Eddie V’s Team Member Finds ‘All Doors Open’ at Darden
December 9, 2019
Alayzia Christopher has worked for three Darden brands in her five years with the company, and each time she grew more certain that she had found her true calling — and the best place to build her career.
Now a sales coordinator at Eddie V’s in Orlando, FL, after working at two Bahama Breeze locations in Florida and twice at The Capital Grille in Philadelphia, she said she’s always been impressed by Darden’s commitment to making its guests happy.
She began her foodservice career as a server with Bahama Breeze right out of high school in 2014. “My dad’s from the Virgin Islands, and my mom is Puerto Rican, so I’m very much an island baby. At Bahama Breeze I could get the best of both of my cultures in one meal. I always felt good there as a guest, so I decided to work there.”
A year later she moved to Philadelphia and worked as a host at The Capital Grille. “I wanted to refine my skills in a more luxurious, formal setting,” Alayzia said. “I loved the work, and being able to move from city to city made it easy to stay with Darden.”
She had planned to become a nurse but changed her mind. “I love helping people and lifting their spirits, but I can lift spirits in restaurants, too. I realized I didn’t have to be a nurse to make someone’s day.”
She couldn’t be happier at Eddie V’s, where she has thrived as a server since April 2018. “Everyone is so genuine and hospitable. We love people and our jobs and share a common goal — taking care of our guests.” A few weeks ago, she moved into a new role managing bookings for the private dining areas.
“Alayzia was the first person I hired,” said Thomas Costello, who became managing partner of the restaurant last March. “She has a radiant, energetic personality and has been influenced by the cultures of three Darden brands, which gives her unique insights. With continued development, she has the runway to make her aspirations a reality.”
Her career goals include becoming a sales manager for Eddie Vs, with the ultimate goal of working at Darden’s Restaurant Support Center in Orlando as an events planner. She is earning a degree in hospitality management.
On the side, Alayzia works as a model with the Wilhelmina agency. Recent gigs have included Target clothing ads and an appearance in “Teen Vogue” magazine. Her managers are flexible with her schedule so she can attend photo shoots. “They support me in all my endeavors,” she said.
For Alayzia, there’s no turning back, only opportunities ahead. “Your career is what you want it to be at Darden. All the doors are open. It doesn’t matter who you are, where you come from, where you’ve been. All that matters is where you’re going. If you put in the work, you can go anywhere you want with Darden.”
Retired Capital Grille Server Misses Job So Much He Returns
December 04, 2019
Server Marcos Gonzalez was retired from The Capital Grille restaurant in Miami for five months. He had spent 30 years with Darden, starting with Red Lobster back in the day, but he grew bored and missed the job, his team and his guests — so he retired from retirement.
“It was very different than I expected,” Marcos said. “The great thing is I could go back to the job I loved and still enjoy the life I had when I was retired. I can take a week off here and there if I want to. With that flexibility, I’d be a fool to not take advantage of everything.”
Marcos, who has worked at the Miami restaurant for 21 years, said team members would call every night during his retirement to tell him about guests who had wanted to say hello and couldn’t believe he was gone. “I missed those connections,” he said. “I have their phone numbers, but that’s not the same thing as seeing the guests and their families in the restaurant and taking care of them.”
So he called Managing Partner Gabriel Valle and asked if he could return. “He told me a party had asked for me for the next night,” Marcos said. “He said, ‘You want to start tomorrow night?’ That was his response. I was blown away by that!”
Marcos said his restaurant is an “oiled machine that’s efficient from the management team to the dishwashers, bussers and kitchen staff. The team has a strong connection, and that’s thanks to good managers. Gabriel is like a brother to me.”
The affection is mutual. “Marcos is cherished by guests for his attention to detail,” Gabriel said. “He’s a master of conducting a special evening such as a birthday or anniversary and is equally adept at orchestrating a private function for 75 or more people. While many of his guests love the ambiance and food at The Capital Grille, his warmth, charm and true caring for their needs is what brings them back year after year.”
Marcos considers Capital Grille Senior Vice President Ron Adelman part of his family, too. Ron, who was managing partner of the Miami restaurant from 1998 to 2004, hired Marcos. “Ron calls me every year on my birthday," Marcos said. "That means a lot to me.”
“From the beginning, Marcos had the heart of a server,” Ron said, “and he was a huge part of the success of the Capital Grille in Miami. He always made a personal connection with my wife and children when they were in the restaurant, and he played an important role in my success as a young leader trying to grow a successful restaurant.”
Although he loves his job, Marcos said that if he could spend one day in any career, he would be an astronaut. He’s already a recreational pilot. "I would love to look at the Earth from outer space and see how peaceful, beautiful and tranquil it appears. I would love to have a different perspective of our planet.” But for now, he intends to keep his feet on the ground.
“I’m just going to enjoy myself, be there with my guests, support them and smile when they come in,” he said. “That’s what I want. The Capital Grille has always been there for me, and I’m always there for them.”
LongHorn Team Member Gives Back in National Guard
November 11, 2019
Micheline Dieujuste-Antoine, a team member at the LongHorn Steakhouse restaurant in Warner Robins, GA, does more than serve guests — she serves her country in the Army National Guard.
She reports quarterly for two weeks of service, which consists of field training and drills, as well as additional missions such as providing hurricane relief after Hurricane Michael in 2018. Micheline, who goes by the name Shy, delivered food, water and tarps to storm victims in South Georgia as part of her transportation unit.
“Military service is important because it gives you a chance to give back to something more important than yourself,” she said. “When people think of the military, they picture soldiers in Afghanistan, kicking in doors, but we’re also the ones who bring people what they need to survive after they have lost everything in disasters. Our work teaches us to value what we have.”
When Shy joined the Army in 2013, she was the first member of her large family of Haitian heritage to do so. Her mother and siblings worried about her safety at first but have been supportive.
LongHorn Steakhouse, too, has been supportive of her military service. She joined the brand in 2018, working first at the Macon location, and would like to become a manager someday. For now, she’s grateful for her flexible schedule because the Army has to give only 72 hours notice before ordering her to report for duty. “My managers understand that my military schedule is subject to change,” Shy said. “They will say: ‘Let us know when you’re back, and we’ll put you on the schedule.’ ”
“We were lucky to have Shy join our team because she makes us all better,” said Managing Partner Carly Bateman. “She's guest-focused, a team player and is always there when it counts. Although I know this was her character before she joined the National Guard, I have no doubt these qualities are also instilled by the armed forces. In Warner Robins, we work side by side with and for military personnel, veterans, their spouses and their families every day, and in our restaurant especially, we're grateful for the opportunity to do so.”
Shy said foodservice also offers lessons. “You meet all types of people and learn to be more understanding. Sometimes you’re trying to keep track of a hundred different things, but it’s never boring. You never know what’s going to happen, but everyone from the managers to the dishwashers to the line cooks forms a supportive net.”
Two guests who visited a few weeks ago made a strong impression, she said. The man was suffering from cancer, and a neighbor had given the couple a LongHorn gift card. “They were so happy to be here that at the end of the meal they were crying with joy,” Shy recalled. “They so badly needed that positive experience we gave them.
“In both the military and foodservice, you are sometimes unaware of how little things can add up and become big things that really affect someone.”
I’m Out and Proud to Be Myself, Olive Garden Manager Says
November 4, 2019 by Gilbert Lucero
“Be yourself. Everyone else is already taken.”
— Oscar Wilde
I’m a gay man who feels comfortable bringing my true self to work at the Olive Garden restaurant in Tracy, CA, where I’m a culinary manager. But not everyone feels so free.
I heard a lot about that at the 2019 Out & Equal Workplace Summit in Washington, DC. Darden chose me to attend along with 16 other LGBTQ+ and ally team members from the company, and I was honored because Darden’s strong culture of diversity and inclusion is close to my heart.
When conference participants spoke about their difficulties coming out in the workplace, I thought back to my first day with Olive Garden in 2015 — I felt comfortable being my authentic self and did not have to hide who I was, then or now.
I attended several conference workshops about how to embrace your true self and how to create a strong culture and inclusive communication at work. When a panel of employees discussed how their organization supported them, it reminded me of Darden’s Pride Alliance and the culture of acceptance in all our restaurants.
I also learned that some employers don’t know how to support their LGBTQ+ team members. Darden, though, is ahead of the game. The company lives by its core values, cares about its team members and makes sure they feel supported.
I believe everyone should be their true self. If you wear a mask, you will not be working at your full capacity. Don’t be afraid to take off the mask and be yourself! You are great the way you are!
Raven Maree Goes the Whole Nine Yards for Yard House
February 10, 2017
When Raven Maree won a speech contest in the sixth grade about Black History Month, it was a pivotal moment. She began to find the powerful voice she now uses to direct and guide about 300 team members and managers at Yard House restaurants in Florida and Georgia.
As a director of operations, Raven gained a larger platform for indulging in “my favorite thing, which is recognizing untapped potential and persuading team members that they can excel in the restaurant industry. Sometimes people don’t realize what’s right there in front of them.”
Growing up, Raven did not always see what was right in front of her – but her mother did and thought Raven was destined for a foodservice career. “My mother reminds me that I always loved to serve people,” she said. The middle child of 13 siblings, Raven would get up on Saturday mornings, set the table and arrange the house like a restaurant.
Her large, blended family in Los Angeles provided lots of practice. “We were a small village,” Raven said. “My parents opened up their home to neighbors and cousins and aunts and uncles and whoever needed a bed or a sofa. We were a party house, and my parents loved to entertain.”
Her dad worked as a butcher and, with his brother, owned three markets in some of the toughest neighborhoods in Los Angeles. There was much work to do at home, too. “My older siblings helped raise the middle kids, and the middle kids helped raise the younger ones.”
That upbringing helped Raven form her positive attitude and strong work ethic. “My parents instilled in us the drive to be successful and helped us understand that we will face obstacles because of the color of our skin. That’s just the hard truth. But those obstacles can be overcome.”
She began her restaurant career as a server at the Yard House restaurant in Chino Hills, CA, while she earned a criminal justice degree. As she prepared to join the California Highway Patrol, a hiring freeze put the brakes on her law-enforcement aspirations. Her general manager, David Fought, told her he saw potential in her and encouraged her to work toward a restaurant management career.
Now general manager at the Yard House restaurant in Addison, TX, David said he knew Raven was capable of great things. “She connects easily with others and has a smile and energy about her that others gravitate toward. I knew she would blossom into someone others would look up to. She has a gift for helping team members better themselves, and it comes through as she inspires, coaches and supports others.”
Raven immediately set out to prove David right. She learned the ropes at numerous Yard House locations, including several in Florida, and opened new restaurants in West Nyack and Yonkers, NY. In 2016, as general manager in Orlando, she won Darden’s top honor, Diamond Club, for her commitment to delivering superior guest experiences. At the awards event, she was also recognized as GM of the Year from among all Yard House, Eddie V’s, Bahama Breeze, The Capital Grille and Seasons 52 restaurants.
When she won the Diamond Club distinction, one of her older sisters said something that took her by surprise, that Raven “had become a great role model for young women, especially young African-American women, who might think they can’t do the job.”
“I’ve always mentored people without really thinking about their color,” she said, but her sister’s remark, along with Raven’s attendance at a minority leadership conference, persuaded her to take more seriously her responsibility to the African-American community, partly by sharing her own path to success.
She praised Yard House’s commitment to diversity, saying, “We’re more vocal about it now,” partly because Darden includes inclusion and diversity in its mission and in management training.
“When I mentor African-American men and women, I tell them to take extra care with how they present themselves to others,” Raven said, “so they can carry to future leaders the message that we are just as qualified because of the work we do.”
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Effective Date: May 20, 2024
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1000 Darden Center Drive
Orlando FL 32837
The Notice shall describe the nature and basis of the claim or disputes and the specific relief sought. The parties agree to discuss and cooperate in good faith to resolve the dispute for a minimum resolution period of thirty (30) days (the “Resolution Period”) after Company’s receipt of the Notice. We realize that there may be rare cases where we may not be able to resolve an issue to a customer's satisfaction. If after using good faith efforts, you and we cannot reach an agreement to resolve the claim within the Resolution Period, you or we may commence arbitration.
All arbitrations required by these Terms will be conducted under the applicable Arbitration rules (e.g., Commercial or Consumer Arbitration Rules, whichever is applicable or more applicable) of the American Arbitration Association (AAA), including the Mass Arbitration Supplementary Rules to the extent applicable. Additional information regarding the AAA, its procedures, rules, and filing fees can be found at www.adr.org. The arbitrator's award is binding and may be entered in any court of competent jurisdiction. To the fullest extent permitted by applicable law, no arbitration brought under, or with respect to, claims is to be joined to an arbitration involving any other party subject to these Terms whether through class arbitration proceedings or otherwise. Unless permitted by the applicable rules and Company and You agree otherwise, the arbitrator may not consolidate more than one person's claims, and may not otherwise preside over any form of a representative, private attorney general or class proceeding.
The filing fee(s) for the arbitration shall be paid and allocated in accordance with the current AAA rules, including the Mass Arbitration Supplementary Rules to the extent applicable. Either party may request a Process Arbitrator with respect to the dispute(s) and claim(s). Company agrees to pay all Initiation Fees, Per Case Fees, and other filing fees that it is legally or contractually required to pay. Unless provided for otherwise by the applicable law or rules, or the arbitrator, Company will pay its and you will pay your, lawyers', experts', and witness fees, expenses, and costs with respect to all claims.
YOU AND COMPANY AGREE THAT EACH MAY BRING CLAIMS AGAINST THE OTHER ONLY IN YOUR OR ITS INDIVIDUAL CAPACITY, AND NOT AS A PLAINTIFF OR CLASS MEMBER IN ANY PURPORTED CLASS OR REPRESENTATIVE PROCEEDING. To the extent permitted by law, you will not agree to act as a representative or a private attorney general, or in any other representative capacity, or participate as a member of a class of claimants in any lawsuit against Company in any court, or in arbitration, with respect to any program claims. Further, unless both you and Company agree otherwise, the arbitrator may not consolidate more than one person's claims with your claims, and may not otherwise preside over any form of a representative or class proceeding. This section (confidential arbitration) will survive the termination of the relationship between you and Company.
If this agreement to arbitration and waiver of class action is found to be unenforceable, then (a) the entirety of this arbitration provision shall be null and void, but the remaining provisions of these Terms shall remain in full force and effect; and (b) exclusive jurisdiction and venue for any claims will be in state or federal courts located in and for Orange County, Florida.
NOTWITHSTANDING ANYTHING TO THE CONTRARY IN THESE TERMS, UNDER NO CIRCUMSTANCES IS COMPANY LIABLE FOR ANY INCIDENTAL, INDIRECT, SPECIAL, PUNITIVE, EXEMPLARY, OR CONSEQUENTIAL DAMAGES.
CHANGES TO THESE TERMS OF USE:
Darden reserves the right in its sole discretion to change, modify, add or remove any portion of these Terms, in whole or in part, at any time, by posting revised terms on the relevant Sites. There is no duty on Darden to send you additional methods of notice of changes. It is your responsibility to check periodically for any changes we make to the Terms. Your continued use of the Sites after that point signifies that you accept the changes.
ENTIRE AGREEMENT AND ADMISSIBILITY:
This agreement and any policies or operating rules posted on the Sites constitute the entire agreement and understanding between you and Darden with respect to the subject matter thereof and supersede all prior or contemporaneous communications and proposals, whether oral or written, between the parties with respect to such subject matter. A printed version of these Terms of Use shall be admissible in judicial or administrative proceedings based on or relating to use of the Sites to the same extent and subject to the same conditions as other business documents and records originally generated and maintained in printed form.
SEVERABILITY:
If any provision of this agreement is unlawful, void or unenforceable, the remaining provisions of the agreement will remain in place.
HOW TO CONTACT US:
If you have any questions or comments about these Terms or the Sites, please contact us by emailing us at: iplaw@darden.com
© 2024 Darden Concepts, Inc.
Investing in Our Team Members
March 25, 2021 by Gene Lee, Chairman & CEO
It is hard to believe that it has been a year since the COVID-19 pandemic began to significantly impact our business. The strategy we developed six years ago — focused on executing our Back-to-Basics operating philosophy and strengthening our four competitive advantages — has provided a strong foundation to help us navigate this period of unprecedented change and uncertainty. During this time, our results-oriented culture has played an outsized role in helping ensure not only our survival, but our ability to emerge stronger. And that is why we have continued to invest in supporting you this past year.
Investing In Our Greatest Competitive Advantage
We know our team members are our greatest competitive advantage. Since March 2020, we have invested more than $200 million in programs benefiting team members such as Paid Sick Leave, COVID-19 Emergency Pay, $10/day additional pay to help cover transportation and other costs, as well as covering benefits deductions for team members who were furloughed when dining rooms were closed. These investments also include our recent decision to provide up to four hours of paid time off (PTO) to receive the COVID-19 vaccine.
Today, I am proud to announce two new hourly restaurant team member investments. First, we are investing approximately $17 million to provide a one-time bonus for nearly 90,000 hourly restaurant team members in recognition of your hard work and dedication. Eligible team members must have worked a minimum of 130 hours during the third quarter (Nov. 30, 2020-Feb. 28, 2021) and bonus amounts will range from $100-$300 depending on average weekly hours over the 13-week period. The payout details are below, and the bonus will be paid on April 2.
| Hourly Restaurant Team Member One-Time Bonus Pay | |
|---|---|
| Average Weekly Hours | Bonus Amount |
| 10-19 hours | $100 |
| 20-29 hours | $200 |
| 30+ hours | $300 |
Second, continuing to attract and retain the best talent in the industry will be critical to our success. And while we are proud that, on average, our hourly restaurant team members earn more than $17 per hour today, I am excited to share that beginning Monday, March 29, every hourly restaurant team member will earn at least $10 per hour, which includes tip income. Additionally, we are committed to increasing this to $11 an hour in January 2022 and $12 an hour in January 2023.
These investments are the right thing to do to take care of our team members, and we will continue to look for ways to strengthen our industry-leading employment proposition.
Reaffirming Our Commitment to Inclusion & Diversity
I want to take this opportunity acknowledge the pain and anxiety our Asian American and Pacific Islander team members are experiencing. The animosity and violence targeting their community, including the tragic shootings in Atlanta last week, is wrong and unacceptable. There is no place for hatred in our society or at Darden.
I am proud that our company was founded on the belief that everyone is welcome in our restaurants. In the wake of racial injustice, we have shown that Darden is a place that includes everyone, supports everyone and protects everyone. We must continue to be an ally for each other. If we hold true to these values and are willing to learn and grow, we all can help create racial equality in this country starting within the walls of our restaurants and our support center.
Confidently Looking Ahead
Finally, while the pandemic is not over, I am encouraged by the pace of vaccinations we are seeing across the country, including team members who are taking advantage of our PTO offer to get vaccinated. Each week, access is becoming more widely available, and I encourage you to strongly consider getting vaccinated. The vaccine is a critical tool in helping end the pandemic and welcoming more guests and team members back into our restaurants.
As we continue to increase capacity, it is more important than ever to focus on the basics of running great restaurants. Ensuring we deliver great food and excellent service in a welcoming atmosphere will be key to our continued success and our ability to grow share.
After all we have been through, our winning strategy, combined with your resilience and passion, has allowed Darden and our brands to emerge stronger. On behalf of the management team, I thank you for your commitment to delivering exceptional guest experiences in our dining rooms and through curbside ToGo. You are the heart and soul of our company, and we are extremely grateful to you.
Our Commitment To You
May 14, 2021
Winning the Fight Against COVID-19
We continue to make progress in the fight against the COVID-19 pandemic. Nearly 60% of all adults in the United States have received at least one vaccine dose and approximately 45% are fully vaccinated. This has helped lead to a dramatic decrease in cases and, more importantly, hospitalizations and deaths — proving that the vaccines are safe and highly effective.
Just yesterday, the Centers for Disease Control and Prevention (CDC) updated its guidance to say that anyone who is fully vaccinated can participate in indoor and outdoor activities without masks or physical distancing. As CDC Director Dr. Rochelle Walensky said, “If you are fully vaccinated, you are protected, and you can start doing the things that you stopped doing because of the pandemic.”
The leadership team is working to understand the best way to align our policies and procedures to reflect the new guidance from the CDC — both in our restaurants and at the support center. Additionally, our Government Relations, Legal and Total Quality teams will determine if and how this new CDC guidance will influence current state and local regulations. The rules and regulations that have been in place for over a year are evolving very quickly — at every level of government. We expect to have an update to our COVID-19 policies and commitments early next week and will communicate those changes as soon as they are final.
While this is certainly encouraging news, we have not defeated the virus yet. Dr. Walensky also stressed that unvaccinated people remain at risk. That is why I strongly encourage anyone who has not yet been vaccinated to do so. The vaccine is the most effective way for you to protect yourself and for us to continue to create a safe environment for our guests and team members, and end this pandemic.
We will give you the support and flexibility you need to schedule your appointments. Our hourly restaurant team members can take advantage of our COVID-19 Vaccine Pay — even if the appointment does not conflict with your work schedule. The CDC has launched a Vaccine Finder to help you find the closest available appointment, and additional information and resources are also available on the CDC COVID-19 Vaccine website.
I am grateful to be fully vaccinated, and I hope you will join me so that we can fully prevail in the fight against this virus and finally return to a sense of normalcy.
March 25, 2021
An Update On Our Business
This morning we released our third quarter earnings for Fiscal 2021.
It is hard to believe that it has been a year since the COVID-19 pandemic began to significantly impact our business. The strategy we developed six years ago — focused on executing our Back-to-Basics operating philosophy and strengthening our four competitive advantages — has provided a strong foundation to help us navigate this period of unprecedented change and uncertainty. During this time, our results-oriented culture has played an outsized role in helping ensure not only our survival, but our ability to emerge stronger. And that is why we have continued to invest in supporting you this past year.
Investing In Our Greatest Competitive Advantage
We know our team members are our greatest competitive advantage. Since March 2020, we have invested more than $200 million in programs benefiting team members such as Paid Sick Leave, COVID-19 Emergency Pay, $10/day additional pay to help cover transportation and other costs, as well as covering benefits deductions for team members who were furloughed when dining rooms were closed. These investments also include our recent decision to provide up to four hours of paid time off (PTO) to receive the COVID-19 vaccine.
Today, I am proud to announce two new hourly restaurant team member investments. First, we are investing approximately $17 million to provide a one-time bonus for nearly 90,000 hourly restaurant team members in recognition of your hard work and dedication. Eligible team members must have worked a minimum of 130 hours during the third quarter (Nov. 30, 2020-Feb. 28, 2021) and bonus amounts will range from $100-$300 depending on average weekly hours over the 13-week period.
Second, continuing to attract and retain the best talent in the industry will be critical to our success. And while we are proud that, on average, our hourly restaurant team members earn more than $17 per hour today, I am excited to share that beginning Monday, March 29, every hourly restaurant team member will earn at least $10 per hour, which includes tip income. Additionally, we are committed to increasing this to $11 an hour in January 2022 and $12 an hour in January 2023.
These investments are the right thing to do to take care of our team members, and we will continue to look for ways to strengthen our industry-leading employment proposition.
Reaffirming Our Commitment to Inclusion & Diversity
I want to take this opportunity acknowledge the pain and anxiety our Asian American and Pacific Islander team members are experiencing. The animosity and violence targeting their community, including the tragic shootings in Atlanta last week, is wrong and unacceptable. There is no place for hatred in our society or at Darden.
I am proud that our company was founded on the belief that everyone is welcome in our restaurants. In the wake of racial injustice, we have shown that Darden is a place that includes everyone, supports everyone and protects everyone. We must continue to be an ally for each other. If we hold true to these values and are willing to learn and grow, we all can help create racial equality in this country starting within the walls of our restaurants and our support center.
Confidently Looking Ahead
Finally, while the pandemic is not over, I am encouraged by the pace of vaccinations we are seeing across the country, including team members who are taking advantage of our PTO offer to get vaccinated. Each week, access is becoming more widely available, and I encourage you to strongly consider getting vaccinated. The vaccine is a critical tool in helping end the pandemic and welcoming more guests and team members back into our restaurants.
As we continue to increase capacity, it is more important than ever to focus on the basics of running great restaurants. Ensuring we deliver great food and excellent service in a welcoming atmosphere will be key to our continued success and our ability to grow share.
After all we have been through, our winning strategy, combined with your resilience and passion, has allowed Darden and our brands to emerge stronger. On behalf of the management team, I thank you for your commitment to delivering exceptional guest experiences in our dining rooms and through curbside ToGo. You are the heart and soul of our company, and we are extremely grateful to you.
January 26, 2021
COVID–19 Vaccine Update
Throughout the pandemic, we have remained committed to putting the health and safety of our team members and guests first. This is, and always will be, our top priority.
The COVID–19 vaccine will be a critical tool in helping end this pandemic, which will allow us to welcome more guests and team members back into our restaurants. We recognize getting vaccinated is a personal decision that you alone can make. While we will not require hourly team members to be vaccinated as a condition of employment, we strongly encourage you consider getting vaccinated.
To ensure that our team members who want the vaccine do not have to choose between earning income and getting vaccinated, we will provide all hourly restaurant team members up to four hours of paid time off for the purpose of receiving the COVID–19 vaccine. For our restaurant managers, we will ensure scheduling flexibility for those who choose to get vaccinated.
We continue to encourage you to access information from your local and state health departments concerning when vaccines will be available for frontline restaurant workers in your community.
Paid Time Off for COVID–19 Vaccine
We will provide a total of two hours of pay for each dose of the vaccine – up to four hours of total pay for complete vaccination.
- The pay rate will be based on the team member’s total earnings, including tips, over the most recent 13 weeks – with a maximum pay rate of $20.
- If a team member has not worked for the past 13 weeks, their hourly rate of pay will be based on their Primary job, but no less than their state or local minimum wage rate.
- Team members will simply need to provide proof of vaccination to their managers in order to receive their pay.
Information about the COVID–19 Vaccine
Keep in mind, the vaccination process will vary by state. While foodservice workers are prioritized as part of the next phase – 1c – there are no set dates for when that phase will begin. That is why it is important to stay informed through credible local news sources and your county or city health department websites for the most accurate and up to date information. We also recommend visiting the Centers for Disease Control and Prevention’s COVID–19 Vaccine website for more information about the vaccine.
Continue to Follow Our Safety Protocols
While the vaccine is a critical step toward ending the pandemic, we must continue to do what we know helps prevent the spread of COVID–19 – most importantly, wearing masks. We will also continue to follow all CDC–recommended safety protocols to ensure the health and safety of our team members and guests, as follows:
- Healthy Team Members | We will continue conducting daily temperature checks of every team member and exclude team members from work who have received a positive diagnosis and/or deemed to have been in close contact with a positive COVID–19 case. In addition, every team member is required to wear a mask.
- Clean Restaurants | We will continue disinfecting every table after each visit as well as deep cleaning our restaurants daily.
- Social Distancing | Our dining rooms will remain configured to create more space between tables.
- Frequent Handwashing | We also have hand sanitizers stationed in every restaurant.
Thank you for your ongoing commitment to the health and safety of our guests and each other.
December 18, 2020
An Update On Our Business
The change that we have faced this year has been unrelenting, and the pace of change has once again increased over the last several weeks. This morning we released our second quarter earnings for Fiscal 2020. Though we achieved solid results given the current environment, our results are still significantly underperforming where we were a year ago. Additionally, we are in the middle of a new surge of COVID-19 cases that is challenging our ability to operate many of our dining rooms.
With this change brings the reality that we are unable to offer even more of our restaurant team members the hours they would like and deserve. I am proud that we reintroduced our Emergency Pay Program to provide three weeks of emergency pay for team members furloughed when indoor dining rooms are reclosed. And though we are also supporting these valuable team members by helping them maintain their healthcare benefits, I recognize that these programs will not solve all the challenges they will face.
It has been reported that members of Congress are nearing agreement on another COVID-19 relief package that may include direct payments to taxpayers and expanded unemployment benefits. Given the progress made this week, I am hopeful that legislation that provides much needed relief to individuals and small businesses will become law in the next few days. When we know more, we will let you know how you and your family will be impacted.
As unrelenting as the change has been, the pace of innovation and strength of the human spirit has been relentless in providing hope for a better tomorrow. I am extremely encouraged by the progress scientists have made with the development and rollout of a vaccine. Similarly, I am encouraged by our unwavering ability to adapt as we continue to fortify our business. I remain optimistic about the future of Darden and the restaurant industry. Because of the great work you have done prior to and throughout the pandemic, I am confident that our guests will return with greater frequency to our restaurants when all our dining rooms open without any capacity restraints. It is from this position of strength that we are making the following announcements.
This morning we announced senior organizational changes that included the Board electing me to serve as Chairman in addition to my role as Chief Executive Officer. I am honored to serve in this capacity and look forward to continuing to work closely with our previous Chairman, Chuck Sonsteby, in his new role as Lead Independent Director.
Additionally, Rick Cardenas has been named President & Chief Operating Officer. Rick will have responsibility for all restaurant operations as well as Supply Chain, Development, Franchising & International and Consumer Insights. Finally, Raj Vennam has been named SVP, Chief Financial Officer. Raj will assume responsibility for accounting, corporate reporting, corporate tax and IT. Retaining his responsibilities from his most recent role as SVP, Treasurer, he will continue to be responsible for corporate finance, treasury, investor relations and business analytics. These organizational changes reflect our intention to provide Rick and Raj a diversity of experience while creating growth opportunities for them.
As we move forward into a new year, we continue to believe that our service extends beyond our restaurants and into the communities we serve. That is why I am proud to announce that the Darden Foundation recently provided grants to make a positive impact in communities of color. In our ongoing effort to fight hunger, the Darden Foundation donated $500,000 to Feeding America to help local food banks expand mobile food pantry programs. The level of food insecurity has grown because of the pandemic, and communities of color have been disproportionately impacted. This grant is in addition to the $2 million grant the Foundation provided to Feeding America earlier this year, and will help increase access to nutritious food for those who need it most.
Additionally, the Darden Foundation donated $500,000 to The Boys & Girls Clubs of America to develop training that will help youth of all ages better understand diversity and combat racial discrimination.
We are proud to partner with these organizations and support the important work they do. These programs bring to life our deeply held commitment to inclusion and diversity, and we look forward to sharing more information about them with you soon.
I will close my final business update of 2020 by expressing my heartfelt gratitude and admiration for everything you have done to take care of our guests and each other this year. In a holiday season that will feel like none other, I hope you enjoy spending time — even if it is virtual — with family and friends. Cheers to a new year that will be filled with promise and opportunity!
Happy holidays!
November 24, 2020
An Update On Our Business
This week traditionally begins the busiest time of year for our restaurants but like so many other moments during the last eight months, this too will look and feel different. State and local officials have begun to implement curfews, restrict capacity and, in some cases, close dining rooms again.
While we have been here before and understand how to operate our restaurants in an ever-changing environment, the reality of the situation is that, again, many of our hourly team members will not be scheduled for shifts during this holiday season. Therefore, we have decided to reintroduce our Emergency Pay Program and provide three weeks of emergency pay for team members furloughed from restaurants when indoor dining rooms are reclosed. The first week of wages will be paid on December 4th.
With news of two highly-effective vaccines close to final FDA approval, I am optimistic that we will soon return to a time where we can gather safely with family and friends. In the meantime, we will continue to deliver great experiences for our guests wherever they choose to enjoy our food. As long as we remain focused on that, I am confident that Darden will emerge stronger than ever.
Even though the Thanksgiving holiday will be different this year, it is still important to reflect on all there is for which to be thankful — and that starts with all of you. I remain extremely grateful to be part of this amazing team. Your focus, commitment and determination continues to inspire and humble me. Thank you for relentlessly serving your community by providing the comfort of an exceptional meal. Thank you for going to extraordinary lengths to take care of our guests and each other.
On behalf of the Executive Team, I wish you and your families a happy and healthy Thanksgiving.
September 24, 2020
An Update On Our Business
“How do you feel about the business?”
Whether I am dining in one of our restaurants, walking down Main Street at the Support Center or talking to other business leaders, I am continually asked this question. The answer has been complicated because of all the adversity we have faced over the past several months.
It has been a long and challenging journey for all of us. A year ago, we were planning for fiscal year 2021 with ambitious sales and growth targets. We were planning to open numerous new restaurants and provide new opportunities to thousands of our team members. Six months ago, our dining rooms were closed and we were forced to furlough our team members. Ninety days ago, our business had stabilized, and we were welcoming more of our guests and team members back into our dining rooms.
This morning, we issued our first quarter results and held an earnings call. Though we are still significantly underperforming compared to last year, we exceeded our earnings expectations for the quarter. This was largely driven by our laser focus on being brilliant with the basics and the work we have done to strengthen our business model.
Being Brilliant With the Basics
Running restaurants has never been more challenging, due in large part to added safety precautions and market-by-market capacity restrictions. No matter the challenges, we have risen to meet them as a team.
Our restaurant teams continue to keep our guests and team members safe. They are practicing our enhanced safety protocols and maintaining social distancing within our reconfigured dining rooms to create a safe, welcoming environment.
We also adapted to create great experiences for our guests — whether they dine in our dining rooms, outdoors on our patios or in their homes. Our streamlined menus and improved processes have allowed our restaurant teams to execute more consistently. The high level of flexibility, creativity and passion from these teams is driving a new level of performance that is reflected in our guest satisfaction metrics.
We are also continuing to invest in and implement technology that improves convenience for our guests. This includes providing multiple ways to order inside and outside the restaurant across our digital storefronts. Additionally, we are also deploying mobile solutions to make it easier for our guests to let us know when they have arrived to dine in or pick up a Curbside To Go order. Finally, we are also expanding mobile payment options.
Strengthening Our Business Model
In this environment, simply executing better is not enough, which is why we have also been focused on strengthening our business model. We made the strategic decision to adjust our cost structure in order to generate positive cash flows, while making the appropriate investments in our businesses. For example, our simplified menus are creating efficiencies in food waste and labor productivity. Additionally, due to capacity restrictions, we significantly reduced marketing and promotional spending along with other incentives we have historically used to drive sales. Finally, as you know, we have rightsized the structure of our teams to best support the business as it exists today.
The result of all these efforts can be seen in the fact that our earnings after taxes for the quarter was $37 million. The progress we have made gave us the confidence to repay the $270 million term loan we took out in April and reinstate a quarterly dividend. More importantly, this work creates a stronger foundation for us to build on as consumer trends improve and the economy normalizes.
Serving with Purpose
Even though we have been focused on running great restaurants and strengthening our business, I am incredibly proud that we continue to be a positive force in the communities we serve. We recognize that when communities thrive, businesses and individuals do too.
That is why each day, every one of our resturants is still giving back to those hit hardest in our communities by participating in our Harvest program, which donates wholesome, surplus food to local nonprofit partners. In fiscal 2020, the Darden Foundaton donated $2 million to Feeding America and our brands donated more than 6.3 million pounds of food, the equivalent of more than five million meals.
We are also commited to addressing issues affecting communities of color. That is why the Darden Foundation is working closely with long-term partners such as Feeding America and Boys & Girls Clubs of America to expand our outreach and impact in communities of color. We will provide more detail about our efforts after the Foundation Board meets in November.
Confidently Looking Forward
I am incredibly proud of what we have accomplished. We are succeeding thanks to your hard work and resilience. Every one of you have worked tirelessly to ensure we have the ability to grow and once again provide opportunities to our team members.
Because of you, today when I am asked … “How do you feel about the business?” … the answer is simple. I am confident because we continue to do things the right way.
We are living our values every day. Taking care of our guests and each other continues to be our number one priority. In the face of extreme complexity, we find ways to simplify. We remain disciplined — driving profitable sales and strengthening our business model. And we continue to make the right investments to ensure we will be stronger tomorrow than we are today.
We have the right strategy, the right brands and — most importantly — the right people. You continue to be our greatest competitive advantage. Thank you for your ongoing commitment to our guests, our shareholders and each other.
June 25, 2020
An Update On Our Business
This morning we held our fourth quarter earnings call. Rick and I were proud to share with the analyst and investor community all of the amazing work you have been doing during the past 14 weeks. We talked about the innovation, flexibility and passion our restaurant and support center teams have displayed in the face of unprecedented challenges and we told them that the commitment each of you have for the business, our guests and each other will enable each brand to emerge stronger than before and give Darden the opportunity to continue to grow.
We also shared that our business has stabilized. As our dining rooms have reopened, we have begun generating positive operating cash flow. We have approximately $750 million of cash on hand and access to our $750 million credit facility if we need it. Additionally, as of Monday, more than 90 percent of our dining rooms have reopened with at least limited capacity and more than 100,000 team members are working across Darden to deliver great guest experiences.
Unfortunately, not all of the news was positive. To say the fourth quarter was a difficult one is clearly an understatement. Darden lost $480 million during the quarter — total sales decreased 43 percent to $1.27 billion and same-restaurant sales decreased 47.7 percent. For fiscal 2020, total sales decreased 8.3 percent to $7.81 billion driven by negative same-restaurant sales of 11 percent. And though I expect business to consistently improve over the summer, we are still faced with an uncertain and challenging environment.
However, I remain optimistic.
We are part of a resilient industry. The full-service dining industry plays a vital role in our communities, and that was evident in how consumers relied on restaurants over the last several months — even in a ToGo-only environment. And while off premise will continue to play an important role as we recover, we know that consumers still want to enjoy an in-restaurant experience. In fact, going out to a restaurant with friends and family is the number one activity consumers say they look forward to doing as the economy opens back up — and we’ve seen that as our dining rooms reopen across the country.
As our vital industry continues to rebuild, there is tremendous opportunity to increase market share through increased on-premise demand and incremental off-premise sales. Those executing at the highest level are going to win, and we are well positioned to take advantage of the opportunity.
We have the right strategy. I am more convinced today than ever before that the strategy we developed five years ago — grounded in our back-to-basics operating philosophy, leveraging our four competitive advantages, and cultivating a portfolio of iconic brands — is still the right one today.
We have strong brands with loyal guests because we have been focused on earning their trust. Being brilliant with the basics by consistently delivering exceptional food, service and atmosphere has been our rallying cry, and will continue to be imperative going forward. And throughout this unprecedented time, we continue to benefit greatly from our four competitive advantages of Significant Scale, Extensive Data & Insights, Rigorous Strategic Planning and our Results-Oriented Culture.
As our guests return to our dining rooms, we must meet them with the exceptional service they have come to expect in a welcoming environment that they have missed, all while continuing to adhere to our health and safety procedures. It is more important than ever to double down on our back-to-basics operating philosophy and our four competitive advantages.
We have a winning culture. As you have heard me say many times, our people are our greatest competitive advantage. Having a strong culture has been part of our DNA since we were founded. Even as challenging as the last several months have been, we were able to keep the majority of our managers employed and stay connected with our furloughed hourly team members. This allowed us to bring our people back quickly and get our dining rooms opened safely — without any delays.
I am incredibly proud that our culture has strengthened during the most difficult period in our company’s history. This — above all else — is what gives me confidence in our future. So thank you to all of you — those currently working and those who remain on furlough. Your commitment has been truly inspiring. We still have a long road ahead, but I remain confident that we are well positioned to emerge from this stronger than before.
Finally, this morning we announced that Dave George will be retiring on August 2nd. Dave will celebrate his 65th birthday later this year and he and I have been discussing this transition for some time.
Dave has been successful in every one of his leadership positions in the restaurant industry. He had tremendous success leading three of Darden’s brands — The Capital Grille, LongHorn Steakhouse and Olive Garden. During his time as Chief Operating Officer, we have worked side by side leading this organization during successful and challenging moments. His positive approach and leadership style is legendary and permeates throughout the organization.
Throughout his career, Dave has built great teams and serves as a mentor to many operators and executives. I know many of you will want an opportunity to thank Dave for his leadership and friendship. There will be many opportunities to celebrate Dave and all he has contributed to the success of Darden — including at our 2021 GM/MP Leadership Conference. In the meantime, I know all of you will join me in congratulating Dave for an amazing career!
May 12, 2020
An Update On Our Business
Over the past five years, we have worked to strengthen our four competitive advantages of significant scale, extensive data and insights, rigorous strategic planning and a results-oriented culture. We have leveraged these advantages to consistently outperform our competition. And, during the last several weeks, we have continued to lean on them to help us navigate this unpredictable environment. During this time, it has become obvious that the cornerstone of our organization is our culture.
It was our culture that helped us regain our footing when our dining rooms were closed across the country and we needed to transition to a To Go only business. It was our culture that bonded us together as we worked to stabilize our business and reimagined what it meant to deliver exceptional guest experiences. It was our culture that made everyone more nimble, resilient and innovative as we discovered new ways to support each other and get through this, together.
And it is our strong culture that continues to guide us … as we welcome team members back into the restaurants … guests back into our dining rooms … and our support team back to the Restaurant Support Center.
This past weekend we provided our guests with the chance to celebrate Mother’s Day with the brands they know, love and miss. We saw incredibly high demand, which exceeded even our expectations. I am immensely grateful for our restaurant teams’ tireless efforts to fulfill the orders we received. We know that we did not consistently deliver the level of service our guests expect from us, and we are working hard to reach out to them and earn their trust back.
This week more of our dining rooms will open and we will continue to welcome guests back into our restaurants. I am pleased that we are able to return some hourly team members from furlough to support these phased openings. Early signs show that our loyal guests are grateful for the opportunity to dine-in with us, and they appreciate the added safety measures we have implemented. At the same time, our To Go business remains strong across all markets. I am grateful for everyone’s hard work and dedication to upholding the commitments we have made to keep our guests and each other healthy.
Throughout all we have been through, our support center team continued to play a critical role in our success. While stay-at-home orders were in effect, this team provided the same level of support while working remotely. Now that these orders have been lifted, we are prepared to safely and responsibly bring team members back into the RSC.
While we are seeing positive signs, and I remain optimistic about our business, we cannot lose sight of the fact that we continue to operate at a significant financial loss. This will continue to be the case as long as our dining rooms are operating at a limited capacity. Our resiliency will continue to be tested for weeks, months and beyond. However, coming back together — whether in our restaurants or at the support center — will only strengthen our resolve and our culture. And though the environment and circumstances in which we work will continue to evolve, the passion and pride of the people who make our culture a competitive advantage will never change.
Thank you for bringing our culture to life every day … and for making our restaurants and our support center a special place to work.
May 5, 2020
An Update On Our Business
In the face of tremendous uncertainty over the last several weeks, we have had to make significant changes to how we operate our business. However, no matter the challenge, we have successfully navigated this situation by staying true to a consistent approach.
We have been taking it day by day to ensure we are making the best decisions possible. We have kept the health and safety of our team members and guests our number one priority. We have remained committed to taking care of our team members, even as the decisions we have had to make became more difficult. And we have consistently upheld our commitment to our guests by providing exceptional dining experiences — even if those experiences take place in their dining rooms instead of ours.
Last week, we began to reopen our dining rooms and, as of today, more than 625 restaurants across 15 states are operating their dining rooms with limited capacity. This is an important first step as it gives us the opportunity to bring some furloughed team members back to work, while giving our guests the option to dine with us. Thank you to each of our team members who are working so hard to make this transition possible. As we navigate this next phase of our journey, we will continue to stay true to our approach.
We have a dedicated team of experts who are in close contact with state and local officials, and monitoring the latest information from the Centers for Disease Control & Prevention (CDC), to inform our decisions. We will continue to follow best practices as we uphold our exceptionally high standards. When our guests visit us, they can expect …
// Healthy Team Members | We are conducting daily temperature checks of every team member
// Clean Restaurants | We are disinfecting every table after each visit as well as deep cleaning our restaurants daily
// Social Distancing | Our dining rooms are reconfigured to create more space between tables
// Protective Equipment | Every team member is required to wear a mask
// Frequent Handwashing | We also have hand sanitizers stationed in every restaurant
While I am confident in the steps we are taking, the reality is that we cannot do it alone. We need our guests’ help. That is why we are asking them to …
// Plan Ahead with reservations and web-ahead seating where available
// Not Congregate in our lobbies or bars
// Give Fellow Guests Their Space — at least six feet
// Wear a Mask when not at their table
// Utilize Mobile Pay and table-top tablets where available
Together, we can keep each other healthy.
The journey to fully reopening our restaurants will be long. We do not know when we will be able to return to full dining rooms across the country, nor do we know what demand will ultimately be.
However, we do know that we have the right policies and procedures in place — we are ready to safely serve guests in our dining rooms once again. We will continue to actively monitor all new information from the CDC, and state and local officials, and will take the necessary steps to protect the health and safety of our team members and guests.
Thank you for your continued dedication to support the communities we serve.
April 21, 2020
An Update On Our Business
Over the last several weeks, we have had to reimagine what it means to deliver exceptional dining experiences. Our restaurant and support center teams have been working around the clock to ensure that we continue to live up to our commitment to our guests. And the results speak for themselves.
Financial Update
Yesterday we provided an update on our business, reporting that we have collectively tripled our To Go sales since we closed our dining rooms on March 20th. All of our brands have successfully grown their To Go business in this environment. Specifically, Olive Garden’s already strong off-premise sales have nearly tripled over the past two weeks, while LongHorn Steakhouse has quadrupled its To Go sales. All of our brand teams continue to work extremely hard to deliver exceptional To Go experiences to our guests. I am proud of their ability to adapt and their dedication to produce results that consistently outperform our expectations. It is an honor to lead this strong, resilient organization.
While I am encouraged by our sales momentum, the reality of our situation is that we are still operating at a significant cash loss. That is why we also announced an equity offering that will provide us additional cash. This action will help us successfully navigate this situation so we can get our team members back to work as our dining rooms reopen. It will also provide us with the necessary flexibility to strengthen our competitive advantages of scale, data and insights, strategic planning and results-oriented culture as we emerge from this situation.
Fighting Hunger in Our Communities
Beyond being open for guests when they need us most, we continue to play an important role in the communities we serve. During this difficult time for so many, I am proud that all of our open restaurants are still able to participate in our Harvest program — harvesting surplus, wholesome food from our restaurant kitchens and donating it to local nonprofit partners, including food banks and shelters. Additionally, last week the Darden Foundation made a $2 million donation to support Feeding America and its member food banks across all 50 states. For every dollar donated, Feeding America can supply 10 meals to people in need — meaning our financial support helped donate 20 million meals.
Safely Reopening Our Restaurants
Finally, as we prepare for government and public health officials to gradually allow businesses to reopen, we are also focusing our attention on reimagining our in-restaurant dining experiences. Our brand leaders are creating innovative and thorough plans to ensure we are ready to safely welcome our guests back into our dining rooms when they open once again. The tenets of the plans are anchored in our ongoing commitment to protect our team members and guests, and we will provide more details as we get closer to reopening.
The fight is far from over, but as each day passes, I am more confident in our ability to come through this stronger. Though when we do, things will be different. Our dining rooms will look different. Some processes will be different. Our menus may even be different. However, the core of our company will not change.
We will remain dedicated to making every guest a loyal guest. Our competitive advantages will continue to set us apart from everyone else. And, most importantly, our greatest competitive edge will continue to be you. Thank you for your hard work, patience and support as we navigate through a world that is very different from what we have known. We will emerge stronger — together
April 7, 2020
An Update On Our Business
The last three weeks have been difficult – for our guests, our communities and our families. Our business has changed in ways we never imagined. While we have fought to find a new normal, we cannot ignore the fact that how we serve our guests will be different for longer than we had hoped.
Our brand teams have worked incredibly hard to transition our full-service business to a ToGo and delivery operation. As I said last week, the ingenuity and entrepreneurship has been inspiring to see.
As we continue to evolve, we are taking steps to ensure team members who are working in our restaurants today have what they need to protect themselves and take care of their family. That is why, in addition to the gloves we already provide, we will begin providing masks for team members to wear during their shift. We have also taken steps to procure thermometers that will allow us to take the temperature of team members as they report to work — we expect these to begin arriving in restaurants within the month. Finally, all hourly team members who are still working in our restaurants will receive an extra $10 per day to help cover unexpected costs, such as transportation and child care, incurred as a result of the current situation.
Last week, we also announced that our hourly restaurant team members who were no longer scheduled because our dining rooms are closed would be furloughed until further notice. I know how disruptive and unsettling that news was to so many of our valued team members, but it was a necessary decision to ensure that Darden is able to withstand this crisis.
With our restaurants operating with limited staff and at limited capacity, how we support them must change as well. After many conversations with the executive team, we have decided that beginning Monday, April 13th, some of our team members at the Restaurant Support Center will also be furloughed. These team members will remain active employees and retain their medical benefits, while earning 100 percent of their regular pay for the first week and 50 percent for the next three weeks of their furlough.
At the same time, all remaining RSC team members and senior operations leaders will be taking a pay reduction. Senior executives will be taking a 50 percent reduction as I continue to forego my salary until we are successfully on the other side of this. Brand and functional leaders will speak individually with every impacted team member today to share exactly what this means for them.
While it pains me to make this decision today, I am doing so with every intention of getting you back to work when this is over. In fact, as we grow our off-premise business, we will bring people back to support the increased demand. Darden is in a position to weather this storm. It requires sacrifice from each and every one of us, but it is this shared sacrifice that will make us stronger.
Darden was a pioneer in the restaurant industry. And as the leader in full-service dining with 190,000 team members working across 1,800 restaurants, we have built a winning team. Winning teams are resilient – they rise in the face of adversity. Let me be clear, I am confident in our tomorrow. We are too strong to break … too good to lose … together, we will win again.
March 30, 2020
An Update On Our Business
I am so proud of how all of our restaurant and support center teams have rallied over the past week. It has been remarkable and inspiring to see the innovation, entrepreneurship and camaraderie during this time of uncertainty. While our operations continue to evolve and adapt, the executive team and I have been navigating this situation guided by our commitment to support our team members and our duty to ensure that Darden is able to withstand this crisis and successfully emerge on the other side.
And while I am heartened by the early success of our ToGo business, our restaurants are operating at a substantial economic loss every day. As our brands focus on expanding this business opportunity, the executive team and I continue to focus on preserving our cash. We are working diligently every day to remove all controllable costs out of the business, we have stopped hiring and we have significantly reduced our marketing spend.
The reality of this situation — with all of our dining rooms closed and sales significantly down — is that we do not have any shifts to give most of our hourly team members. And while this is disappointing, I want to provide you the answers to the questions that are important to you and your family.
Hourly team members who have not been scheduled while our dining rooms are closed, will be furloughed until further notice. If this is you, it is important to note that you will remain an active team member and you will receive Emergency Pay for three weeks, beginning this week. As an active team member, you will keep earning your tenure, which matters when it comes to anniversary pay and paid time off programs. Additionally, you will continue to have access to all of your benefits, including the Work/Life Assistance Program. For those who have chosen to participate in Darden’s major medical insurance plan, we will pay 100 percent of your weekly premium until you are asked back to work.
We are focused on ensuring that when we can safely reopen our dining rooms to our guests, we will be ready. At that time, we will need to staff our restaurants quickly. As a furloughed team member, we will need you to be ready to return to your restaurant within 24 hours of notice.
Finally, there has been a lot of media coverage of the legislative package (CARES Act) that was approved by Congress and signed by the President last week. I wanted to take a moment to explain to you what this may mean for you and your family.
First, the federal government will make direct payments to taxpayers. People who earn less than $75,000 a year will receive a check for $1,200 — $2,400 for married couples who earn less than $150,000 a year, filing jointly — and an additional $500 per child. Government leaders plan to get these checks into the hands of those who qualify by mid-April. If you have used direct deposit when you have filed your taxes, you will get your money faster than if the government needs to mail you a check.
The CARES Act also made significant, positive changes to the unemployment insurance program. The legislation extends unemployment insurance by 13 weeks and added a four month, $600 per week increase over current state benefits. Team members will be eligible for unemployment benefits while they are furloughed, and in some cases, while working reduced hours.
I know that for many of you this is uncharted waters and you have questions that are unique to your situation. That is why we have set up a hotline staffed with RSC team members who are available to help you get the answers you need to make the right decisions for your circumstances.
In moments like these, the resiliency of the Darden family is amazing. If we continue to work together and support each other, we will emerge from this crisis ready to serve.
March 23, 2020
An Update On Our Business
As you know, over the last week we had to close our dining rooms, which fundamentally changed our business. While this created uncertainty, confusion and complication, all of you responded the way I would expect from the leaders in full-service dining: With passion, poise and a standard of perfection.
I am incredibly proud of how we have managed the significant amount of change. Each one of our brands quickly pivoted to ToGo — coming up with creative offerings and adopting enhanced safety precautions to further protect our team members and guests, including providing no-contact curbside pickup. Our restaurant teams are redefining what it means to deliver exceptional ToGo experiences for our guests. The leadership team continues to react quickly, while our team at the Restaurant Support Center is narrowing their focus to help our restaurants navigate this new reality.
Collectively, we are keeping the spirit of Darden burning bright.
However, the reality of closing our dining rooms means that many of our hourly restaurant team members are not getting the hours they need. We remain committed to supporting all of you, which is why I am pleased to announce that we are extending our Emergency Pay Program, adding a third week of 50 percent pay for our hourly team members who cannot work during this time. In addition, we have increased payout percentage for our least-tenured team members.
We are also actively engaging with leaders in Washington as they craft legislation to help the country deal with this situation. Our goal is to help these leaders understand the uniqueness of our business so the solutions they create will support our workforce.
At the RSC, we are locked in to the needs of the business as it exists today. To that end, we have begun redeploying team members whose roles are temporarily disrupted to help drive our ToGo business across every one of our brands. While people’s workloads may look different, our ability to successfully adapt will not only strengthen our business, it will allow us to provide much needed dining options for the communities we serve.
Additionally, I am encouraging more team members at the RSC to work from home. Social distancing — a phrase that I heard for the first time only a couple weeks ago — remains critically important. As our restaurant teams have demonstrated, redefining how we work just takes commitment and flexibility. I am confident that our teams at the support center will easily adjust to remain engaged, aligned and committed to delivering exceptional support to our restaurants from the safety of their home.
As I wrote last week, there is nothing more comforting than sharing a meal around the table with the ones you love. Thank you for continuing to play an important role in bringing comfort to our guests. Serving people the food they crave to enjoy with the ones they love has always been the spirit of Darden. Together, we will keep it burning bright.
March 20, 2020
An Update On Our Business
We serve … we serve our guests … we serve our communities … we serve each other. No matter the challenges I’ve faced in my 42-year restaurant career, I’ve always found the right answer when I come back to the fundamental truth: Our entire industry is built on an unwavering commitment to serve.
This challenge is no different. Every day we face an evolving reality, and I ask myself, what does it mean to serve?
Today, that means closing all of our dining rooms that are permitted to remain open at the close of business today.
The health and safety of our guests and team members has always been our first priority. And while we have taken extraordinary measures to keep our restaurants safe, after thoughtful conversations with my executive team, government leaders and many of you, I believe the best way we serve today is by focusing completely on providing our guests the comfort of knowing a home-cooked meal is just a call or click away.
This decision will affect the ability for even more of our restaurant team members to get the hours they need and deserve. Though it will not be enough to make everyone whole, our Emergency Pay Program — specifically designed to support our dedicated, hourly team members — will begin next week.
The situation we are all facing demands that those who can serve, need to continue to do so. For us that means preparing warm, delicious and comforting food to feed the people in the communities we call home. Our supply chain is strong — we have been in discussion with all of our major suppliers, and they are confident that they can continue to supply our restaurants with safe, consistent goods to maintain service to our guests.
Each one of our brands have quickly pivoted to enhance their ToGo offering. Additionally, we are taking enhanced safety precautions to further protect our team members and guests, including providing no-contact and limited-contact curbside pickup.
Finally, the team at the Restaurant Support Center continues to pursue ways to preserve cash. We are determined to get through this so that someday soon, we can get our team members back to work as we welcome our loyal guests into our restaurants once again.
Thank you for your commitment to our guests and each other. And for being part of this industry that is essential to our communities. My confidence in our future is unwavering, even as the decisions I am faced with get more difficult.
March 19, 2020
An Update On Our Business
Last week I wrote that we will navigate this challenging situation together, one day at a time. And while every day we are hit with a new, sobering reality, we are still in this — together.
I want to start by reminding everyone that our first priority remains the health and safety of our guests and team members. Please be sure that you are taking the time to properly take care of yourself, your family and each other.
This past week, numerous state and local governments created mandates that are designed to protect the public through social distancing. These have dramatically impacted our ability to operate. As of this morning, nearly 80 percent of our restaurants have been closed, had their capacity restricted or have been ordered to only offer ToGo. This has had a direct impact on nearly 150,000 of our restaurant team members.
As we have been navigating this unprecedented situation, the executive team and I are making decisions guided by our commitment to support our team members and our duty to come through this stronger than we entered.
To support our hourly restaurant team members, we introduced Paid Sick Leave last week, and just yesterday, we rolled out an Emergency Pay Program for those impacted by COVID-19. While I am proud of the decisions we have made, I am heartbroken at the realization that this will not be enough as many of our team members are unexpectedly making less money today than they did last month.
In order for us to see this situation through and come back stronger, our focus must be on preserving our cash. To that end, we are deferring nearly all of our capital spending, including opening new restaurants. Additionally, we are securing more than $750 million from our credit facility to shore up our cash balance, resulting in $1 billion on our balance sheet. We also made the decision to suspend our quarterly cash dividend.
Finally, we are significantly reducing non-essential spending. While we have identified opportunities to preserve cash across every brand and department, we need the help and support of each and every member of the Darden family. As a start, effective this week, I am forgoing my salary until we are through this situation.
Even with all these actions, we still must face the reality of our business. We heavily rely on cash coming into our restaurants every day. Given our inability to fully operate our restaurants, we have a finite amount of time before our cash runs out. Even with $1 billion of cash on our balance sheet, this will be reduced significantly as we pay our suppliers for purchases we already made. Additionally, based on our sales today, we are operating with a significant cash loss. And if we face a complete shutdown, we will spend $40-$50 million a week. There is a limit to how long we can operate.
One concern you have likely faced in the last week is the security of your job. Though hours for our restaurant teams have been greatly reduced, we are not at a place today where I have to make these gut-wrenching decisions. However, while the executive team and I are doing everything we can to ensure I never have to, I may soon be faced with making decisions that affect your job. My promise to you is that should this measure need to be taken, it will be one of last resort, and only done to preserve Darden’s future.
I recognize that what I have written here is not enough. You have more questions, and you deserve more answers. But the reality is that there is still so much we do not know. So let me leave you with what I do know …
// There is nothing more comforting than sharing a meal around the table with the ones you love.
// There is no industry I would rather be in than one that serves others.
// Our communities need restaurants.
// Our guests are still craving our perfectly baked breadsticks, thick juicy steaks and homemade chicken tenders.
// Someday soon, our doors will reopen and pent-up demand will fill our dining rooms once again.
// We have the best team members in the world who live to delight our guests and serve our communities.
And finally, I know we will get through this — together.
March 13, 2020
Together, We Will See This Through
Every year, the senior leadership team participates in a thorough risk management process. One of the outcomes of that process is to develop comprehensive plans to deal with a crisis like COVID-19, so I am confident that we are well-prepared to handle the days and weeks ahead. That being said, this situation is evolving at unprecedented speed. I want to assure you that we have access to and are receiving the most up to date information available from health officials and government leaders as it relates to the COVID-19 virus.
We have established a cross-functional group of team members – led by Dave George and Sarah King – who are working together on the COVID-19 Task Force. They are ensuring that we are prepared for all possible scenarios so that we can respond appropriately. The brand presidents and functional leaders are in constant contact with each other and with me to discuss operational challenges and develop contingency plans. We meet as a team every day to discuss the state of our business, review any new information we have and make the best decisions for you and for our guests.
At the Restaurant Support Center, it is business as usual. Our goal is to continue to provide the best possible support we can. For individual team members who have compromised immune systems or underlying health conditions – either in the restaurants or the support center – we are committed to making the accommodations they need to stay healthy.
The most effective preventive measures are the same personal hygiene and sanitation practices we follow in our restaurants every day:
- Stay home when you show symptoms such as fever, cough or shortness of breath.
- Wash your hands often with soap and water for at least 20 seconds, especially after going to the bathroom; before eating; after touching common surfaces like door handles; and after blowing your nose, coughing, or sneezing.
- Cover your cough or sneeze with a tissue, or your sleeve. Dispose of the tissue and wash your hands.
- Avoid touching your eyes, nose and mouth.
- Clean and disinfect frequently touched objects and surfaces using a regular household cleaning spray or wipe.
It is important to keep in mind that Darden is well-positioned to manage through this uncertain time thanks to the power of our brand portfolio, the financial strength of our company, and most importantly, the resiliency of our people.
I want you to know how much I appreciate your commitment to our guests and each other. We will continue to keep you informed and we will navigate this challenging situation together, one day at a time.
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Darden Restaurants Inc.
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Orlando, FL 32837
Frequently Asked Questions
If you are visiting this help page, you may have received a text message from one of Darden Brands. This help page provides information on how to opt-out of receiving future text messages. For any questions not answered on this help page, please contact the Darden Guest Relations directly.
Participation is based on user opt-in. At any time from your mobile device you can reply 'STOP' to Cancel all future message deliveries.
Pricing for SMS message delivery to your mobile device is based on your text message plan with your wireless carrier. This is reaffirmed in the following language which is included with opt-in confirmation messages delivered in the US; ‘Msg&Data Rates May Apply'.
The frequency of SMS notifications is directly related to notification events setup and confirmed for your account.
What is SMS?
SMS is an acronym for Short Message Service. It is a worldwide standard for communicating textually between cellular phones.
Is there a difference between email and text messaging?
Nearly every cellular phone in use in the United States (and the world) can receive text messages. Most wireless carriers include text messaging in their standard plans.
What is a short code?
A Short Code is similar to the address (URL) of a website. It is a unique location to send messages to, that all cellular carriers are aware of. You combine a Short Code with a Keyword to form a call-to-action address. An example would be: 'Text KEYWORD to SHORTCODE to join our VIP invite list.'
What is a Keyword?
A Keyword is a short word (which may include numbers) that customers send a text message to, in order to join your list. An example would be: 'Text KEYWORD to SHORTCODE to join our text messaging list.'
What does it mean to Opt-In?
To Opt-In is to join a list. This can be done by sending a text message containing your KEYWORD to our SHORTCODE, or by entering your phone number into a web-based form. This action signifies that a customer has asked you to send them a message.
What does it mean to Opt-Out?
A subscriber Opts Out when they quit your list. Users can do this quickly and simply by replying to any text message you send them with the word STOP.
How do I stop SMS messages from being sent to my phone?
There are several ways to stop SMS notification deliveries from reaching a user’s phone. The easiest way is to reply ‘STOP’ to the brand shortcode:
Olive Garden: 29002
LongHorn Steakhouse: 47455 (GRILL)
Cheddar’s Scratch Kitchen: 79922
Yard House: 37238 (DRAFT)
Bahama Breeze: 273393 (BREEZE)
What mobile carriers are supported for SMS deliveries (from Darden) in the US?
The following carriers in the US are supported: ATT, Sprint, T-Mobile, Boost, Cricket, Virgin, Verizon Wireless and US Cell.
Is there any cost associated with receiving SMS messages?
Pricing for SMS message delivery to mobile devices is based on your text message plan with your wireless carrier. This is reaffirmed in the following language which is included with SMS subscription confirmation messages and Help messages sent from Darden: “Msg&Data Rates May Apply”.
Does Darden currently support notification delivery to international phone numbers?
Currently Darden SNS will only accept US phone numbers as valid subscription end-points.