
Thereafter 6,550
Total $ 10,575
Interest expense on Short-term borrowings and Long-term debt was $519 million, $496 million and $473 million in 2019, 2018 and 2017,
respectively.

PART II
NOTE 11 Lease Accounting
Components of Lease Expense

2019
Operating lease cost $ 115
Finance lease cost
Amortization of right-of-use assets 3
Interest on lease liabilities 3
Total finance lease cost 6
Sublease income (69)
Rental expense related to operating leases was $151 million and $214 million for the years ended December 31, 2018 and 2017, respectively.
Supplemental Cash Flow Information

2019
Cash paid for amounts included in the measurement of lease liabilities
Operating cash flows from operating leases $ 104
Operating cash flows from finance leases 3
Financing cash flows from finance leases 4
Right-of-use assets obtained in exchange for lease obligations
Operating leases 79
Finance leases 14
Supplemental Balance Sheet Information

2019 Consolidated Balance Sheet
Assets
Operating lease right-of-use assets $ 642 Other assets
Finance lease right-of-use assets 42 Property, plant and equipment, net
Form 10-K
Total right-of-use assets(a) $ 684

Liabilities
Current
Operating $ 67 Accounts payable and other current liabilities
Finance 7 Short-term borrowings
Non-current
Operating 640 Other liabilities and deferred credits
Finance 70 Long-term debt
Total lease liabilities(a) $ 784
Weighted-average Remaining Lease Term (in years)
Operating leases 12.3
Finance leases 12.7
Weighted-average Discount Rate
Operating leases 5.6%
Finance leases 6.6%
(a) U.S. operating lease right-of-use assets and liabilities totaled $283 million and $337 million, respectively, as of December 31, 2019. These amounts
primarily related to Taco Bell U.S. including leases related to Company-operated restaurants, leases related to franchise-operated restaurants we
sublease and the Taco Bell restaurant support center.

PART II
Maturity of Lease Payments and Receivables

Future minimum lease payments, including rental payments for lease renewal options we are reasonably certain to exercise, and amounts to be
received as lessor or sublessor as of December 31, 2019 were as follows:
Commitments Lease Receivables

Finance Operating Direct Financing Operating
2020 $ 11 $ 105 $ 5 $ 81
2021 11 100 4 76
2022 9 92 4 72
2023 9 83 4 69
2024 8 76 3 65
Thereafter 62 531 28 601
Total lease payments/receipts 110 987 48 $ 964
Less imputed interest/unearned income (33) (280) (18)
Total lease liabilities/receivables $ 77 $ 707 $ 30
As of December 31, 2019, we have executed real estate leases that have not yet commenced with estimated future lease payments of
approximately $46 million, which are not included in the tables above. These leases are expected to commence in 2020 with lease terms of up
to 20 years.
Future minimum lease payments and amounts to be received as lessor or sublessor under the non-cancellable term of leases as of
December 31, 2018 as required to be disclosed under Legacy Lease GAAP were as follows:
Commitments Lease Receivables

Capital Operating Direct Financing Operating
2019 $ 10 $ 103 $ 6 $ 89
2020 10 89 5 79
2021 9 78 4 74
2022 8 71 4 69
2023 8 61 3 67
Thereafter 58 384 30 638
$ 103 $ 786 $ 52 $ 1,016
Form 10-K
At December 31, 2018 and 2017, the present value of minimum payments under capital leases was $71 million and $105 million, respectively.
At December 31, 2018, unearned income associated with direct financing lease receivables was $19 million.
NOTE 12 Derivative Instruments

We use derivative instruments to manage certain of our market risks related to fluctuations in interest rates and foreign currency exchange rates.
expected to offset changes in expected future interest payments on

Interest Rate Swaps the related variable-rate debt. There were no other interest rate
We have entered into interest rate swaps with the objective of swaps outstanding as of December 31, 2019.
reducing our exposure to interest rate risk for a portion of our
variable-rate debt interest payments. On July 25, 2016, we agreed Gains or losses on the interest rate swaps are reported as a
with multiple counterparties to swap the variable LIBOR-based component of AOCI and reclassified into Interest expense, net in our
component of the interest payments related to $1.55 billion of Consolidated Statements of Income in the same period or periods
borrowings under our Term Loan B Facility. These interest rate during which the related hedged interest payments affect earnings.
swaps will expire in July 2021. Further, on May 14, 2018 we entered Through December 31, 2019, the swaps were highly effective cash
into forward-starting interest rate swaps to fix the interest rate on flow hedges.
$1.5 billion of borrowings under our Term Loan B Facility from the
date the July 2016 swaps expire through March 2025. The interest
rate swaps executed in May 2018 will result in a fixed rate of 4.81% Foreign Currency Contracts
on the swapped portion of the Term Loan B Facility from July 2021 We have entered into foreign currency forward and swap contracts
through March 2025. These interest rate swaps are designated cash with the objective of reducing our exposure to earnings volatility
flow hedges as the changes in the future cash flows of the swaps are arising from foreign currency fluctuations associated with certain

PART II
foreign currency denominated intercompany receivables and currency contracts with notional amounts of $430 million and settled
payables. The notional amount, maturity date, and currency of these the related intercompany receivable and payable. As a result of this
contracts match those of the underlying intercompany receivables or termination and settlement, we reclassified $4 million of unrealized
payables. Our foreign currency contracts are designated cash flow loss from AOCI to Interest expense, net in our Consolidated
hedges as the future cash flows of the contracts are expected to Statements of Income. We received $3 million in cash from the
offset changes in intercompany receivables and payables due to counterparty upon termination, which represented the fair value of
foreign currency exchange rate fluctuations. the contracts at the time of termination. Our remaining foreign
currency forward contracts all have durations that expire in 2020.
Gains or losses on the foreign currency contracts are reported as a
component of AOCI. Amounts are reclassified from AOCI each As a result of the use of interest rate swaps and foreign currency
quarter to offset foreign currency transaction gains or losses contracts, the Company is exposed to risk that the counterparties
recorded within Other (income) expense when the related will fail to meet their contractual obligations. To mitigate the
intercompany receivables and payables affect earnings due to their counterparty credit risk, we only enter into contracts with major
functional currency remeasurements. Through December 31, 2019, financial institutions carefully selected based upon their credit ratings
all foreign currency contracts related to intercompany receivables and other factors, and continually assess the creditworthiness of
and payables were highly effective cash flow hedges. counterparties. At December 31, 2019, all of the counterparties to
our interest rate swaps and foreign currency contracts had
As of December 31, 2019 and December 31, 2018, foreign currency investment grade ratings according to the three major ratings
contracts outstanding related to intercompany receivables and agencies. To date, all counterparties have performed in accordance
payables had total notional amounts of $20 million and $459 million, with their contractual obligations.
respectively. During the third quarter of 2019 we terminated foreign
Gains and losses on derivative instruments designated as cash flow hedges recognized in OCI and reclassifications from AOCI into Net Income:
(Gains)/Losses
Gains/(Losses) Reclassified from
Recognized in AOCI into Net
OCI Income
2019 2018 2017 2019 2018 2017
Interest rate swaps $ (71) $ (3) $ 4 $ (17) $ (19) $ 2
Foreign currency contracts 20 22 (56) (8) (20) 56
Income tax benefit/(expense) 16 1 1 4 5 (3)
As of December 31, 2019, the estimated net gain included in AOCI related to our cash flow hedges that will be reclassified into earnings in the
next 12 months is $6 million, based on current LIBOR interest rates.
See Note 13 for the fair value of our derivative assets and liabilities.
NOTE 13 Fair Value Disclosures

As of December 31, 2019 the carrying values of cash and cash equivalents, restricted cash, short-term investments, accounts receivable, short-
term borrowings and accounts payable approximated their fair values because of the short-term nature of these instruments. The fair value of
Form 10-K
notes receivable net of allowances and lease guarantees less subsequent amortization approximates their carrying value. The following table
presents the carrying value and estimated fair value of the Company’s debt obligations:
2019 2018
Carrying Fair Value Carrying Fair Value
Value (Level 2) Value (Level 2)
Securitization Notes(a) $ 2,898 $ 3,040 $ 2,928 $ 2,967
Subsidiary Senior Unsecured Notes(b) 2,850 3,004 2,850 2,733
Term Loan A Facility(b) 463 464 488 479
Term Loan B Facility(b) 1,935 1,949 1,955 1,915
YUM Senior Unsecured Notes(b) 2,425 2,572 1,875 1,798
(a) We estimated the fair value of the Securitization Notes by obtaining broker quotes from two separate brokerage firms that are knowledgeable about
the Company’s Securitization Notes and, at times, trade these notes. The markets in which the Securitization Notes trade are not considered active
markets.
(b) We estimated the fair value of the YUM and Subsidiary Senior Unsecured Notes, Term Loan A Facility, and Term Loan B Facility using market quotes
and calculations based on market rates.

PART II
Recurring Fair Value Measurements

The Company has interest rate swaps, foreign currency contracts, an investment in Grubhub common stock and other investments, all of which
are required to be measured at fair value on a recurring basis (See Note 12 for discussion regarding derivative instruments and Note 4 for
discussion regarding our investment in Grubhub common stock). The following table presents fair values for those assets and liabilities
measured at fair value on a recurring basis and the level within the fair value hierarchy in which the measurements fall.
Fair Value
Consolidated Balance Sheet Level 2019 2018
Assets
Interest Rate Swaps Prepaid expenses and other current assets 2 $ 6 $ 21
Foreign Currency Contracts Prepaid expenses and other current assets 2 — 5
Interest Rate Swaps Other assets 2 3 29
Investment in Grubhub Common Stock Other assets 1 137 214
Other Investments Other assets 1 43 27
Liabilities
Interest Rate Swaps Other liabilities and deferred credits 2 71 23
Foreign Currency Contracts Other liabilities and deferred credits 2 — 24
The fair value of the Company’s foreign currency contracts and interest rate swaps were determined based on the present value of expected
future cash flows considering the risks involved, including nonperformance risk, and using discount rates appropriate for the duration based on
observable inputs. The fair value of the investment in Grubhub common stock was determined primarily based on closing market prices for the
shares. The other investments primarily include investments in mutual funds, which are used to offset fluctuations for a portion of our deferred
compensation liabilities and whose fair values were determined based on the closing market prices of the respective mutual funds as of
December 31, 2019 and December 31, 2018.
Non-Recurring Fair Value Measurements

During the year ended December 31, 2019, we recognized non-recurring fair value measurements of $7 million related to refranchising related
impairment. Refranchising related impairment results from writing down the assets of restaurants or restaurant groups offered for refranchising,
including certain instances where a decision has been made to refranchise restaurants that are deemed to be impaired. The fair value
measurements used in our impairment evaluation were based on actual bids received from potential buyers (Level 2). The remaining net book
value of these restaurants at December 31, 2019 is insignificant.
During the years ended December 31, 2019 and December 31, 2018, we recognized non-recurring fair value measurements of $4 million and
$1 million, respectively, related to restaurant-level impairment. Restaurant-level impairment charges are recorded in Other (income) expense and
resulted primarily from our impairment evaluation of long-lived assets of individual restaurants that were being operated at the time of impairment
and had not been offered for refranchising. The fair value measurements used in these impairment evaluations were based on discounted cash
flow estimates using unobservable inputs (Level 3). These amounts exclude fair value measurements made for assets that were subsequently
Form 10-K
disposed of prior to those respective year end dates. The remaining net book value of restaurant assets measured at fair value during the years
ended December 31, 2019 and December 31, 2018 is insignificant.
NOTE 14 Pension, Retiree Medical and Retiree Savings Plans
U.S. Pension Plans

We sponsor qualified and supplemental (non-qualified) noncontributory defined benefit plans covering certain full-time salaried and hourly U.S.
employees. The qualified plan meets the requirements of certain sections of the Internal Revenue Code and provides benefits to a broad group
of employees with restrictions on discriminating in favor of highly compensated employees with regard to coverage, benefits and contributions.
The supplemental plans provide additional benefits to certain employees. We fund our supplemental plans as benefits are paid.
The most significant of our U.S. plans is the YUM Retirement Plan (the “Plan”), which is a qualified plan. Our funding policy with respect to the
Plan is to contribute amounts necessary to satisfy minimum pension funding requirements, including requirements of the Pension Protection Act
of 2006, plus additional amounts from time-to-time as are determined to be necessary to improve the Plan’s funded status. We do not expect to
make any significant contributions to the Plan in 2020. Our two significant U.S. plans were previously amended such that any salaried employee
hired or rehired by YUM after September 30, 2001 is not eligible to participate in those plans.
We do not anticipate any plan assets being returned to the Company during 2020 for any U.S. plans.

PART II
Obligation and Funded Status at Measurement Date:

The following chart summarizes the balance sheet impact, as well as benefit obligations, assets, and funded status associated with our two
significant U.S. pension plans. The actuarial valuations for all plans reflect measurement dates coinciding with our fiscal year end.
2019 2018
Change in benefit obligation:
Benefit obligation at beginning of year $ 873 $ 1,007
Service cost 6 8
Interest cost 39 38
Plan amendments 2 1
Special termination benefits — 1
Benefits paid (57) (73)
Settlement payments (1) —
Actuarial (gain) loss 153 (109)
Benefit obligation at end of year $ 1,015 $ 873
A significant component of the overall increase in the Company’s benefit obligation for the year ended December 31, 2019 was due to an
actuarial loss, which was primarily due to a decrease in the discount rate used to measure our benefit obligation from 4.60% at December 31,
2018 to 3.50% at December 31, 2019. A significant component of the overall decrease in the Company’s benefit obligation for the year ended
December 31, 2018 was due to an actuarial gain, which was primarily due to an increase in the discount rate used to measure our benefit
obligation from 3.90% at December 31, 2017 to 4.60% at December 31, 2018.
Change in plan assets:

Fair value of plan assets at beginning of year $ 755 $ 864
Actual return on plan assets 176 (49)
Employer contributions 12 13
Benefits paid (57) (73)
Fair value of plan assets at end of year $ 886 $ 755
Funded status at end of year $ (129) $ (118)
Amounts recognized in the Consolidated Balance Sheet:
2019 2018
Accrued benefit liability—current $ (4) $ (5)
Form 10-K
Accrued benefit liability—non-current (125) (113)

$ (129) $ (118)
The accumulated benefit obligation was $984 million and $849 million at December 31, 2019 and December 31, 2018, respectively.
Information for pension plans with an accumulated benefit obligation in excess of plan assets:
2019 2018
Projected benefit obligation $ 1,015 $ 873
Accumulated benefit obligation 984 849
Fair value of plan assets 886 755
Information for pension plans with a projected benefit obligation in excess of plan assets:
2019 2018
Projected benefit obligation $ 1,015 $ 873
Accumulated benefit obligation 984 849
Fair value of plan assets 886 755

PART II
Components of net periodic benefit cost:
2019 2018 2017

Service cost $ 6 $ 8 $ 10
Interest cost 39 38 41
Amortization of prior service cost(a) 6 5 6
Expected return on plan assets (44) (44) (45)
Amortization of net loss 1 16 5
Net periodic benefit cost $ 8 $ 23 $ 17
Additional (gain) loss recognized due to:
Settlement charges(b) $ 3 $ — $ 19
Special termination benefits $ — $ 1 $ 2
Pension data adjustment(c) $ — $ — $ 22
(a) Prior service costs are amortized on a straight-line basis over the average remaining service period of employees expected to receive benefits.
(b) Settlement losses result when benefit payments exceed the sum of the service cost and interest cost within a plan during the year. These losses
were recorded in Other pension (income) expense.
(c) Reflects a non-cash, out-of-year charge related to the adjustment of certain historical deferred vested liability balances in the Plan during the first
quarter of 2017 recorded in Other pension (income) expense. See Note 4.
Pension gains (losses) in AOCI:
2019 2018
Beginning of year $ (123) $ (160)
Net actuarial gain (loss) (22) 17
Curtailments — —
Amortization of net loss 1 16
Amortization of prior service cost 6 5
Prior service cost (2) (1)
Settlement charges 4 —
End of year $ (136) $ (123)
Accumulated pre-tax losses recognized within AOCI:
2019 2018
Form 10-K
Actuarial net loss $ (118) $ (101)
Prior service cost (18) (22)
$ (136) $ (123)
Weighted-average assumptions used to determine benefit obligations at the measurement dates:
2019 2018
Discount rate 3.50% 4.60%
Rate of compensation increase 3.00% 3.00%
Weighted-average assumptions used to determine the net periodic benefit cost for fiscal years:
2019 2018 2017(a)

Discount rate 4.60% 3.90% 4.53%
Long-term rate of return on plan assets 5.75% 5.65% 6.06%
Rate of compensation increase 3.00% 3.75% 3.75%
(a) Reflects a weighted average due to interim re-measurements in 2017.
Our estimated long-term rate of return on plan assets represents the weighted-average of expected future returns on the asset categories
included in our target investment allocation based primarily on the historical returns for each asset category and future growth expectations.

PART II
Plan Assets
The fair values of our pension plan assets at December 31, 2019 and December 31, 2018 by asset category and level within the fair value
hierarchy are as follows:
2019 2018
Level 1:
Cash $ 5 $ 3
Cash Equivalents(a) 13 10
Fixed Income Securities—U.S. Corporate(b) 161 140
Equity Securities—U.S. Large cap(b) 268 215
Equity Securities—U.S. Mid cap(b) 44 35
Equity Securities—U.S. Small cap(b) 43 34
Equity Securities—Non-U.S.(b) 88 74
Level 2:
Fixed Income Securities—U.S. Corporate(c) 120 106
Fixed Income Securities—U.S. Government and Government Agencies(d) 274 161
Fixed Income Securities—Other(d) 39 18
Total fair value of plan assets(e) $ 1,055 $ 796
(a) Short-term investments in money market funds.

(b) Securities held in common trusts.
(c) Investments held directly by the Plan.
(d) Includes securities held in common trusts and investments held directly by the Plan.
(e) 2019 and 2018 exclude net unsettled trade payables of $169 million and $41 million, respectively.
Our primary objectives regarding the investment strategy for the Plan’s assets are to reduce interest rate and market risk and to provide
adequate liquidity to meet immediate and future payment requirements. To achieve these objectives, we are using a combination of active and
passive investment strategies. The Plan’s equity securities, currently targeted to be 50% of our investment mix, consist primarily of low-cost
index funds focused on achieving long-term capital appreciation. The Plan diversifies its equity risk by investing in several different U.S. and
foreign market index funds. Investing in these index funds provides the Plan with the adequate liquidity required to fund benefit payments and
plan expenses. The fixed income asset allocation, currently targeted to be 50% of our mix, is actively managed and consists of long-duration
fixed income securities that help to reduce exposure to interest rate variation and to better correlate asset maturities with obligations. The fair
values of all pension plan assets are determined based on closing market prices or net asset values.
A mutual fund held as an investment by the Plan includes shares of Common Stock valued at $0.3 million at both December 31, 2019 and
December 31, 2018 (less than 1% of total plan assets in each instance).
Form 10-K
Benefit Payments
The benefits expected to be paid in each of the next five years and in the aggregate for the five years thereafter are set forth below:
Year ended:
2020 $ 43
2021 47
2022 49
2023 52
2024 53
2025 - 2029 287
Expected benefit payments are estimated based on the same assumptions used to measure our benefit obligation on the measurement date
and include benefits attributable to estimated future employee service.
At the end of 2019 and 2018, the projected benefit obligations of

International Pension Plans these UK plans totaled $290 million and $233 million, respectively
We also sponsor various defined benefit plans covering certain of our and plan assets totaled $372 million and $319 million, respectively.
non-U.S. employees, the most significant of which are in the UK. These plans were both in a net overfunded position at the end of
Both of our UK plans have previously been frozen such that they are 2019 and 2018 and related expense amounts recorded in each of
closed to new participants and existing participants can no longer 2019, 2018 and 2017 were not significant.
earn future service credits.

PART II
The funding rules for our pension plans outside of the U.S. vary from accumulated post-retirement benefit obligation. The weighted-
country to country and depend on many factors including discount average assumptions used to determine benefit obligations and net
rates, performance of plan assets, local laws and regulations. We do not periodic benefit cost for the post-retirement medical plan are identical
plan to make significant contributions to either of our UK plans in 2020. to those as shown for the U.S. pension plans.
The benefits expected to be paid in each of the next five years are
Retiree Medical Benefits approximately $4 million and in aggregate for the five years thereafter
are $14 million.
Our post-retirement plan provides health care benefits, principally to
U.S. salaried retirees and their dependents, and includes retiree cost-
sharing provisions and a cap on our liability. This plan was previously U.S. Retiree Savings Plan
amended such that any salaried employee hired or rehired by YUM
after September 30, 2001 is not eligible to participate in this plan. We sponsor a contributory plan to provide retirement benefits under
Employees hired prior to September 30, 2001 are eligible for benefits the provisions of Section 401(k) of the Internal Revenue Code (the
if they meet age and service requirements and qualify for retirement “401(k) Plan”) for eligible U.S. salaried and hourly employees.
benefits. We fund our post-retirement plan as benefits are paid. Participants are able to elect to contribute up to 75% of eligible
compensation on a pre-tax basis. Participants may allocate their
At the end of 2019 and 2018, the accumulated post-retirement contributions to one or any combination of multiple investment
benefit obligation was $44 million and $45 million, respectively. options or a self-managed account within the 401(k) Plan. We match
Actuarial pre-tax gains of $9 million and $13 million were recognized 100% of the participant’s contribution to the 401(k) Plan up to 6% of
in AOCI at the end of 2019 and 2018, respectively. The net periodic eligible compensation. We recognized as compensation expense our
benefit cost recorded was $1 million in 2019, $2 million in 2018 and total matching contribution of $11 million in 2019, $12 million in 2018
$2 million in 2017, the majority of which is interest cost on the and $13 million in 2017.
NOTE 15 Share-based and Deferred Compensation Plans

employment during a vesting period that is two years from the date
Overview of deferral. We expense the intrinsic value of the match and the
At year end 2019, we had one stock award plan in effect: the Yum! incentive compensation amount over the requisite service period
Brands, Inc. Long-Term Incentive Plan (the “LTIP”). Under the LTIP, which includes the vesting period.
the exercise price of stock options and SARs granted must be equal Historically, the Company has repurchased shares on the open
to or greater than the average market price or the ending market market in excess of the amount necessary to satisfy award exercises
price of the Company’s stock on the date of grant. and expects to continue to do so in 2020.
Potential awards to employees and non-employee directors under In connection with the Separation of our China business, under the
the LTIP include stock options, incentive stock options, SARs, provisions of our LTIP, employee stock options, SARs, RSUs and
restricted stock, restricted stock units (“RSUs”), performance PSUs were adjusted to maintain the pre-spin intrinsic value of the
restricted stock units, performance share units (“PSUs”) and awards. Depending on the tax laws of the country of employment,
performance units. We have issued only stock options, SARs, RSUs awards were modified using either the shareholder method or the
and PSUs under the LTIP. While awards under the LTIP can have employer method. Share-based compensation as recorded in Net
varying vesting provisions and exercise periods, outstanding awards Income is based on the amortization of the fair value for both YUM
under the LTIP vest in periods ranging from immediate to five years. and Yum China awards held by YUM employees. Share issuances
Stock options and SARs generally expire ten years after grant. for Yum China awards held by YUM employees will be satisfied by
Form 10-K
At year end 2019, approximately 26 million shares were available for Yum China. Share issuances for YUM awards held by Yum China
future share-based compensation grants under the LTIP. employees are being satisfied by YUM.
Our EID Plan allows participants to defer receipt of a portion of their Under the shareholder method, investments in phantom shares of our
annual salary and all or a portion of their incentive compensation. As Common Stock held within our EID Plan were partially converted into
defined by the EID Plan, we credit the amounts deferred with phantom investments in Yum China. Through October 31, 2018,
earnings based on the investment options selected by the distributions of investments in phantom shares of Yum China could be
participants. These investment options are limited to cash, phantom settled in cash, as opposed to stock, at a date as elected by the
shares of our Common Stock, phantom shares of a Stock Index employee and, therefore, were classified as a liability and remeasured
Fund and phantom shares of a Bond Index Fund. Investments in to fair value at each reporting period in our Consolidated Balance
cash and phantom shares of both index funds will be distributed in Sheet. During 2018 and 2017, we recorded a $3 million credit and a
cash at a date as elected by the employee and therefore are $18 million charge, respectively, within G&A related to these awards
classified as a liability on our Consolidated Balance Sheets. We (See Note 4).
recognize compensation expense for the appreciation or the As of October 31, 2018, deferrals in phantom shares of Yum China
depreciation, if any, of investments in cash and both of the index common stock were no longer an investment option within our EID
funds. Deferrals into the phantom shares of our Common Stock will Plan and any balances relating to these shares were moved to
be distributed in shares of our Common Stock, under the LTIP, at a another available EID Plan investment option as selected by the
date as elected by the employee and therefore are classified in participants. Amounts directed into cash or phantom shares of a
Common Stock on our Consolidated Balance Sheets. We do not Stock Index Fund or a Bond Index Fund remained classified as a
recognize compensation expense for the appreciation or the liability and appreciation or depreciation in these investments from
depreciation, if any, of investments in phantom shares of our the transfer date forward are recognized as compensation expense.
Common Stock. Our EID plan also allows certain participants to Any amounts directed into phantom shares of YUM Common Stock
defer incentive compensation to purchase phantom shares of our were reclassified to Common Stock on our Consolidated Balance
Common Stock and receive a 33% Company match on the amount Sheet. We do not recognize compensation expense for the
deferred. Deferrals receiving a match are similar to an RSU award in appreciation or depreciation, if any, of investments in phantom
that participants will generally forfeit both the match and incentive shares of our Common Stock.
compensation amounts deferred if they voluntarily separate from

PART II
made to executives, which typically have a graded vesting schedule of

Award Valuation 25% per year over 4 years and expire 10 years after grant. We use a
We estimated the fair value of each stock option and SAR award as single weighted-average term for our awards that have a graded
of the date of grant using the Black-Scholes option-pricing model vesting schedule. Based on analysis of our historical exercise and
with the following weighted-average assumptions: post-vesting termination behavior, we have determined that our
restaurant-level employees and our executives exercised the awards
2019 2018 2017 on average after 5 years and 6.5 years, respectively.
Risk-free interest rate 2.5% 2.5% 1.9% When determining expected volatility, we consider both historical
Expected term 6.5 years 6.5 years 6.4 years volatility of our stock as well as implied volatility associated with our
publicly-traded options. The expected dividend yield is based on the
Expected volatility 22.0% 22.0% 22.9% annual dividend yield at the time of grant.
Expected dividend yield 1.8% 1.8% 1.8% The fair values of PSU awards without market-based conditions and
RSU awards are based on the closing price of our Common Stock
We believe it is appropriate to group our stock option and SAR awards on the date of grant. The fair values of PSU awards with market-
into two homogeneous groups when estimating expected term. These based conditions have been valued based on the outcome of a
groups consist of grants made primarily to restaurant-level employees, Monte Carlo simulation.
which cliff-vest after 4 years and expire 10 years after grant, and grants
Award Activity
Stock Options and SARs
Weighted-Average
Weighted-Average Remaining Aggregate
Shares Exercise Contractual Term Intrinsic Value
(in thousands) Price (years) (in millions)
Outstanding at the beginning of the year 16,191 $ 51.84
Granted 2,332 93.52
Exercised (3,210) 38.16
Forfeited or expired (449) 75.29
Outstanding at the end of the year 14,864(a) 60.76 5.62 $ 594
Exercisable at the end of the year 9,283 $ 49.38 4.10 $ 477
(a) Outstanding awards include 782 options and 14,082 SARs with weighted average exercise prices of $45.03 and $61.64, respectively. Outstanding
awards represent YUM awards held by employees of both YUM and Yum China.
The weighted-average grant-date fair value of stock options and YUM and Yum China awards held by YUM employees. The total fair
SARs granted during 2019, 2018 and 2017 was $19.82, $16.45 and value at grant date of awards for both YUM and Yum China awards
$14.08, respectively. The total intrinsic value of stock options and held by YUM employees that vested during 2019, 2018 and 2017
SARs exercised during the years ended December 31, 2019, was $31 million, $28 million and $33 million, respectively.
December 31, 2018 and December 31, 2017, was $204 million,
$195 million and $154 million, respectively.
RSUs and PSUs
Form 10-K
As of December 31, 2019, $49 million of unrecognized As of December 31, 2019, there was $30 million of unrecognized
compensation cost related to unvested stock options and SARs, compensation cost related to 1.1 million unvested RSUs and PSUs,
which will be reduced by any forfeitures that occur, is expected to be none of which related to Yum China common stock. The total fair
recognized over a remaining weighted-average period of value at grant date of awards that vested during 2019, 2018 and
approximately 1.7 years. This reflects unrecognized cost for both 2017 was $14 million, $16 million and $10 million, respectively.
Impact on Net Income

The components of share-based compensation expense and the related income tax benefits are shown in the following table:
2019 2018 2017
Options and SARs $ 39 $ 37 $ 30
Restricted Stock Units 12 6 26
Performance Share Units 8 7 9
Total Share-based Compensation Expense $ 59 $ 50(a) $ 65(a)
Deferred Tax Benefit recognized $ 9 $ 9 $ 22(b)
EID compensation expense not share-based $ 17 $ (2) $ 12
(a) Includes $3 million of appreciation and $18 million of depreciation in the market price of Yum China’s stock in 2018 and 2017, respectively. See
Note 4.
(b) Deferred tax benefit recognized does not reflect the impact of the Tax Act. See Note 17.
Cash received from stock option exercises for 2019, 2018 and 2017 was $1 million, $5.5 million and $12 million, respectively. Tax benefits
realized on our tax returns from tax deductions associated with share-based compensation for 2019, 2018 and 2017 totaled $66 million,
$60 million and $153 million, respectively.

PART II
NOTE 16 Shareholders’ Deficit

Under the authority of our Board of Directors, we repurchased shares of our Common Stock during 2019, 2018 and 2017. All amounts exclude
applicable transaction fees.
Shares Repurchased Dollar Value of Shares
(thousands) Repurchased
Authorization Date 2019 2018 2017 2019 2018 2017
August 2018 7,788 10,003 — 810 894 —
November 2017 — 18,240 — — 1,500 —
November 2016 — — 26,561 — — 1,915
Total 7,788(a) 28,243(a) 26,561(b) $ 810(a) $ 2,394(a) $ 1,915(b)
(a) 2019 amount excludes and 2018 amount includes the effect of $5 million in share repurchases (0.1 million shares) with trade dates on, or prior to,
December 31, 2018 but settlement dates subsequent to December 31, 2018.
(b) 2017 amount excludes the effect of $45 million in share repurchases (0.7 million shares) with trade dates prior to December 31, 2016 but settlement
dates subsequent to December 31, 2016.
On November 21, 2019, our Board of Directors authorized share repurchases through June 2021 of up to $2 billion (excluding applicable
transaction fees) of our outstanding Common Stock. As of December 31, 2019, we have remaining capacity to repurchase up to $2 billion of
Common Stock under this authorization. Unutilized share repurchase capacity of $296 million under the August 2018 authorization expired on
December 31, 2019.
Changes in AOCI are presented below.
Translation Adjustments
and Gains (Losses) From
Intra-Entity Transactions Pension and Derivative
of a Long-Term Nature(a) Post-Retirement Benefits(b) Instruments(c) Total
Balance at December 31, 2017, net of tax $ (174) $ (106) $ 9 $ (271)
Adoption of accounting standards 21(d) (17)(e) (2)(e) 2
OCI, net of tax
Gains (losses) arising during the year classified
into AOCI, net of tax (88) 24 20 (44)
(Gains) losses reclassified from AOCI, net of tax (4) 17 (34) (21)
(92) 41 (14) (65)
Balance at December 31, 2018, net of tax $ (245) $ (82) $ (7) $ (334)
OCI, net of tax
Gains (losses) arising during the year classified
into AOCI, net of tax 24 (30) (35) (41)
Form 10-K
(Gains) losses reclassified from AOCI, net of tax — 8 (21) (13)
24 (22) (56) (54)
Balance at December 31, 2019, net of tax $ (221) $ (104) $ (63) $ (388)
(a) Amounts reclassified from AOCI are due to substantially complete liquidations of foreign entities related to the KFC and Pizza Hut Brazil refranchising
transactions during 2018.
(b) Amounts reclassified from AOCI for pension and post-retirement benefit plans losses during 2019 include amortization of net losses of $2 million,
amortization of prior service cost of $5 million, settlement charges of $3 million and related income tax benefit of $2 million. Amounts reclassified from
AOCI for pension and post-retirement benefit plan losses during 2018 include amortization of net losses of $17 million, amortization of prior service
cost of $5 million and related income tax benefit of $5 million. See Note 14.
(c) See Note 12 for details on amounts reclassified from AOCI.
(d) Represents the impact of foreign currency translation from the adoption of Topic 606. See Notes 2 and 4.
(e) During the quarter ended March 31, 2018, we adopted a standard that allowed for the reclassification from AOCI to Accumulated deficit for stranded
tax effects resulting from the Tax Act.
NOTE 17 Income Taxes

U.S. and foreign income before taxes are set forth below:
2019 2018 2017
U.S. $ 466 $ 726 $ 662
Foreign 907 1,113 1,612
$ 1,373 $ 1,839 $ 2,274

PART II
The details of our income tax provision (benefit) are set forth below:
2019 2018 2017

Current: Federal $ 129 $ 102 $ (2)
Foreign 166 181 290
State 16 25 12
$ 311 $ 308 $ 300
Deferred: Federal $ (16) $ (24) $ 603
Foreign (213) 5 19
State (3) 8 12
$ (232) $ (11) $ 634
$ 79 $ 297 $ 934
The reconciliation of income taxes calculated at the U.S. federal statutory rate to our effective tax rate is set forth below:
2019 2018 2017

U.S. federal statutory rate 21.0% 21.0% 35.0%
State income tax, net of federal tax 0.8 1.0 0.5
Statutory rate differential attributable to foreign operations 1.6 (12.3) (9.3)
Adjustments to reserves and prior years 4.2 2.8 0.5
Share-based compensation (4.0) (2.5) (5.1)
Change in valuation allowances (2.6) 8.5 1.5
Intercompany restructuring (16.1) — —
Tax Act Enactment — (1.9) 19.1
Other, net 0.8 (0.4) (1.1)
Effective income tax rate 5.7% 16.2% 41.1%
Statutory rate differential attributable to foreign operations. This item benefit related to share-based compensation. The 2017 excess tax
includes local country taxes, withholding taxes, and shareholder-level benefits were largely associated with deferred compensation payouts
taxes, net of foreign tax credits. In 2019, this expense included the to recently retired employees.
full year impact of the global intangible low-taxed income (GILTI)
provisions of the Tax Cuts and Jobs Act of 2017. In 2018, this Change in valuation allowances. This item relates to changes for
benefit was positively impacted by approximately 8 percentage deferred tax assets generated or utilized during the current year and
points due to a transaction resulting in the recognition of excess changes in our judgment regarding the likelihood of using deferred
Form 10-K
foreign tax credits that were fully offset by expense included in tax assets that existed at the beginning of the year. The impact of
‘Change in valuation allowances’. 2017 is favorably impacted by a certain changes may offset items reflected in the ‘Statutory rate
majority of our income being earned outside of the U.S. where tax differential attributable to foreign operations’ line and the
rates were generally lower than the U.S. rate. ‘Adjustments to reserves and prior years’ line. In 2019, $35 million of
net tax benefit was driven by a $45 million tax benefit attributable to
Adjustments to reserves and prior years. This item includes: changes in judgment regarding deferred tax assets that existed at
(1) changes in tax reserves, including interest thereon, established for the beginning of the year largely resulting from the utilization of
potential exposure we may incur if a taxing authority takes a position foreign tax credits as discussed in ‘Adjustments to reserves and prior
on a matter contrary to our position; and (2) the effects of reconciling years’ sections above. This benefit was partially offset by $9 million of
income tax amounts recorded in our Consolidated Statements of expense for valuation allowances recorded against deferred tax
Income to amounts reflected on our tax returns, including any assets generated in the current year. This amount excludes a
adjustments to the Consolidated Balance Sheets. In 2019, this item valuation allowance of $373 million which is included in the
was unfavorably impacted by $31 million in reserves related to the ‘Intercompany Restructuring’ line. In 2018, $156 million of net tax
inclusion of stock based compensation in cost sharing arrangements expense was driven by valuation allowances recorded against
that was largely offset by the benefit from the utilization of foreign tax deferred tax assets generated in the current year. This expense was
credits included in ‘Change in valuation allowances’ as well as largely offset by a benefit related to a transaction resulting in the
$34 million in reserves related to taxes recorded associated with a recognition of excess foreign tax credits in ‘Statutory rate differential
prior year divestiture. This unfavorable impact was partially offset by attributable to foreign operations’. This amount also excludes a
the reversal of a $20 million reserve established in 2018 due to the valuation allowance release of $78 million, which is included in the
favorable resolution of an income tax rate dispute in a foreign market. ‘Tax Act Enactment’ line. In 2017, $34 million of net tax expense was
In 2018, this item was unfavorably impacted by the aforementioned driven by valuation allowances recorded against deferred tax assets
$20 million reserve and a $19 million charge for the correction of an generated in the current year. This amount excludes a valuation
error associated with the tax recorded on a prior year divestiture. allowance of $189 million, which is included in the ‘Tax Act
Enactment’ line.
Share-based compensation. 2019, 2018 and 2017 includes
$55 million, $47 million and $117 million, respectively, of excess tax

PART II
Intercompany Restructuring. In December 2019, we completed an to the impacts of the Tax Act during a measurement period not to
intercompany restructuring that resulted in the transfer of certain extend beyond one year of the enactment date. As a result, we
intellectual property rights held by wholly owned foreign subsidiaries recorded a $434 million provisional estimate of the effect of the Tax
primarily to the U.S. and the United Kingdom (UK). The intellectual Act in 2017. This expense was comprised of an estimate of our
property rights transferred to the UK resulted in a step up in the tax deemed repatriation tax, the remeasurement of net deferred tax
basis for UK tax purposes resulting in a deferred tax asset of assets resulting from the permanent reduction in the U.S. tax rate to
$586 million. The deferred tax asset was analyzed for realizability and 21%, and establishment of a valuation allowance on foreign tax
a valuation allowance of $366 million was established representing credit carryforwards which are unlikely to be realized under the U.S.
the portion of the deferred tax asset not likely to be realized. The territorial tax system.
recognized tax benefit of $220 million is amortizable for UK tax
purposes over a twenty year period. The transfer of certain In 2018, we completed the accounting for the tax effects of the
intellectual property rights to other non-UK jurisdictions resulted in enactment of the Tax Act. As a result of the Tax Act, we recorded
the recording of deferred tax assets of $13 million and related cumulative net tax expense of $399 million ($35 million benefit in
valuation allowances of $7 million for deferred tax assets that are not 2018 and $434 million expense in 2017). This net expense was
likely to be realized, for a net tax benefit of $6 million. comprised of $241 million for our deemed repatriation tax liability,
$47 million related to the remeasurement of our net deferred tax
Tax Act Enactment. On December 22, 2017, the U.S. government assets to the 21% U.S. tax rate and $111 million to establish a
enacted comprehensive Federal tax legislation commonly referred to valuation allowance on foreign tax credits that are unlikely to be
as the Tax Cuts and Jobs Act of 2017 (the “Tax Act”). The Tax Act realized under the U.S. territorial tax system.
significantly modifies the U.S. corporate income tax system by,
among other things, reducing the federal income tax rate from 35% Other. This item primarily includes the net impact of permanent
to 21%, limiting certain deductions, including limiting the deductibility differences related to current year earnings as well as U.S. tax
of interest expense to 30% of U.S. Earnings Before Interest, Taxes, credits. In 2018 and 2017, this item was primarily driven by the
Depreciation and Amortization, imposing a mandatory one-time favorable impact of certain international refranchising gains.
deemed repatriation tax on accumulated foreign earnings and Companies subject to the Global Intangible Low-Taxed Income
creating a territorial tax system that changes the manner in which provision (GILTI) have the option to account for the GILTI tax as a
foreign earnings are subject to U.S. tax. period cost if and when incurred, or to recognize deferred taxes for
On December 22, 2017, the SEC staff issued Staff Accounting outside basis temporary differences expected to reverse as GILTI.
Bulletin 118 which allowed us to record provisional amounts related The Company has elected to account for GILTI as a period cost.
The details of 2019 and 2018 deferred tax assets (liabilities) are set forth below:
2019 2018
Operating losses $ 176 $ 180
Capital losses 3 3
Tax credit carryforwards 230 266
Employee benefits 85 72
Share-based compensation 55 62
Self-insured casualty claims 6 7
Lease-related liabilities 199 43
Form 10-K
Various liabilities 43 43
Intangible assets 602 8
Property, plant and equipment 21 19
Deferred income and other 85 45
Gross deferred tax assets 1,505 748
Deferred tax asset valuation allowances (787) (454)
Net deferred tax assets $ 718 $ 294
Intangible assets, including goodwill $ (40) $ (42)
Property, plant and equipment (44) (33)
Operating lease right-of-use assets (156) —
Other (31) (31)
Gross deferred tax liabilities $ (271) $ (106)
Net deferred tax assets (liabilities) $ 447 $ 188
Reported in Consolidated Balance Sheets as:
Deferred income taxes $ 447 $ 195
Other liabilities and deferred credits — (7)
$ 447 $ 188

PART II
As of December 31, 2019, we had approximately $2.9 billion of the unremitted earnings that we believe are permanently
unremitted foreign retained earnings. The Tax Act imposed U.S. invested. However, if these funds were repatriated in taxable
federal tax on all post-1986 foreign Earnings and Profits accumulated transactions, we would be required to accrue and pay applicable
through December 31, 2017. Repatriation of earnings generated income taxes (if any) and foreign withholding taxes. A determination
after December 31, 2017, will generally be eligible for the 100% of the deferred tax liability on this amount is not practicable due to
dividends received deduction or considered a distribution of the complexities, variables and assumptions inherent in the
previously taxed income and, therefore, exempt from U.S. tax. hypothetical calculations.
Undistributed foreign earnings may still be subject to certain foreign
income and withholding taxes upon repatriation. Subject to limited At December 31, 2019, the Company has foreign operating and
exceptions, our intent is to indefinitely reinvest our unremitted capital loss carryforwards of $0.4 billion, U.S. state operating loss
earnings outside the U.S., and our current plans do not demonstrate and tax credit carryforwards of $1.1 billion, and U.S. federal tax
a need to repatriate these amounts to fund our U.S. credit carryforwards of $0.2 billion. The tax losses are being carried
operations. Thus, we have not provided taxes, including U.S. federal forward in jurisdictions where we are permitted to use losses from
and state income, foreign income, or foreign withholding taxes, for prior periods to reduce future taxable income. The losses and tax
credits will expire as follows:
Year of Expiration
2020 2021-2024 2025-2038 Indefinitely Total
Foreign $ 10 $ 26 $ 36 $ 336 $ 408
U.S. state 2 111 1,021 — 1,134
U.S. federal — 36 178 — 214
$ 12 $ 173 $ 1,235 $ 336 $ 1,756
Valuation allowances of $0.1 billion, $0.1 billion and $0.2 billion have examination by tax authorities. A recognized tax position is measured
been recorded against the deferred tax assets established for foreign at the largest amount of benefit that is greater than fifty percent likely
operating loss and capital loss carryforwards, the U.S. state of being realized upon settlement.
operating loss and tax credit carryforwards, and the U.S. federal tax
credit carryforwards, respectively, that are not likely to be realized. The Company had $188 million and $113 million of unrecognized tax
benefits at December 31, 2019 and December 31, 2018,
We recognize the benefit of positions taken or expected to be taken respectively, $8 million and $10 million of which are temporary in
in tax returns in the Consolidated Financial Statements when it is nature and if recognized, would not impact the effective income tax
more likely than not that the position would be sustained upon rate. A reconciliation of the beginning and ending amount of
unrecognized tax benefits follows:
2019 2018
Beginning of Year $ 113 $ 100
Additions on tax positions – current year 84 19
Additions for tax positions – prior years 54 —
Reductions for tax positions – prior years (30) (5)
Form 10-K
Reductions for settlements (31) —

Reductions due to statute expiration (2) (1)
Foreign currency translation adjustment — —
End of Year $ 188 $ 113
The Company believes it is reasonably possible that its unrecognized examination for tax years as far back as 2006, some of which years
tax benefits as of December 31, 2019 may decrease by are currently under audit by local tax authorities.
approximately $26 million in the next 12 months due to settlements
or statute of limitations expirations. The accrued interest and penalties related to income taxes at
December 31, 2019 and December 31, 2018 were $26 million and
The Company’s income tax returns are subject to examination in the $12 million, respectively.
U.S. federal jurisdiction and numerous U.S. state and foreign
jurisdictions. During 2019, 2018 and 2017, the company recognized a net
expense of $13 million, a net benefit of $2 million and a net expense
The Company has settled audits with the IRS through fiscal year of $5 million, respectively, for interest and penalties in our
2010 and is currently under IRS examination for 2011-2015. Our Consolidated Statements of Income as components of its Income tax
operations in certain foreign jurisdictions remain subject to provision.

PART II
NOTE 18 Reportable Operating Segments

See Note 1 for a description of our operating segments.
Revenues
2019 2018 2017
KFC Division(a) $ 2,491 $ 2,644 $ 3,110
Pizza Hut Division(a) 1,027 988 893
Taco Bell Division(a) 2,079 2,056 1,880
Unallocated(b)(f) — — (5)
$ 5,597 $ 5,688 $ 5,878
Operating Profit
2019 2018 2017
KFC Division $ 1,052 $ 959 $ 981
Pizza Hut Division 369 348 341
Taco Bell Division 683 633 619
Corporate and unallocated G&A expenses(b)(g) (188) (171) (230)
Unallocated Company restaurant expenses(b)(h) — 3 10
Unallocated Franchise and property revenues(b)(f) — — (5)
Unallocated Franchise and property expenses(b)(f) (14) (8) (30)
Unallocated Refranchising gain (loss)(b) 37 540 1,083
Unallocated Other income (expense)(b) (9) (8) (8)
Operating Profit 1,930 2,296 2,761
Investment income (expense), net(b) (67) 9 5
Other pension income (expense)(b)(i) (4) (14) (47)
Interest expense, net(b) (486) (452) (445)
Income before income taxes $ 1,373 $ 1,839 $ 2,274
Depreciation and Amortization

2019 2018 2017
KFC Division $ 30 $ 58 $ 138
Form 10-K
Corporate 8 8 7
$ 112 $ 137 $ 253
Capital Spending
2019 2018 2017
KFC Division $ 81 $ 105 $ 176
Corporate 6 6 5
$ 196 $ 234 $ 318
Identifiable Assets(d)
2019 2018
KFC Division $ 2,042 $ 1,481
Pizza Hut Division 801 701
Taco Bell Division 1,330 1,074
Corporate(c) 1,058 874
$ 5,231 $ 4,130

PART II
Long-Lived Assets(e)
2019 2018
KFC Division $ 1,179 $ 868
Pizza Hut Division 427 384
Taco Bell Division 938 720
Corporate 42 32
$ 2,586 $ 2,004
(a) U.S. revenues included in the combined KFC, Pizza Hut and Taco Bell Divisions totaled $3.0 billion in 2019, $2.9 billion in 2018 and $2.8 billion in
2017.
(b) Amounts have not been allocated to any segment for performance reporting purposes.
(c) Primarily includes cash, our Grubhub investment and deferred tax assets.
(d) U.S. identifiable assets included in the combined Corporate and KFC, Pizza Hut and Taco Bell Divisions totaled $2.7 billion and $2.0 billion in 2019
and 2018, respectively.
(e) Includes PP&E, goodwill, intangible assets, net and in 2019, Operating lease right-of-use assets.
(f) Represents costs associated with the KFC U.S. Acceleration Agreement and Pizza Hut U.S. Transformation Agreement. See Note 4.
(g) Amounts in 2018 include costs related to YUM’s Strategic Transformation Initiatives of $8 million, partially offset by non-cash credits associated with
modifications of share-based compensation awards of $3 million. Amounts in 2017 include costs related to YUM’s Strategic Transformation
Initiatives of $21 million, non-cash charges associated with modifications of share-based compensation awards of $18 million and costs associated
with the Pizza Hut U.S. Transformation Agreement of $13 million. See Note 4.
(h) Represents depreciation reductions arising primarily from KFC restaurants that were held for sale. See Note 4.
(i) Amounts in 2017 include a non-cash charge of $22 million related to the adjustment of certain historical deferred vested liability balances in our
qualified U.S. plan. See Note 4.
NOTE 19 Contingencies
make payments under these leases. Accordingly, the liability
Lease Guarantees recorded for our probable exposure under such leases at
As a result of having assigned our interest in obligations under real December 31, 2019 and December 31, 2018 was not material.
estate leases as a condition to the refranchising of certain Company-
owned restaurants, and guaranteeing certain other leases, we are
frequently secondarily liable on lease agreements. These leases have Insurance Programs
varying terms, the latest of which expires in 2065. As of
December 31, 2019, the potential amount of undiscounted payments We are self-insured for a substantial portion of our current and prior
we could be required to make in the event of non-payment by the years’ coverage including property and casualty losses. To mitigate
primary lessee was approximately $475 million. The present value of the cost of our exposures for certain property and casualty losses, we
these potential payments discounted at our pre-tax cost of debt at self-insure the risks of loss up to defined maximum per occurrence
December 31, 2019 was approximately $400 million. Our franchisees retentions on a line-by-line basis. The Company then purchases
are the primary lessees under the vast majority of these leases. We insurance coverage, up to a certain limit, for losses that exceed the
Form 10-K
generally have cross-default provisions with these franchisees that self-insurance per occurrence retention. The insurers’ maximum
would put them in default of their franchise agreement in the event of aggregate loss limits are significantly above our actuarially determined
non-payment under the lease. We believe these cross-default probable losses; therefore, we believe the likelihood of losses
provisions significantly reduce the risk that we will be required to exceeding the insurers’ maximum aggregate loss limits is remote.
The following table summarizes the 2019 and 2018 activity related to our net self-insured property and casualty reserves as of December 31,
2019.
Beginning Balance Expense Payments Ending Balance

2019 Activity $ 66 9 (21) $ 54
2018 Activity $ 84 11 (29) $ 66
Due to the inherent volatility of actuarially determined property and healthcare and long-term disability claims, including reported and
casualty loss estimates, it is reasonably possible that we could incurred but not reported claims, based on information provided by
experience changes in estimated losses which could be material to independent actuaries.
our growth in quarterly and annual Net Income. We believe that we
have recorded reserves for property and casualty losses at a level
which has substantially mitigated the potential negative impact of Legal Proceedings
adverse developments and/or volatility.
We are subject to various claims and contingencies related to
In the U.S. and in certain other countries, we are also self-insured for lawsuits, real estate, environmental and other matters arising in the
healthcare claims and long-term disability for eligible participating normal course of business. An accrual is recorded with respect to
employees subject to certain deductibles and limitations. We have claims or contingencies for which a loss is determined to be probable
accounted for our retained liabilities for property and casualty losses, and reasonably estimable.

PART II
Yum! Restaurants India Private Limited (“YRIPL”), a Yum subsidiary in On January 29, 2020, the Special Director issued an order imposing
India, is the subject of a regulatory enforcement action in India (the a penalty on YRIPL and certain former directors of approximately
“Action”). The Action alleges, among other things, that KFC Indian Rupee 11 billion, or approximately $156 million. Of this
International Holdings, Inc. and Pizza Hut International failed to satisfy amount, approximately $150 million relates to the alleged failure to
certain conditions imposed by the Secretariat for Industrial Approval invest a total of $80 million in India within an initial seven year period.
in 1993 and 1994 when those companies were granted permission We have been advised by external counsel that the order is flawed
for foreign investment and operation in India. The conditions at issue and that several options for appeal exist. We deny liability and intend
include an alleged minimum investment commitment and store build to continue vigorously defending this matter. We do not consider the
requirements as well as limitations on the remittance of fees outside risk of any significant loss arising from this order to be probable.
of India.
We are currently engaged in various other legal proceedings and
The Action originated with a complaint and show cause notice filed in have certain unresolved claims pending, the ultimate liability for
2009 against YRIPL by the Deputy Director of the Directorate of which, if any, cannot be determined at this time. However, based
Enforcement (“DOE”) of the Indian Ministry of Finance following an upon consultation with legal counsel, we are of the opinion that such
income tax audit for the years 2002 and 2003. The matter was proceedings and claims are not expected to have a material adverse
argued at hearing in 2015, but no order was issued. Following a effect, individually or in the aggregate, on our Consolidated Financial
change in the incumbent official holding the position of Special Statements.
Director of DOE (the “Special Director”), the matter resumed in 2018
and several additional hearings were conducted.
NOTE 20 Selected Quarterly Financial Data (Unaudited)

2019
First Quarter Second Quarter Third Quarter Fourth Quarter Total
Revenues:
Company sales $ 333 $ 359 $ 364 $ 490 $ 1,546
Franchise and property revenues 612 633 645 770 2,660
Franchise contributions for advertising and other
services 309 318 330 434 1,391
Total revenues 1,254 1,310 1,339 1,694 5,597
Restaurant profit 61 73 72 105 311
Operating Profit(a) 433 471 480 546 1,930
Net Income 262 289 255 488 1,294
Basic earnings per common share 0.85 0.94 0.83 1.61 4.23
Diluted earnings per common share 0.83 0.92 0.81 1.58 4.14
Dividends declared per common share 0.42 0.42 0.42 0.42 1.68
Form 10-K
2018
First Quarter Second Quarter Third Quarter Fourth Quarter Total
Revenues:
Company sales $ 512 $ 512 $ 499 $ 477 $ 2,000
Franchise and property revenues 584 584 605 709 2,482
Franchise contributions for advertising and other
services 275 272 287 372 1,206
Total revenues 1,371 1,368 1,391 1,558 5,688
Restaurant profit 74 91 100 101 366
Operating Profit(b) 553 449 553 741 2,296
Net Income 433 321 454 334 1,542
Basic earnings per common share 1.30 0.99 1.43 1.07 4.80
Diluted earnings per common share 1.27 0.97 1.40 1.04 4.69
Dividends declared per common share 0.36 0.36 0.36 0.36 1.44
(a) Includes net gains from refranchising initiatives of $6 million, $4 million, $8 million and $19 million in the first, second, third and fourth quarters,
respectively.
(b) Includes net gains from refranchising initiatives of $156 million, $29 million, $100 million and $255 million in the first, second, third and fourth
quarters, respectively.

PART II
NOTE 21 Subsequent Event

On January 6, 2020, we announced our definitive agreement Tax Receivable Agreement in the aggregate amount of approximately
pursuant to which the Company will acquire all of the issued and $53 million. The amount of this payment in excess of Habit’s cash
outstanding common shares of The Habit Restaurants, Inc. (“Habit”) necessary at closing for normal working capital purposes, in addition
for $14 per share in cash or a total of approximately $375 million. to customary transaction fees and expenses, will be liabilities funded
The transaction is subject to approval by Habit’s stockholders and by the Company.
other customary closing conditions. The transaction is expected to
be completed by the end of the first-quarter of 2020. We intend to fund all amounts for the acquisition of Habit using cash
on hand and available borrowing capacity under our Revolving
Additionally, if the transaction is consummated, Habit will make Facility.
payment to certain of its former shareholders pursuant to an existing
ITEM 9 Changes In and Disagreements

with Accountants on Accounting
and Financial Disclosure
None.
ITEM 9A Controls and Procedures

Evaluation of Disclosure Controls and Procedures
The Company has evaluated the effectiveness of the design and participation of the Company’s management, including the Chief
operation of its disclosure controls and procedures pursuant to Rules Executive Officer (the “CEO”) and the Chief Financial Officer (the
13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934 “CFO”), the Company’s management, including the CEO and CFO,
as of the end of the period covered by this report. Based on the concluded that the Company’s disclosure controls and procedures
evaluation, performed under the supervision and with the were effective as of the end of the period covered by this report.
Management’s Report on Internal Control Over Financial Reporting

Form 10-K
Our management is responsible for establishing and maintaining Commission. Based on our evaluation under the framework in
adequate internal control over financial reporting, as such term is Internal Control – Integrated Framework (2013), our management
defined in Rules 13a-15(f) under the Securities Exchange Act of concluded that our internal control over financial reporting was
1934. Under the supervision and with the participation of our effective as of December 31, 2019.
management, including our principal executive officer and principal
financial officer, we conducted an evaluation of the effectiveness of KPMG LLP, an independent registered public accounting firm, has
our internal control over financial reporting based on the framework in audited the Consolidated Financial Statements included in this Annual
Internal Control – Integrated Framework (2013) issued by the Report on Form 10-K and the effectiveness of our internal control
Committee of Sponsoring Organizations of the Treadway over financial reporting and has issued their report, included herein.
Changes in Internal Control

There were no changes with respect to the Company’s internal over financial reporting during the quarter ended December 31,
control over financial reporting or in other factors that materially 2019.
affected, or are reasonably likely to materially affect, internal control
ITEM 9B Other Information

None.

PART III
ITEM 10 Directors, Executive Officers and Corporate Governance

Information regarding Section 16(a) compliance, the Audit Committee and the Audit Committee financial expert, the Company’s code of ethics
and background of the directors appearing under the captions “Stock Ownership Information,” “Governance of the Company,” “Executive
Compensation” and “Item 1: Election of Directors and Director biographies” is incorporated by reference from the Company’s definitive proxy
statement which will be filed with the Securities and Exchange Commission no later than 120 days after December 31, 2019.
Information regarding executive officers of the Company is included in Part I.
ITEM 11 Executive Compensation

Information regarding executive and director compensation and the Management Planning and Development Committee appearing under the
captions “Governance of the Company” and “Executive Compensation” is incorporated by reference from the Company’s definitive proxy
ITEM 12 Security Ownership of Certain Beneficial Owners and

Management and Related Stockholder Matters
Information regarding equity compensation plans and security ownership of certain beneficial owners and management appearing under the
captions “Executive Compensation” and “Stock Ownership Information” is incorporated by reference from the Company’s definitive proxy
Form 10-K
ITEM 13 Certain Relationships and Related Transactions, and Director
Independence
Information regarding certain relationships and related transactions and information regarding director independence appearing under the
caption “Governance of the Company” is incorporated by reference from the Company’s definitive proxy statement which will be filed with the
Securities and Exchange Commission no later than 120 days after December 31, 2019.
ITEM 14 Principal Accountant Fees and Services

Information regarding principal accountant fees and services and audit committee pre-approval policies and procedures appearing under the
caption “Item 2: Ratification of Independent Auditors” is incorporated by reference from the Company’s definitive proxy statement which will be
filed with the Securities and Exchange Commission no later than 120 days after December 31, 2019.

PART IV
ITEM 15 Exhibits and Financial Statement Schedules

(a) (1) Financial Statements: Consolidated Financial Statements filed as part of this report are listed under Part II, Item 8 of this Form 10-K.
(2) Financial Statement Schedules: No schedules are required because either the required information is not present or not present in
amounts sufficient to require submission of the schedule, or because the information required is included in the Consolidated
Financial Statements thereto filed as a part of this Form 10-K.
(3) Exhibits: The exhibits listed in the accompanying Exhibit Index are filed as part of this Form 10-K. The Index to Exhibits specifically
identifies each management contract or compensatory plan required to be filed as an exhibit to this Form 10-K.
Form 10-K

PART IV
Signatures
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this Form 10-K
annual report to be signed on its behalf by the undersigned, thereunto duly authorized.
Date: February 19, 2020
YUM! BRANDS, INC.

By: /s/ David W. Gibbs
Pursuant to the requirements of the Securities Exchange Act of 1934, this annual report has been signed on February 19, 2020 by the following
persons on behalf of the registrant and in the capacities indicated.
Signature Title
/s/ David W. Gibbs

David W. Gibbs Chief Executive Officer (principal executive officer)
/s/ Chris Turner

Chris Turner Chief Financial Officer (principal financial officer)
/s/ David E. Russell

David E. Russell Senior Vice President, Finance and Corporate Controller (principal accounting officer)
/s/ Paget L. Alves

Paget L. Alves Director
/s/ Keith Barr

Keith Barr Director
/s/ Michael J. Cavanagh

Michael J. Cavanagh Director
/s/ Christopher M. Connor

Christopher M. Connor Director
/s/ Brian C. Cornell

Brian C. Cornell Director
/s/ Greg Creed
Form 10-K
Greg Creed Director
/s/ Tanya L. Domier

Tanya L. Domier Director
/s/ Mirian M. Graddick-Weir

Mirian M. Graddick-Weir Director
/s/ Thomas C. Nelson

Thomas C. Nelson Director
/s/ P. Justin Skala

P. Justin Skala Director
/s/ Elane B. Stock

Elane B. Stock Director
/s/ Robert D. Walter

Robert D. Walter Director
/s/ Annie Young-Scrivner

Annie Young-Scrivner Director

PART IV
YUM! Brands, Inc.

Exhibit Index (Item 15)
Exhibit
Number Description of Exhibits
2.1 Separation and Distribution Agreement, dated as of October 31, 2016, by and among YUM, Yum Restaurants Consulting
(Shanghai) Company Limited and Yum China Holdings, Inc., which is incorporated herein by reference from Exhibit 2.1 to YUM’s
Report on Form 8-K filed on November 3, 2016.
3.1 Restated Articles of Incorporation of YUM, effective May 26, 2011, which is incorporated herein by reference from Exhibit 3.1 to
YUM’s Report on Form 8-K filed on May 31, 2011.
3.2 Amended and restated Bylaws of YUM, effective July 15, 2016, which are incorporated herein by reference from Exhibit 3.1 to
YUM’s Report on Form 8-K filed on July 19, 2016.
4.1 Indenture, dated as of May 1, 1998, between YUM and The Bank of New York Mellon Trust Company, N.A., successor in
interest to The First National Bank of Chicago, which is incorporated herein by reference from Exhibit 4.1 to YUM’s Report on
Form 8-K filed on May 13, 1998.
(i) 6.875% Senior Notes due November 15, 2037 issued under the forgoing May 1, 1998 indenture, which notes are
incorporated by reference from Exhibit 4.3 (included in Exhibit 4.1) to YUM’s Report on Form 8-K filed on October 22,
2007.
(ii) 3.875% Senior Notes due November 1, 2020 issued under the forgoing May 1, 1998 indenture, which notes are
incorporated by reference from Exhibit 4.2 (included in Exhibit 4.1) to YUM’s Report on Form 8-K filed on August 31,
2010.
(iii) 3.750% Senior Notes due November 1, 2021 issued under the forgoing May 1, 1998 indenture, which notes are
incorporated by reference from Exhibit 4.2 (included in Exhibit 4.1) to YUM’s Report on Form 8-K filed August 29, 2011.
(iv) 3.875% Senior Notes due November 1, 2023 issued under the forgoing May 1, 1998 indenture, which notes are
incorporated by reference from Exhibit 4.2 (included in Exhibit 4.1) to YUM’s Report on Form 8-K filed October 31,
2013.
(v) 5.350% Senior Notes due November 1, 2043 issued under the forgoing May 1, 1998 indenture, which notes are
incorporated by reference from Exhibit 4.3 (included in Exhibit 4.1) to YUM’s Report on Form 8-K filed October 31,
2013.
4.2 Description of Securities registered under Section 12 of the Securities Exchange Act of 1934 (Common Stock) as filed herewith.
10.1 Credit Agreement, dated as of June 16, 2016, by and among Pizza Hut Holdings, LLC, KFC Holding Co., and Taco Bell of
America, LLC, as the borrowers, the lenders party thereto, JPMorgan Chase Bank, N.A., as Administrative Agent and Collateral
Agent, JPMorgan Chase Bank, N.A., Goldman Sachs Bank USA, Wells Fargo Securities, LLC, Citigroup Global Markets Inc.,
Form 10-K
Merrill Lynch, Pierce, Fenner & Smith Incorporated, Morgan Stanley Senior Funding, Inc., Fifth Third Bank and The Bank of
Tokyo-Mitsubishi UFJ, Ltd., as Joint Lead Arrangers and Joint Bookrunners, Barclays Bank PLC, The Bank of Nova Scotia,
Cooperatieve Rabobank U.A., New York Branch, and Industrial and Commercial Bank of China Limited, New York Branch, as
Co-Documentation Agents and Co-Managers, which is incorporated herein by reference from Exhibit 4.1 to YUM’s Quarterly
Report on Form 10-Q for the quarter ended June 11, 2016.
10.1.1 Refinancing Amendment, dated as of March 21, 2017, to Credit Agreement dated as of June 16, 2016 among Pizza Hut
Holdings, LLC, KFC Holding Co. and Taco Bell of America, LLC, as borrowers, the Lenders from time to time party thereto and
JPMorgan Chase Bank, N.A., as Collateral Agent, Swing Line Lender, an L/C Issuer and Administrative Agent for the Lenders,
which is incorporated herein by reference from Exhibit 10.1 to YUM’s Report on Form 8-K as filed on March 23, 2017.
10.1.2 Refinancing Amendment No. 2, dated as of June 7, 2017, to Credit Agreement dated as of June 16, 2016, as amended, among
Pizza Hut Holdings, LLC, KFC Holding Co. and Taco Bell of America, LLC, as borrowers, the Lenders from time to time party
thereto and JPMorgan Chase Bank, N.A., as Collateral Agent, Swing Line Lender, an L/C Issuer and Administrative Agent for
the Lenders, which is incorporated herein by reference from Exhibit 10.1 to YUM’s Report on Form 8-K as filed on June 8,
2017.
10.1.3 Refinancing Amendment, dated as of April 3, 2018, to Credit Agreement dated as of June 16, 2016 among Pizza Hut Holdings,
LLC, KFC Holding Co. and Taco Bell of America, LLC, as borrowers, the Lenders from time to time party thereto and JPMorgan
Chase Bank, N.A., as Collateral Agent, Swing Line Lender, an L/C Issuer and Administrative Agent for the Lenders, which is
incorporated herein by reference from Exhibit 10.1 to YUM’s Report on Form 8-K as filed on April 9, 2018.
10.2† YUM Director Deferred Compensation Plan, as effective October 7, 1997, which is incorporated herein by reference from
Exhibit 10.7 to YUM’s Annual Report on Form 10-K for the fiscal year ended December 27, 1997.

PART IV
ITEM 15 Exhibit Index
Exhibit
10.2.1† YUM Director Deferred Compensation Plan, Plan Document for the 409A Program, as effective January 1, 2005, and as
Amended through November 14, 2008, which is incorporated by reference from Exhibit 10.7.1 to YUM’s Quarterly Report on
Form 10-Q for the quarter ended June 13, 2009.
10.3† YUM Executive Incentive Compensation Plan, as effective May 20, 2004, and as Amended through the Second Amendment, as
effective May 21, 2009, which is incorporated herein by reference from Exhibit A of YUM’s Definitive Proxy Statement on Form
DEF 14A for the Annual Meeting of Shareholders held on May 21, 2009.
10.4† YUM Executive Income Deferral Program, as effective October 7, 1997, and as amended through May 16, 2002, which is
incorporated herein by reference from Exhibit 10.10 to YUM’s Annual Report on Form 10-K for the fiscal year ended
December 31, 2005.
10.4.1† YUM! Brands Executive Income Deferral Program, Plan Document for the 409A Program, as effective January 1, 2005, and as
Amended through June 30, 2009, which is incorporated by reference from Exhibit 10.10.1 to YUM’s Quarterly Report on
Form 10-Q for the quarter ended June 13, 2009.
10.5† YUM! Brands Pension Equalization Plan, Plan Document for the Pre-409A Program, as effective January 1, 2005, and as
Amended through December 31, 2010, which is incorporated by reference from Exhibit 10.7 to Yum’s Quarterly Report on
Form 10-Q for the quarter ended March 19, 2011.
10.5.1† The Yum! Brands, Inc. Pension Equalization Plan, Restated Plan Document for the 409A Program effective January 1, 2005, as
amended through January 1, 2017, which is incorporated by reference from Exhibit 10.5.1 to YUM’s Annual Report on
Form 10-K for the fiscal year ended December 31, 2018.
10.6† Form of Directors’ Indemnification Agreement, which is incorporated herein by reference from Exhibit 10.17 to YUM’s Annual
Report on Form 10-K for the fiscal year ended December 27, 1997.
10.7† Form of Yum! Brands, Inc. Change in Control Severance Agreement, which is incorporated herein by reference from
Exhibit 10.1 to Yum’s Report on Form 8-K filed on March 21, 2013.
10.8† YUM! Long Term Incentive Plan, as Amended and Restated effective as of May 20, 2016 as incorporated by reference from
Form DEF 14A filed on April 8, 2016.
10.9† YUM SharePower Plan, as effective October 7, 1997, and as amended through June 23, 2003, which is incorporated herein by
reference from Exhibit 10.23 to YUM’s Annual Report on Form 10-K for the fiscal year ended December 31, 2005.
10.10† Form of YUM Director Stock Option Award Agreement, which is incorporated herein by reference from Exhibit 10.25 to YUM’s
Quarterly Report on Form 10-Q for the quarter ended September 4, 2004.
10.11† Form of YUM 1999 Long Term Incentive Plan Award Agreement, which is incorporated herein by reference from Exhibit 10.26 to
YUM’s Quarterly Report on Form 10-Q for the quarter ended September 4, 2004.
10.11.1† Form of YUM 1999 Long Term Incentive Plan Award Agreement (2013) (Stock Options), which is incorporated herein by
reference from Exhibit 10.15.1 to YUM’s Quarterly Report on Form 10-Q for the quarter ended March 23, 2013.
Form 10-K
10.11.2† Form of YUM 1999 Long Term Incentive Plan Award Agreement (2015) (Stock Options), which is incorporated herein by
reference from Exhibit 10.15.2 to YUM’s Annual Report on Form 10-K for the fiscal year ended December 27, 2014.
10.11.3† Form of YUM Long Term Incentive Plan Global YUM! Non-Qualified Stock Option Agreement (2019), which is incorporated
herein by reference from Exhibit 10.11.3 to YUM’s Report on Form 10-Q filed on May 8, 2019.
10.12† Yum! Brands, Inc. International Retirement Plan, as in effect January 1, 2005, which is incorporated herein by reference from
10.13† Form of 1999 Long Term Incentive Plan Award Agreement (Stock Appreciation Rights) which is incorporated by reference from
Exhibit 99.1 to YUM’s Report on Form 8-K as filed on January 30, 2006.
10.13.1† Form of YUM 1999 Long Term Incentive Plan Award Agreement (2013) (Stock Appreciation Rights), which is incorporated by
reference from Exhibit 10.18.1 to YUM’s Quarterly Report on Form 10-Q for the quarter ended March 23, 2013.
10.13.2† Form of YUM 1999 Long Term Incentive Plan Award Agreement (2015) (Stock Appreciation Rights), which is incorporated
herein by reference from Exhibit 10.18.2 to YUM’s Annual Report on Form 10-K for the fiscal year ended December 27, 2014.
10.13.3† Yum! Brands, Inc. Long Term Incentive Plan Form of Global YUM! Stock Appreciation Rights Agreement (2019), which is
incorporated herein by reference from Exhibit 10.13.3 to YUM’s Report on Form 10-Q filed on May 8, 2019.
10.13.4† Yum! Brands, Inc. Long Term Incentive Plan Form of Global Restricted Stock Unit Agreement (2019), which is incorporated
herein by reference from Exhibit 10.20 to YUM’s Report on Form 10-Q filed on May 8, 2019.
10.14† YUM! Brands Leadership Retirement Plan, as in effect January 1, 2005, which is incorporated herein by reference from
Exhibit 10.32 to YUM’s Quarterly Report on Form 10-Q for the quarter ended March 24, 2007.

PART IV
Exhibit
10.14.1† YUM! Brands Leadership Retirement Plan, Plan Document for the 409A Program, as effective January 1, 2005, and as
Amended through December, 2009, which is incorporated by reference from Exhibit 10.21.1 to YUM’s Annual Report on
Form 10-K for the fiscal year ended December 26, 2009.
10.15† YUM! Performance Share Plan, as amended and restated January 1, 2013, which is incorporated by reference from Exhibit 10.1
to YUM’s Quarterly Report on Form 10-Q for the quarter ended June 13, 2015.
10.16† YUM! Brands Third Country National Retirement Plan, as effective January 1, 2009, which is incorporated by reference from
10.17† 2010 YUM! Brands Supplemental Long Term Disability Coverage Summary, as effective January 1, 2010, which is incorporated
by reference from Exhibit 10.26 to YUM’s Annual Report on Form 10-K for the fiscal year ended December 26, 2009.
10.18† 1999 Long Term Incentive Plan Award (Stock Appreciation Rights) by and between the Company and David C. Novak, dated as
of February 6, 2015, which is incorporated herein by reference from Exhibit 10.27 to YUM’s Annual Report on Form 10-K for the
fiscal year ended December 27, 2014.
10.19† Yum! Brands, Inc. Compensation Recovery Policy, Amended and Restated January 1, 2015, which is incorporated herein by
reference from Exhibit 10.28 to YUM’s Annual Report on Form 10-K for the fiscal year ended December 27, 2014.
10.20 Indenture, dated as of June 16, 2016, by and among KFC Holding Co., Pizza Hut Holdings, LLC and Taco Bell of America, LLC,
as issuers, the Guarantors named therein and The Bank of New York Mellon Trust Company, N.A., as trustee, which is
incorporated herein by reference from Exhibit 4.1 to YUM’s Report on Form 8-K filed on June 21, 2016.
10.21 Indenture, dated as of June 15, 2017, by and among KFC Holding Co., Pizza Hut Holdings, LLC and Taco Bell of America, LLC,
as issuers, the Guarantors named therein and The Bank of New York Mellon Trust Company, N.A., as trustee, which is
incorporated herein by reference from Exhibit 4.1 to YUM’s Report on Form 8-K filed on June 16, 2017.
10.22 Base Indenture, dated as of May 11, 2016, between Taco Bell Funding, LLC, as issuer and Citibank, N.A., as trustee and
securities intermediary, which is incorporated herein by reference from Exhibit 4.1 to YUM’s Report on Form 8-K filed on
May 16, 2016.
10.22.1 Series 2016-1 Supplement to Base Indenture dated as of May 11, 2016, by and between Taco Bell Funding, LLC, as issuer and
Citibank, N.A. as Trustee and Series 2016-1 securities intermediary, which is incorporated herein by reference from Exhibit 4.2
to YUM’s Report on Form 8-K filed on May 16, 2016.
10.22.2 Series 2018-1 Supplement to Base Indenture, dated as of November 28, 2018, by and between the Issuer and Citibank, N.A.
as Trustee and Series 2018-1 securities intermediary, which is incorporated herein by reference from Exhibit 10.1 to YUM’s
Report on Form 8-K filed on December 3, 2018.
10.22.3 Amendment No. 1 to Base Indenture, dated as of August 23, 2016, by and between the Issuer and Citibank, N.A. as Trustee
and Series 2016-1 securities intermediary, which is incorporated herein by reference from Exhibit 10.22.3 to YUM’s Annual
Report on Form 10-K for fiscal year ended December 31, 2018.
10.22.4 Amendment No. 2 to Base Indenture, dated as of November 28, 2018, by and between the Issuer and Citibank, N.A. as Trustee
Form 10-K
and the Series 2018-1 securities intermediary, which is incorporated herein by reference from Exhibit 10.2 to YUM’s Report on
Form 8-K filed on December 3, 2018.
10.23 Guarantee and Collateral Agreement, dated as of May 11, 2016, by Taco Bell Franchise Holder 1, LLC, Taco Bell Franchisor,
LLC, Taco Bell IP Holder, LLC and Taco Bell Franchisor Holdings, LLC in favor of Citibank, N.A., which is incorporated herein by
reference from Exhibit 10.2 to YUM’s Report on Form 8-K filed on May 16, 2016.
10.24 Management Agreement, dated as of May 11, 2016, among Taco Bell Funding, LLC, as issuer, Taco Bell Franchise Holder 1,
LLC, Taco Bell Franchisor, LLC, Taco Bell IP Holder, LLC, Taco Bell Franchisor Holdings, LLC, Citibank, N.A. and Taco Bell
Corp., as manager, which is incorporated herein by reference from Exhibit 10.3 to YUM’s Report on Form 8-K filed on May 16,
2016.
10.24.1 Amendment No.1 to Management Agreement, dated as of August 24, 2016, among Taco Bell Funding, LLC, as issuer, Taco
Bell Franchise Holder 1, LLC, Taco Bell Franchisor, LLC, Taco Bell IP Holder, LLC, Taco Bell Franchisor Holdings, LLC and
Taco Bell Corp., as manager, which is incorporated herein by reference from Exhibit 10.25.1 to YUM’s Annual Report on
Form 10-K for fiscal year ended December 31, 2018.
10.24.2 Amendment No. 2 to Management Agreement, dated as of November 28, 2018, among Taco Bell Funding, LLC, as issuer,
Taco Bell Franchise Holder 1, LLC, Taco Bell Franchisor, LLC, Taco Bell IP Holder, LLC, Taco Bell Franchisor Holdings, LLC,
Citibank, N.A. and Taco Bell Corp., as manager, which is incorporated herein by reference from Exhibit 10.25.2 to YUM’s
Annual Report on Form 10-K for fiscal year ended December 31, 2018.
10.25 Indenture, dated as of September 11, 2019, by and between the Issuer and The Bank of New York Mellon Trust Company,
N.A., as trustee, which is incorporated herein by reference from Exhibit 4.1 to YUM’s Report on Form 8-K filed on
September 16, 2019.

PART IV
Exhibit
10.26 Master License Agreement, dated as of October 31, 2016, by and between Yum! Restaurants Asia Pte. Ltd. and Yum
Restaurants Consulting (Shanghai) Company Limited, which is incorporated herein by reference from Exhibit 10.1 to YUM’s
Report on Form 8-K filed on November 3, 2016.
10.27 Tax Matters Agreement, dated as of October 31, 2016, by and among YUM, Yum China Holdings, Inc. and Yum Restaurants
Consulting (Shanghai) Company Limited, which is incorporated herein by reference from Exhibit 10.2 to YUM’s Report on
Form 8-K filed on November 3, 2016.
10.28† Offer Letter dated June 19, 2019, between the Company and Christopher Turner, which is incorporated herein by reference
from Exhibit 10.28 to YUM’s Quarterly Report on Form 10-Q for the quarter ended June 30, 2019.
10.29† Offer Letter dated July 16, 2019, between the Company and Mark King as filed herein.
21.1 Active Subsidiaries of YUM.
23.1 Consent of KPMG LLP.
31.1 Certification of the Chief Executive Officer pursuant to Rule 13a-14(a) of Securities Exchange Act of 1934, as adopted pursuant
to Section 302 of the Sarbanes-Oxley Act of 2002.
31.2 Certification of the Chief Financial Officer pursuant to Rule 13a-14(a) of Securities Exchange Act of 1934, as adopted pursuant
to Section 302 of the Sarbanes-Oxley Act of 2002.
32.1 Certification of the Chief Executive Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the
Sarbanes-Oxley Act of 2002.
32.2 Certification of the Chief Financial Officer pursuant to 18 U.S.C. Section 1350, as adopted pursuant to Section 906 of the
Sarbanes-Oxley Act of 2002.
101.INS Instance Document—the instance document does not appear in the Interactive Data File because its XBRL tags are embedded
within the Inline XBRL document
101.SCH XBRL Taxonomy Extension Schema Document
101.CAL XBRL Taxonomy Extension Calculation Linkbase Document
101.LAB XBRL Taxonomy Extension Label Linkbase Document
101.PRE XBRL Taxonomy Extension Presentation Linkbase Document
101.DEF XBRL Taxonomy Extension Definition Linkbase Document
104 Cover Page Interactive Data File (formatted as Inline XBRL and contained in Exhibit 101)
† Indicates a management contract or compensatory plan.
Form 10-K

Cautionary Language Regarding
Forward-Looking Statements
Forward-Looking Statements. This report may contain disagreements with taxing authorities; consumer preferences
“forward-looking statements” within the meaning of and perceptions of our brands; failure to protect our service
Section 27A of the Securities Act of 1933 and Section 21E of marks or other intellectual property; changes in consumer
the Securities Exchange Act of 1934. We intend all forward- discretionary spending and general economic conditions;
looking statements to be covered by the safe harbor provisions competition within the retail food industry; not realizing the
of the Private Securities Litigation Reform Act of 1995. anticipated benefits from past or potential future acquisitions,
Forward-looking statements generally can be identified by the investments or other strategic transactions; and risks relating to
fact that they do not relate strictly to historical or current facts our significant amount of indebtedness. In addition, other risks
and by the use of forward-looking words such as “expect,” and uncertainties not presently known to us or that we currently
“expectation,” “believe,” “anticipate,” “may,” “could,” “intend,” believe to be immaterial could affect the accuracy of any such
“belief,” “plan,” “estimate,” “target,” “predict,” “likely,” “seek,” forward-looking statements. All forward-looking statements
“project,” “model,” “ongoing,” “will,” “should,” “forecast,” should be evaluated with the understanding of their inherent
“outlook” or similar terminology. These statements are based uncertainty. The forward-looking statements included in this
on and reflect our current expectations, estimates, report are only made as of the date of this report and we
assumptions and/or projections, our perception of historical disclaim any obligation to publicly update any forward-looking
trends and current conditions, as well as other factors that we statement to reflect subsequent events or circumstances. You
believe are appropriate and reasonable under the should consult our filings with the Securities and Exchange
circumstances. Forward-looking statements are neither Commission (including the information set forth under the
predictions nor guarantees of future events, circumstances or captions “Risk Factors” and “Forward-Looking Statements” in
performance and are inherently subject to known and unknown our most recently filed Annual Report on Form 10-K and
risks, uncertainties and assumptions that could cause our Quarterly Report on Form 10-Q) for additional detail about
actual results to differ materially from those indicated by those factors that could affect our financial and other results.
statements. There can be no assurance that our expectations,
Trademarks and Brands. We use “Yum! Brands” and the Yum!
estimates, assumptions and/or projections, including with
logo as our trademarks. Product names and services
respect to the future earnings and performance or capital
appearing in this report are trademarks of Yum! Brands, Inc. or
structure of Yum! Brands, will prove to be correct or that any of
its subsidiaries. This report also may refer to brand names,
our expectations, estimates or projections will be achieved.
trademarks, service marks and trade names of other
Numerous factors could cause our actual results and events to
companies and organizations, and these brand names,
differ materially from those expressed or implied by forward-
trademarks, service marks and trade names are the property
looking statements, including, without limitation: food safety
of their respective owners.
and food borne-illness issues; health concerns arising from
outbreaks of significant health epidemic, including the Market and Industry Data. Unless we indicate otherwise, we
coronavirus; the success of our franchisees and licensees; our base the information concerning our industry contained in this
significant exposure to the Chinese market; changes in report on our general knowledge of and expectations
economic and political conditions in countries and territories concerning the industry. Our market position and market share
outside of the U.S. where we operate; our ability to protect the is based on our estimates using data from various industry
integrity and security of individually identifiable data of our sources and assumptions that we believe to be reasonable
customers and employees; ability to successfully implement based on our knowledge of the industry. We have not
technology initiatives; our increasing dependence on digital independently verified the data obtained from these sources
commerce platforms and information technology systems; the and cannot assure you of the data’s accuracy or
impact of social media; our ability to secure and maintain completeness.
distribution and adequate supply to our restaurants; loss of key
personnel, or labor shortages or difficulty finding qualified Non-GAAP Measures. This report includes certain non-GAAP
employees; the success of our development strategy in financial measures. Reconciliation of these non-GAAP financial
emerging markets; changes in commodity, labor and other measures to the most directly comparable GAAP measures are
operating costs; pending or future litigation and legal claims or included on our website at http://www.investors.yum.com
proceedings; changes in or noncompliance with government Investors are urged to consider carefully the comparable GAAP
regulations, including labor standards and anti-bribery or anti- measures and reconciliations.
corruption laws; tax matters, including changes in tax laws or
Shareholder Information
Inquiries Regarding Your YUM Holdings

REGISTERED SHAREHOLDERS (those who hold YUM shares in BENEFICIAL SHAREHOLDERS (those who hold YUM shares in
their own names) should address communications concerning the name of a bank or broker) should direct communications
statements, address changes, lost certificates and other about all administrative matters related to their accounts to their
administrative matters to: stockbroker.
Computershare, Inc. LONG TERM INCENTIVE PLAN (LTIP) PARTICIPANTS
462 South 4th Street, Suite 1600 (employees with rights to LTIP and YUMBUCKS stock
Louisville, KY 40202 appreciation rights grants) should address all questions regarding
Phone: (888) 439-4986 their accounts, outstanding stock appreciation rights grants or
International: 1+ (781) 575-3100 shares received through stock appreciation right exercises to:
www.computershare.com
Merrill Lynch
In all correspondence or phone inquiries, please provide your Equity Award Services
name and your YUM account number if you know it. 1400 American Blvd.
Mail Stop # NJ2-140-03-40
REGISTERED SHAREHOLDERS can access their accounts and
Pennington, NJ 08534
complete the following functions online at the website of
Phone: (888) 986-4321 (U.S., Puerto Rico and Canada)
Computershare, Inc. (“Computershare”): www.computershare.com
(609) 818-8156 (all other locations)
• Access account balance and other general account information
In all correspondence, please provide the last 4 digits of your
• Change an account’s mailing address account number, your address, your telephone number and
• View a detailed list of holdings represented by certificates and indicate that your inquiry relates to YUM holdings. For telephone
the identifying certificate numbers inquiries, please have a copy of your most recent statement
available.
• Request a certificate for shares held at Computershare
EMPLOYEE BENEFIT PLAN PARTICIPANTS
• Replace a lost or stolen certificate
Capital Stock Purchase Program (888) 439-4986
• Retrieve a duplicate Form 1099-B, Form 1099-DIV
YUM Savings Center (888) 875-4015
• Purchase shares of YUM through the Company’s Direct Stock YUM Savings Center (904) 791-2005 (outside U.S.)
Purchase Plan P.O. Box 5166
• Sell shares held at Computershare Boston, MA 02206-5166
Access accounts online at the following URL: Please have a copy of your most recent statement available when
https://www-us.computershare.com/Investor. Your account number calling. Press 0#0# for a customer service representative and give
and social security number are required. If you do not know the representative the name of the plan.
your account number, please call Computershare at (888) 439-4986.
Shareholder Services
DIRECT STOCK PURCHASE PLAN INDEPENDENT AUDITORS
A prospectus and a brochure explaining this convenient plan are KPMG, LLC
available from our transfer agent: 400 West Market Street, Suite 2600
Computershare, Inc.
Phone: (502) 587-0535
462 South 4th Street, Suite 1600
Louisville, KY 40202 STOCK TRADING SYMBOL – YUM
Phone: (888) 439-4986
The New York Stock Exchange is the principal market for YUM
International: 1+ (781) 575-3100
Common Stock, which trades under the symbol YUM.
FINANCIAL AND OTHER INFORMATION
Securities analysts, portfolio managers, representatives of financial
institutions and other individuals with questions regarding YUM’s
performance are invited to contact:
Mr. Keith Siegner
Vice President, Investor Relations,
Corporate Strategy & Treasurer
Yum! Brands, Inc.
1900 Colonel Sanders Lane
Louisville, KY 40213
Phone: (888) 298-6986
Franchise Inquiries
ONLINE FRANCHISE INFORMATION
Information about potential franchise opportunities is available at
www.yum.com
YUM’s Annual Report contains many of the valuable trademarks
owned and used by YUM and its subsidiaries and affiliates in the
United States and worldwide.
BOARD OF DIRECTORS SENIOR OFFICERS
Paget L. Alves 65 David W. Gibbs 57
Former Chief Sales Officer, Chief Executive Officer,
Sprint Corporation Yum! Brands, Inc.
Keith Barr 49 Scott Catlett 44
Chief Executive Officer, General Counsel and Corporate Secretary,
Intercontinental Hotels Group plc Yum! Brands, Inc.
Michael J. Cavanagh 54 Mark King 60
Senior Executive Vice President and Chief Financial Officer, Chief Executive Officer,
Comcast Corporation Taco Bell Division
Greg Creed 62 Tony Lowings 61
Former Chief Executive Officer, Chief Executive Officer,
Yum! Brands, Inc. KFC Division
Christopher M. Connor 64 David Russell 50
Former Chairman and Chief Executive Officer, Senior Vice President, Finance and Corporate
The Sherwin-Williams Company Controller, Yum! Brands, Inc.
Brian C. Cornell 61 Keith Siegner 45
Chairman and Chief Executive Officer, Vice President, Investor Relations, Corporate
Target Corporation Strategy and Treasurer,
Yum! Brands, Inc.
Tanya L. Domier 54
Chief Executive Officer, Tracy Skeans 47
Advantage Solutions, Inc. Chief Transformation and People Officer,
Yum! Brands, Inc.
David W. Gibbs 57
Chief Executive Officer, Arthur Starrs 43
Yum! Brands, Inc. Chief Executive Officer,
Pizza Hut Division
Mirian M. Graddick-Weir 65
Retired Executive Vice President Human Resources, Christopher Turner 45
Merck & Co., Inc. Chief Financial Officer,
Yum! Brands, Inc.
Thomas C. Nelson 57
Chairman, Chief Executive Officer and President,
National Gypsum Company
P. Justin Skala 60
Executive Vice Presdient, Chief Growth &
Strategy Officer,
Colgate-Palmolive Company
Elane B. Stock 55
Former Group President,
Kimberly-Clark International
Robert D. Walter 77
Founder and Retired Chairman/CEO,
Cardinal Health, Inc.
Annie Young-Scrivner 51
Chief Executive Officer,
Godiva Chocolatier
Yum! Brands, Inc., trades under the symbol YUM and is proud to meet the listing requirements of the NYSE, the world’s leading equities market.

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YUM!

BRANDS 2019 ANNUAL REPORT

Company sales $1,546 $ 2,000 (23)

2019 was a truly historic year for Yum!. We successfully completed

1. Unrivaled Culture and Talent. We will leverage culture and people

2. Unmatched Franchise Operating Capability. We will recruit and equip

3. Relevant, Easy and Distinctive Brands. We will innovate and elevate

4. Bold Restaurant Development. We will drive market and franchise

1. Food: Serve delicious food people trust.

2. Planet: Grow sustainably.

3. People: Unlock potential in people and communities.

n Our core operating profit grew 12%.

David Gibbs, CEO

Notice of Annual Meeting

Thursday, May 14, 2020 9:00 a.m.

WHO CAN VOTE?:

By Order of the Board of Directors

YOUR VOTE IS IMPORTANT

MATTERS REQUIRING SHAREHOLDER ACTION 26

ITEM 1 Election of Directors (Item 1 on the Proxy Card).............................................................................................. 26

STOCK OWNERSHIP INFORMATION 33

Compensation Discussion and Analysis ......................................................................................................................... 35

EQUITY COMPENSATION PLAN INFORMATION 72

QUESTIONS AND ANSWERS ABOUT THE

What is the purpose of the Annual Meeting?

Why am I receiving these materials?

YUM! BRANDS, INC. - 2020 Proxy Statement | 1

Who may attend the Annual Meeting?

What do I need to bring to attend the Annual Meeting In-Person?

What will I need in order to attend the Annual Meeting Online?

2 | YUM! BRANDS, INC. - 2020 Proxy Statement

May shareholders ask questions?

Who may vote?

What am I voting on?

YUM! BRANDS, INC. - 2020 Proxy Statement | 3

How does the Board of Directors recommend that I vote?

Our Board of Directors recommends that you vote your shares:

How do I vote before the Annual Meeting?

There are three ways to vote before the meeting:

Can I vote at the Annual Meeting?

Can I change my mind after I vote?

4 | YUM! BRANDS, INC. - 2020 Proxy Statement

Who will count the votes?

What if I return my proxy card but do not provide voting instructions?

What does it mean if I receive more than one proxy card?

Will my shares be voted if I do not provide my proxy?

How many votes must be present to hold the Annual Meeting?

YUM! BRANDS, INC. - 2020 Proxy Statement | 5

How many votes are needed to elect directors?

How many votes are needed to approve the other proposals?

When will the Company announce the voting results?

6 | YUM! BRANDS, INC. - 2020 Proxy Statement

Corporate Governance Compensation

YUM! BRANDS, INC. - 2020 Proxy Statement | 7

0-3 years 4-8 years 9-14 years

How often did the Board meet in fiscal 2019?

How does the Board select nominees for the Board?

8 | YUM! BRANDS, INC. - 2020 Proxy Statement

Developing Unmatched Operating Capability, by Industry/Operations. Experience and understanding of

Management experience, including as Executive Vice President of human resources for a