Our last three annual reports to shareholders have each featured one of
Darden's key strategic imperatives:
- Culinary and Beverage Excellence was highlighted in 2002, focusing
on our commitment to continually improve and innovate in this critically
important part of our business and redefine culinary and beverage excellence
in casual dining.
- Service and Hospitality Excellence was underscored in 2003, emphasizing
our fundamental recognition that the restaurant business is about
creating great experiences, in addition to great menu offerings. Our goal is
to establish and sustain the industry's very highest service and hospitality
standards as defined by casual dining guests.
- Leadership Excellence was the focus in 2004, as we made it clear that
achieving our ultimate goal – to be the best in casual dining now and for
generations – requires having leaders throughout the Company who inspire
in their teams a great passion and enthusiasm for people, restaurants
and dining.
This year, our 2005 Annual Report concludes this series with an examination
of a fourth strategic imperative, Brand Building Excellence – a look
at how we develop, build and sustain casual dining restaurant brands that
endure for generations.
Two strategic enablers – diversity excellence and process and technology
excellence – support these imperatives. And our entire strategic framework
rests on our core values: Integrity and Fairness, Respect and Caring, Diversity,
Always Learning/Always Teaching, Being of Service, Teamwork and Excellence.
To learn more about our strategies and values, we encourage you to visit
www.darden.com.
|
