When Denis Hennequin took over as the European boss of McDonald's in January 2004, the world's biggest restaurant chain was showing signs of recovery in America and Australia, but sales in Europe were sluggish or declining．One exception was France, where Mr．Hennequin had done a reliable job as head on the group's French subsidiary（子公式） to sell more Big Macs to his relatives, His task was to copy this success in all 41 of the European countries where anti-globalisers’ favourite enemy operates． So far Mr．Henncquin is doing well．Last year European sales increased by 5．8% and the number of customers by 3．4%, the best annual results in nearly 15 years．Europe accounted for 36% of the group's profits and for 28 of its sales．December was an especially good month as customers took to seasonal menu offerings in France and Britain, and to a promotion in Germany based on the game of Monopoly（垄断）． Mr．Hennequin's recipe for revival（复兴） is to be more open about his company's operations, to be "locally relevant", and to improve the experience of visiting his 6.400 restaurants． McDonaId's is blamed for making people fat, exploiting workers, treating animals cruelly, polluting the environment and simply for being American．Mr．Hennequin says he wants to engage in a dialogue with the public to address these concerns． He introduced "open door" visitor days in each country which became hugely popular．In Poland alone some 50,000 visitors came to McDonaId's through the visitors' program last year．The Nutrition Information Initiative（倡议）launched last year, put detailed Sables on McDonaId's packaging with data on calories, protein, fat, carbohy drates and salt content, "the details are also printed on tray-liners． 小题1:Which of the following statement is RIGHT?
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