Serving Our Guests

our guests our guests

Serving Our Guests

First dates. Wedding anniversaries. Family dinners. Date nights. Work celebrations. Our restaurants serve as the backdrop to life’s big and small moments, turning everyday meals into long-lasting memories. Our guests trust us to care for their family and friends and to provide exceptional dining experiences. We take this responsibility seriously, and living up to our guests’ expectations is our passion.

Our Brands

Our family of restaurants features some of the most recognizable and successful brands in full-service dining. Whether creating everyday memories or celebrating a special occasion, we host life’s big and small moments. In each of our 2,100-plus locations, we strive to create exceptional dining experiences by focusing on culinary innovation and execution, attentive service, and engaging and inviting atmospheres.

Putting the FULL Back in Full Service

full back serviceWhen a guest chooses to dine at one of our restaurants, the choice is about more than great food. It is also about receiving great service in an enjoyable atmosphere. We are the leader in full-service dining because we are relentlessly focused on each area of the guest experience — food, service and atmosphere.

So what do we mean by “putting the FULL back in full service?”

For our restaurant teams, it is a way to reinforce our style of service — which varies with each of our brands. From the island-state of mind at Bahama Breeze to the elegant service at The Capital Grille, our team members take pride in bringing our brands to life and displaying their passion for serving others.

But it goes beyond just serving with pride. It starts the moment a guest arrives as we welcome them through our doors. Once seated, we focus on anticipating our guests’ needs and personalizing their service. And if we fail to meet a guest’s expectations, we recover with excellence and make it right.


enhacing convenienceEnhancing Convenience In this increasingly digital age, our guests’ need for convenience continues to grow. We are constantly evolving the ways our guests can manage their dining experience — whether it is understanding their wait time, ordering refills, or paying whenever they are ready — while still allowing for meaningful interactions with our team members.

We are using technology to help our guests:

  • Easily order inside or outside the restaurant using tools such as tabletop tablets and mobile ordering
  • Get seated faster with features such as Online Wait List and Wait List Visibility
  • Simplify the order pick-up process with technology like Curbside I’m Here
  • Speed up how they pay using online settlement, tabletop tablets or mobile pay

We will continue to strengthen our digital platform and provide our brands with the tools they need to ensure the guest experience is as convenient as possible.


Sourcing Food with Care

sourcing foodEvery day our restaurant teams work hard to carefully prepare and safely serve meals our guests enjoy. We know that where our ingredients come from and how they are grown are integral to preparing great food. We also go to extraordinary lengths to ensure food safety and quality — and we have a dedicated team of experts responsible for leading these efforts…Learn More

Our Impact

Our Impact Our Impact

We Are Here to Serve

As the largest full-service restaurant company in America, being of service is at the heart of our business. So what does being of service mean to us?

It means having a passion for delighting more than one million guests each day. It also means investing in our team members and giving them opportunities to build meaningful careers with our company. Further, it means making a difference in the communities we serve by tackling issues that we are best equipped to help address. And, while the Darden name may not be familiar to all, the collective power of our portfolio of eight iconic brands enables us to make a meaningful impact across these areas.

Today, companies are expected to do even more. And we embrace this expectation. But it is not easy given the range of issues that our country, and the world, continue to face, including an unthinkable global health crisis, racism and social injustice, income inequality and a host of environmental issues driven by the effects of climate change.

While a single company cannot completely change the broad forces at play, we recognize and understand the impact that a company our size can, and must, make. Not only is it the right thing to do for future generations, it also benefits our business today. Our work around Environmental, Social and Governance (ESG) issues strengthens our relationship with our team members, guest loyalty, the communities where we operate and the resiliency of our supply chain — all of which help ensure long-term value creation for our shareholders.

Our journey is a marathon, not a sprint. And, though we may not move at the pace that all of our stakeholders would like, we will always favor progress over perfection.

Our business is built on an unwavering commitment to being of service to others. We invite you to learn more about how we serve

Our Team Members

Our Team Members

Our Guests

Our Guests

Our Communities

Our Communities

Our Shareholders

Our Shareholders

Serving Our Team Members

Serving Our Team Members Serving Our Team Members

Serving Our Team Members

The greatest competitive edge our company has is the quality of our employees, evidenced by the excellent job they do every day.

Bill Darden, Founder

Simply put: We succeed because of our people. Our team members are what make the difference at Darden, and that is why they are at the heart of everything we do.

investing their success

Investing in Their Success

Providing Pathways for Growth

Providing Pathways for Growth

 Ensuring an Inclusive & Diverse Culture

Ensuring an Inclusive & Diverse Culture


Serving Our Shareholders

shareholders shareholders

Serving Our Shareholders

We know that when we focus on creating memorable moments for our guests, we can grow our business. That is why everything we do is rooted in our mission — to be financially successful through great people consistently delivering outstanding food, drinks and service in an inviting atmosphere, making every guest loyal.

And our winning strategy — grounded in our Four Competitive Advantages and our Back-to-Basics Operating Philosophy, and executed across our Portfolio of Iconic Brands — enables our success.

Beyond serving our shareholders by successfully managing our business, we recognize and understand the impact that a company of our size can, and must, make. Not only is it the right thing to do, it also benefits our business. Our work around Environmental, Social and Governance (ESG) issues strengthens our employment proposition, guest loyalty, the communities where we operate and the resiliency of our supply chain — all of which help ensure long-term value creation for our shareholders.

Four Competitive Advantages

We leverage these advantages to give our brands a leg up on the competition.

Significant Scale

Our Significant Scale enables deep relationships with our supplier partners and creates cost advantages our brands could not achieve on their own. It also allows us to have our own dedicated distribution network, ensuring an uninterrupted supply chain to our restaurants. Further, our size creates a G&A benefit by enabling us to centralize shared support functions and the associated costs.

Data and Insights

The role of data and insights has never been more relevant than it is today. Our Extensive Data & Insights ensure we continually meet our guests’ expectations and allow us to identify opportunities to improve the guest experience and drive incremental sales. The rich insights we glean are shared across our brands and lead to smarter, faster and more impactful decision making.

Strategic Planning

At the Enterprise level, our Rigorous Strategic Planning ensures: we have the right portfolio of brands with a compelling, logical fit; we align strategies and coordinate operations to maximize our portfolio’s value; and we capture the available synergies across our brands. At the Brand level, it allows us to: determine the distinct advantages of each brand and their strategic role in the portfolio; develop a deep understanding of the competitive landscape; identify and cultivate a clear, differentiated positioning for each brand; and ensure our brands have the right strategy in place to compete effectively and grow share.

Strategic Planning

Our people are our greatest competitive advantage. That is why we constantly work to strengthen our Results-Oriented Culture — where every team member matters and owns a stake in our success. Our culture helps drive our growth, and we are focused on hiring, training, rewarding and retaining the best talent in our industry.

Back-to-Basics Operating Philosophy

Our success is driven by a relentless focus on this philosophy. It is rooted in having incredible focus and intensity around driving strong operating fundamentals, which enables our restaurant teams to create exceptional guest experiences every day.

Culinary Innovation & Execution

Culinary Innovation & Execution

Differentiated menus that deliver on our guests’ needs without adding operational complexity.

Attentive Service

Attentive Service

Put the FULL back in full service with friendly, timely, personalized service guests find memorable.

Inviting & Engaging Atmosphere

Inviting & Engaging Atmosphere

Comfortable environments where our guests enjoy themselves and the occasion.

We support these operating fundamentals through smart and relevant integrated marketing programs that resonate with our guests.

Portfolio of Iconic Brands

Our powerful, differentiated portfolio of brands meet a wide range of guest needs and occasions.

olive garden

Never-ending abundance of craveable Italian favorites in a warm, inviting atmosphere.

longhorn

Quality steaks. Expertly grilled. Legendary flavors.

yard house

America's favorite gathering place where beer and food lovers unite.

Ruth's Chris

Sizzling steaks, warm hospitality, and good times that never stop rolling. This is how it's done.

cheddars

American classics and homestyle comfort food at wallet pleasing prices.

capital

Exceptionally distinctive luxury dining.

season

A balanced approach to food and wine.

Eddie

A glamorous night out.

Bahama Breeze

An energetic, Caribbean island escape.

Environmental, Social and Governance

We value the trust all our stakeholders place in us and we know we must work every day to earn it. We also recognize our performance across a number of ESG factors is an important part of earning that trust. Here you will find links to information about our efforts and performance on Environmental, Social and Governance issues.

Ensuring an Inclusive and Diverse Culture

Ensuring an Inclusive & Diverse Culture

At Darden, everyone is welcome to a seat at our table.

Our History Shapes Our Commitment

When Bill Darden opened his first restaurant in 1938, he employed anyone willing to work hard, work smart and grow with the company – without regard to race, gender or background.

Ensuring an inclusive and diverse workplace is at the very heart of Darden and our brands. We are strengthened by a diversity of cultures, perspectives, backgrounds and ideas. We honor each other’s heritage and uniqueness.

Our Inclusion & Diversity Strategy

We prioritize our inclusion and diversity efforts not just because it is the right thing to do – but because it makes us better. It leads to innovation of thought, fuels our growth as a company and creates great places to work for our team members. Our strategy to uphold our founder’s legacy is rooted in advancing workplace diversity, creating an inclusive environment and building on our commitment.

Advance Workplace Diversity

  • Increase our pipeline of diverse leaders
  • Ensure all levels of our team reflect the diversity of talent in our industry and communities
  • Expand inclusive hiring and development best practices across all our brands

Create an Inclusive Environment

  • Expand inclusion and diversity awareness and training to all team member populations
  • Equip all leaders with the tools and resources to foster an inclusive environment for team members and guests
  • Utilize Employee Resource Groups to engage, retain and advance our team

Build on Our Commitment

  • Make a positive impact in the communities we serve
  • Continue to invest in diverse suppliers

Our Team (as of FY2024)

For the past three years, at least 85% of our hourly team members have been People of Color and/or women

Over the past three years, 71% of promotions into management have been People of Color and/or women

Across our restaurant and support center teams, People of Color comprise 36% of our leadership

Across our restaurant and support center teams, women represent 44% of our leadership

51% of our Executive Leadership is comprised of People of Color and/or women

33% of our Board of Directors are women, and 22% are People of Color

Talent Outreach Services

talentWe are committed to ensuring that our teams reflect the rich diversity of the communities we serve. That is why we have begun to work with Talent Outreach Services to enhance our recruiting efforts. This allows us to provide hiring information to candidates within more than 6,500 Community-Based Organizations that serve dislocated workers, recipients of unemployment, people with disabilities, veterans and more. When openings are available close by, these organizations receive details on available positions so they can quickly and directly share postings with their members. Since the program began, our restaurants have hired hundreds of team members from all walks of life.

Our Best Practices

Diverse representation at every level strengthens our teams and our business. We prioritize inclusive hiring and development best practices to help us build a diverse pipeline of talent at every level. We believe in identifying talent early in their journey and providing our team members with the support they need to grow their careers with us. Here is how we do it...

  • Every year, we invest $40 million in training for our team members.
  • We also invest in technology that helps us share information about available jobs with diverse communities.
  • We identify emerging talent and match people with available opportunities that will allow them to grow. This includes new restaurant openings, our Certified Trainer Program, our Manager in Training program and more.
  • Our leaders create opportunities for communities to connect and foster healthy dialogue through leadership symposiums for women and People of Color, mentoring circles and roundtable conversations.
  • We enable participation in leadership conferences like Out & Equal, Women’s Foodservice Forum, Executive Leadership Council, and National Diversity Council’s Hispanic Leadership Conference.

I was enlightened and energized during candid talks at the conference, a two-day professional development seminar for 1,000 high-performing black managers and leaders that was packed with leadership lessons and networking opportunities.

Jennifer White, Director of Brand Marketing, Yard House


Influencing Change

As the leading full-service restaurant company in the United States, we humbly realize the impact we can make in our industry. That is why we continue to work with reputable organizations to advance ongoing progress towards striving for and maintaining inclusive and diverse workforces.

Darden’s consistent involvement in MFHA at the highest levels of leadership sends a strong message to its associates and the industry as to the importance of building an inclusive culture. Darden’s CEOs have personally been involved and advocated for MFHA and diversity in the industry. That’s leadership!”

Gerry Fernandez, President & Founder of Multicultural Foodservice and Hospitality Alliance

executive-leadership-council

Executive Leadership Council (ELC)

The mission of the ELC is to increase the number of successful Black executives, domestically and internationally, by adding value to their development, leadership and philanthropic endeavors across the lifecycle of their careers. Each year, Darden sponsors attendance to the Mid-Level Managers’ Symposium for high-potential managers.

MFHA

Multicultural Foodservice & Hospitality Alliance (MFHA)

MFHA aims to build culturally intelligent brands and leaders within the food and hospitality industry. As a founding member, Darden has been a partner of MFHA for more than 25 years, and our leaders have always been members of their Board of Representatives.

National Diversity Council

National Diversity Council

Comprised of community based, national organizations that champion diversity and inclusion, The National Diversity Council brings together the private, public and non-profit sectors to discuss the many dimensions and benefits of a multicultural environment. Our Inclusion & Diversity leader serves on the Florida Diversity Council, and we sponsor leader participation in symposiums to learn and share best practices.

Out & Equal

Out & Equal

Out & Equal is the premier organization working exclusively on LGBTQ workplace equality. Each year, we send operators from our family of brands and our Restaurant Support Center to join the Out & Equal Workplace Summit – the largest LGBTQ-focused conference in the world.

Women’s Foodservice Forum (WFF)

Women’s Foodservice Forum (WFF)

WFF is relentlessly focused on advancing women leaders in the food industry. We have been long-time sponsors of WFF’s annual conference and leadership development workshops and our executives have served on the WFF Executive Committee and Board of Directors.

Building Culture Through Inclusion

buildingCreating a culture of inclusion not only promotes a positive work environment, it also helps deliver business results. We have made investments to expand Inclusion & Diversity awareness and training for our people leaders to help them create and lead a workplace where everyone feels welcomed, valued and respected.

Through individual exercises and a virtual classroom called Building Culture Through Inclusion, our team can explore:

  • Inclusion & Diversity – what they mean and why they are important to Darden
  • Unconscious Bias – what is it, why we have it, and how to reduce it
  • Exclusion at Work – how to recognize it and speak up when it happens
  • Traits of Inclusive Leaders – what they are and the role each of us plays in creating a culture of inclusion

Employee Resource Groups

Our Employee Resource Groups support our efforts to ensure a welcoming environment where every team member matters and their unique perspectives are valued, heard and celebrated. These networks are inclusive and welcome team members of all backgrounds.

darden-african-american

Darden African American Network | Sharing the Past, Building the Future

Our mission is to be a development champion for team members and Darden, positively impact Darden’s performance by serving as a proxy for the African American guest, and educate the Darden community about African American culture.

Darden Asian Network logo

Darden Asian Network | Embracing Asian Cultures

Our mission is to develop a strong and engaged Asian American workforce while fostering an appreciation for their contributions to Darden and the community.

HOLA Network

Hispanic or Latin American Network | Many Cultures, One Vision

Our mission is to support and enrich the Hispanic and Latin American communities, establishing partnerships within and outside of Darden.

darden-pride-alliance

Darden Pride Alliance | Celebrating LGBTQ – Uniting All

Our mission is to leverage the contributions of the Darden LGBTQ community and Allies in a welcoming and inclusive environment to enhance the company’s diverse culture.

Darden Serve Network

Darden Serve Network | Proud to Serve

Our mission is to develop, support, and recognize those who have served in the military and those who stand beside them, building camaraderie throughout the Darden family.

Darden Women's Network logo

Darden Women’s Network | Inspiring & Connecting Women

Our mission is to recognize, encourage, strengthen and celebrate the unique perspectives, intelligence and leadership skills that women bring to the workplace, supporting Darden's goal to be the full-service restaurant company of choice, now and for generations.

Supporting Our Communities

We recognize that when communities thrive, businesses and individuals do too. That is why Darden is committed to being a positive force in the communities we serve. As part of our commitment to inclusion and diversity, we provide grants to make a positive impact in communities of color. Here’s how:

  • In our ongoing effort to fight hunger, the Darden Foundation has partnered with Feeding America to help local food banks expand mobile food pantry programs where they are needed most.
  • The Darden Foundation has also partnered with The Boys & Girls Clubs of America to develop training that will help youth of all ages better understand diversity and combat racial discrimination.
Learn More

Supplier Diversity

Our suppliers help our restaurants bring to life the outstanding food, service and atmosphere we promise our guests. These valued partners keep us at the forefront of our industry, and we are proud to partner with a number of diverse suppliers every day, including minority-owned businesses, women-owned businesses and more.

Supplier Partner Spotlights

Aztecas

Aztecas Design President Gabriela Grabowski remembers her humble beginnings walking the streets of downtown San Diego with a small sample of her hand-blown glassware trying to make a sale. Backed by her faith and relentless spirit, she was not going to quit until she reached her goals.

Now, nearly 30 years later, her company still embodies her entrepreneurial spirit and stands as an example of what she has accomplished as an inspiring female, minority leader. Her drive to champion other women to reach their goals is what motivates her professionally.

“There are challenges that come from being a female especially with a strong accent in the business world,” said Grabowski. “I would like for other women to see what they can do regardless of what are the disadvantages. I encourage all women to take the first step and just do it.”

Grabowski recently celebrated her 24th anniversary as a supplier with Darden. She still remembers talking to a food and beverage representative from Darden at a trade show two decades ago. He loved her products and the rest was history. In the years since, her company has supplied the highest quality, hand-blown glassware and accessories for brands like LongHorn Steakhouse, Bahama Breeze and Olive Garden.

“I could say a lot about Gabriela’s dedication and commitment to our company. Aztecas Design has played an instrumental role in our brand’s beverage initiatives, allowing us to showcase our margaritas in high quality, crafted glassware. But it’s Gabriela’s heart that truly allows her to stand out. She is passionate about her work, her family, and giving back to her community. Gabriela was one of the first suppliers I met when I came to Darden in 2001, and I’m proud that Aztecas has been a partner for all of my 20 years at Darden,” said Keith Kelly, Vice President, Supply Management and Purchasing.

Several years later, Grabowski’s daughter came walking down those same downtown San Diego streets as a student at the University of San Diego. This time, she and a friend were heading to volunteer at the homeless shelter. They quickly realized that there was not much they could do because the funding was not there to help the homeless population.

Grabowski opened her heart, and with her two daughters, founded a non-profit called Pancake Peeps. The mission of the organization was to give aid to the homeless, but more importantly, make them feel human again. The three women host 360 homeless people every weekend for a pancake breakfast, which equates to more than 18,000 a year. She does it because it makes her happy, but to each individual, it gives them hope for a better future.

“Every one of the people we feed will have one additional meal than they had before. We aren’t trying to solve the problem for the whole world. We are just doing what we can to help them today.” To her, the fight against hunger can be won as long as everyone does a little bit.

“I believe if we all team together, we can stop hunger. But we should not focus on what we can’t do. We should focus on what we can do.”

Ecopax

Providing guests with the option to carry their favorite dishes home if they choose, Ecopax LLC has provided Darden Restaurants with quality To Go containers since 2017. The company was founded by Peter Wong in 1998 as United Plastics Group in Somerset, NJ with only 45,000 square feet of manufacturing space, producing foam carry-out products for the foodservice industry.

With relentless grit, he was able to overcome language, cultural and countless other barriers to grow his company and add an extension of United Plastics – Ecopax. As of today, Ecopax is a member of the National Minority Supplier Development Council and features two additional facilities, totaling 400,000 square feet and offering a diverse collection of carry-out products made from polystyrene, polypropylene and paper.

In May 2017, Ecopax shipped their very first mineral filled polypropylene products to Darden. Two years later, the company began to support Darden’s newest brand – Cheddar’s Scratch Kitchen – and replaced foam carry-out containers with a full line of chef-approved, polypropylene containers.

As the relationship between Ecopax and Darden grew, Ecopax expanded its commitment to sustainability efforts as a result of its supplier partnership. Beginning in 2021, the company committed to using carbon-free electricity only for all Darden products. With carbon-free electricity, Ecopax can avoid 30,029 metric tons of carbon dioxide entering into the atmosphere. This is equivalent to removing 6,322 passenger cars from the road or planting 24,614 acres of carbon sequestering trees.

According to the Ecopax team, “Darden has given a humble minority company the platform to innovate boldly. We couldn’t have journeyed this far without their partnership.”

omar-inc

Omar, Inc., has been a strategic partner to Darden for more than a decade providing gloves, bags, liners and trays for use in Darden’s family of restaurants. Established in 1997 by Dr. Willie L. WIlson, the company is a 100% minority-owned, SBA and MBE-certified business, distributing and directly importing a variety of safety supplies and equipment.

During the pandemic, their support of Darden increased significantly. The Omar team stepped up with supplies of additional gloves to help us maintain our high sanitation standards, and they provided a significant amount of disposable masks to allow our restaurant teams to quickly provide contactless, curbside takeout in a safe manner.

“We have built a longstanding relationship with Omar,” said Mindy Badolato, Darden’s Manager of Purchasing. “We knew that as our restaurants were adapting to a new environment caused by the pandemic, the entire Omar team would be ready provide the resources we needed and when we needed them the most.”

Ragozzino

Ragozzino has supported Darden since 1999, initially providing lasagna layers to Olive Garden. They continued to develop new products over the years and were presented with Darden's Supplier of the Year award in 2008. Beyond Olive Garden, Ragozzino has provided spinach dip to Yard House and risotto to both LongHorn Steakhouse and Seasons 52.

Ragozzino credits its growth over the years to Darden, which mentored them in becoming certified as a Woman-Owned Business, a certification that has helped them tremendously. In return, Emilia Springett, senior director of purchasing at Darden, says the popular core and limited-time offer menu items created by Ragozzino have contributed significantly to Olive Garden’s success.

According to Nancy Ragozzino, president of Ragozzino, “I believe the level of trust that we have with Darden is pretty unique in our industry. There are always new opportunities coming our way, some more challenging than others, and Darden always seems to trust us to turn a chef’s idea into a menu item.”

red-chamber

Red Chamber Co. (RCC) has been a trusted and valued partner to Darden Restaurants for nearly 40 years continues to be a family owned and operated company in the heart of Los Angeles, California with its primary line of business in seafood harvesting, processing and distribution. 

Starting as a shrimp distributor with one delivery vehicle, RCC has grown to be one of the largest seafood companies in the Western Hemisphere. RCC has seafood production plants in California, Florida and Georgia, a series of cold storages throughout the United States and regional sales offices in more than 20 different states. In Prince Edward Island, Canada, RCC operates six wharfs, two processing plants and cold storage facilities. In addition, RCC has its own fleet of fishing vessels in California, Central and South America where it harvests and processes seafood products for a wide array of customers.

At each stage of the seafood production process, from harvesting, cold storage, and transporting, RCC has its own direct ownership and operation.  With its own fleet of fishing vessels and its own transportation fleet, RCC now has the ability to handle product from harvest to the customer’s door. RCC serves with one driving goal, “the customer comes first.”  

This level of dedication has been recognized by Darden on numerous occasions with awards like Darden’s “Supplier of the Year Award” in 2015.    

RCC continues, as it did nearly 50 years ago, to be a minority owned and operated company and is proud to be certified as a minority vendor by the National Minority Supplier Development Council.

Investing In Their Success

Competitive Pay

For our frontline team members, a job in our restaurants provides tremendous opportunity. Across all our brands, our hourly team members earn, on average, more than $23 per hour, which includes tip income.

All Darden Brands

Job Title Avg. Hourly Rate*
Bartender $35.26
Server $28.12
Culinary $21.31
Kitchen Utility $17.75
Busser $19.21
Host $15.62

*As of May 26, 2024, inclusive of tips

Each one of our restaurants is a multi-million dollar business, and they are led by a General Manager (GM) or Managing Partner (MP). Not only is their leadership critical to running their business successfully, these women and men are responsible for cultivating our culture and bringing their brand to life every day. It is the most influential role in our company, which is one of the reasons why 100% of our GMs/MPs were promoted from within in FY24. On average, these leaders earn total cash compensation of approximately $100,000 annually and have an average tenure of 14 years.

The GM or MP leads a team of three or more restaurant managers. These managers are responsible for leading the culinary team, the service team, and other front-of-house areas such as the lobby, bar and off-premise dining. 65% of our restaurant managers were promoted from our hourly ranks in FY24, and their average total cash compensation exceeds $60,000 annually. Their average tenure is nine years.


Comprehensive Benefits

We invest in programs that provide differentiated opportunity for our team members so they can be their best, including:

health-benefits

Access to Health Benefits – Eligible team members can choose from a wide variety of plans, coverages and insurance carriers to meet their needs and those of their family

sick-pay

Paid Sick Leave –  One hour for every 30 hours worked

sick-pay-family

Paid Family & Medical Leave – Up to two weeks to care for self, a spouse, a child or a parent

401-k-savings

401(k) Savings – Team members 18 or older may contribute up to 75% of their pay on a before- or after-tax basis

socks

Stock Purchase Plan – Eligible team members may purchase Darden stock at a 15% discount

employee-assistance

Employee Assistance Program – Team members may utilize support services including counseling, financial education, legal support and other life needs to enhance their overall well-being

employee-discount-plus

Dining Discount – Team members enjoy a 25% discount at our restaurants, including up to seven guests

Team Member Investments

We are proud of the employment proposition we have built and we continually look for ways to strengthen it. Over the past five years, we have invested more than $350 million in initiatives directly benefiting our workforce.

Among the investments:

  • More than $15 million in subsidies to keep team member medical premiums from rising
  • More than $10 million to provide Paid Sick Leave to hourly restaurant team members
  • $17 million to provide a one-time bonus for hourly restaurant team members in appreciation for their hard work and dedication through the height of the COVID-19 pandemic
  • Adding new benefits such as Fast Fluency, a program to offer Spanish-speaking team members the chance to learn English
  • More than $125 million in various programs to support our team members during the COVID-19 pandemic, including:
    • Emergency Pay for hourly restaurant team members who were furloughed when our dining rooms were required to be closed
    • Payment of benefits premiums for hourly restaurant team members who were furloughed when dining rooms were closed
    • A daily stipend for hourly restaurant team members able to work while our restaurants operated as ToGo only to help cover transportation, child care and other unanticipated costs
    • Paid time off for hourly restaurant team members to receive the COVID-19 vaccine

 

I have such respect for how Darden treated team members during the pandemic. The company really came through for us with the Emergency Pay program. I feel so grateful to be with a restaurant that supports its team members.

Eric Anthony, Server, Seasons 52, Garden City, N.Y.


Incentives

Recognizing and rewarding performance is an important part of our results-oriented culture. We have several programs designed to recognize the contributions of our restaurant leaders, and their teams, to our company’s overall success.

One is our Long-Term Incentive program for General Managers and Managing Partners. These restaurant leaders are rewarded in the form of Darden Stock Units (DSUs). DSU grants are awarded annually at levels based on performance against established metrics. The DSUs track with the price of Darden stock and are paid in cash when they vest.

Our Operations Leader Bonus program rewards the entire restaurant management team for their performance against financial goals for the year. The bonus is based on an annual target amount and is paid out quarterly.

Our Diamond Club program recognizes the top-performing restaurants across each of Darden’s brands. Only the top 5% of restaurants are awarded Diamond Club status. Restaurants can achieve Diamond Club status when they excel in retaining team members, delivering exceptional guest experiences and achieving financial success. Hourly team members and managers at winning restaurants receive a cash bonus, and the GM/MP, and their guest, are honored at an exclusive, VIP celebration held at a unique resort setting.


Training & Development

Every year, we teach thousands of people a lifelong skill: how to succeed in the workplace. We spend $40 million annually on our robust training program, and it begins immediately, regardless of role. As team members grow with us, so does their training.

New team members participate in a structured training program to help them learn more about their brand, their role and our expectations. On-the-job training is provided by Certified Trainers ⎯ team members who have completed certification to train others ⎯ who teach new hires the ins and outs of the job. On average, new team members receive 40-80 hours of training (depending on their role) through video and hands-on instruction.

Part of that instruction includes all team members, and managers, completing Darden’s food safety and sanitation training. In addition, every manager is required to attain food safety manager certification through the National Restaurant Association’s ServSafe program, and it must be renewed every five years.

Invest Training ProgramEach year, approximately 1,000 hourly restaurant team members are promoted into management. As part of the process, participants complete our in-depth, Manager in Training (MIT) program. The program focuses on how to run a restaurant as well as leadership development and business acumen. It culminates with a week of classroom and hands-on instruction at our Restaurant Support Center (RSC) in Orlando that includes separate leadership conversations hosted by Darden’s CEO and our Chief People & Diversity Officer. Training for new managers is not limited to the MIT program. Restaurant managers receive approximately 600 additional hours of training during their first year in the role.

Our GM/MP Leadership Experience is a two-day learning program that focuses on critical skills needed for GMs/MPs to lead their team and achieve results. The program is focused on helping GMs/MPs transition from leading an area of responsibility to leading an entire restaurant and their management team. Through instructor-led classroom learning and role play scenarios, attendees focus on topics such as Building Culture through Inclusion, Hiring for Success, Coaching Managers, Managing Difficult Situations, and Growing Sales & Improving Profitability. The program concludes with a Q&A session hosted by our CEO. 

Each year, our brands hold their annual leadership conference known as GM Conference or MP Conference. These events, which enable our brands to share their business plan and build excitement among their teams, also feature general sessions and breakout groups geared toward the continued development of GMs and MPs. They also allow Darden’s executive leadership team the opportunity to engage directly with these leaders and listen to those closest to the action.


A Win-Win...

We know our team members are our greatest competitive advantage, and our industry-leading retention rates confirm we have created a compelling employment proposition. But we know there is always room for improvement. So we will continue to work to do the right thing for our team members every day. Because we know that when our team members win, our guests win.

Sustainability

Sustainability Sustainability
Living Our Food Principles

Living Our Food Principles

Ensuring Food Safety & Quality

Ensuring Food Safety & Quality

Caring for Farm Animals

Caring for Farm Animals

Taking Action on Climate Risks

Taking Action on Climate Risks

Conserving Energy & Water

Conserving Energy & Water

Managing Waste

Managing Waste

Providing Pathways for Growth

Providing Pathways for Growth Providing Pathways for Growth Mobile

Growth Stories

The list of team members who have built successful careers with Darden after beginning in an entry-level role is long… really long. Helping others realize their potential and achieve their dreams is one of the things that makes the restaurant industry special, and we are proud to share just a few examples below. 

Fighting Hunger

Fighting Hunger Fighting Hunger

More than $18 million donated to Feeding America by the Darden Foundation since 2010

More than 140 million pounds of food donated through our Harvest program

Our Partnership with Feeding America

Our Partnership with Feeding America

Food insecurity impacts individuals in every community within the United States. Feeding America estimates that more than 34 million people may face hunger. This reinforces the importance of our 14-year partnership with Feeding America, during which we have donated $18.3 million to help fight hunger.

Mobile Food PantriesDarden Restaurants is working with Feeding America to enhance mobile food pantry programs in areas with higher levels of food insecurity. Together with our partner Penske Truck Leasing, Darden is helping provide mobile food pantries to local Feeding America food banks. So far, 45 Feeding America food banks have received a 26-foot refrigerated box truck to help increase access to nutritious food and address transportation needs.

Our Harvest Program

Our restaurants participate in our Harvest food donation program in partnership with Food Donation Connection to help fight hunger in their local community. Each day, team members collect wholesome, surplus food that was not served to guests and prepare it for weekly donation to food banks and other nonprofit partners. By harvesting excess nutritious food like pasta, steak, chicken, vegetables and soup, our restaurants provide an immediate impact in their community – rather than disposing of it.



What We Donate



Fighting Hunger in Our Hometown

Orlando has been our home since 1968, and food insecurity has risen to affect as many as one in eight of our neighbors in Central Florida. To help address hunger in our hometown, we support a number of local organizations that provide nutritious meals for those in need, including Second Harvest Food Bank of Central Florida, Coalition for the Homeless of Central Florida, Seniors First, and Meals on Wheels… Learn More