We Have a Solid Foundation
Our business is built on a strong foundation, starting with our compelling core purpose: to nourish and delight everyone we serve. Last year, we highlighted Darden's core values, which have been forged over the 65-year heritage started by our late founder, Bill Darden. We value:

  • Integrity and fairness
  • Respect and caring
  • Diversity
  • Always learning / always teaching
  • Being "of service"
  • Teamwork
  • Excellence





    These values serve as a constant reminder of who we are as a company and help guide us in everything we do. In this time of increasing scrutiny of corporate governance and greater regulatory oversight, we believe it's more important than ever to be a company with strong core values and values-based leadership.

Our Strategic Framework Is Sound and Working
Our strategic framework has been in place for nearly five years and has helped us build a strong track record of success. The framework consists of three strategic imperatives: leadership development, service and hospitality excellence and culinary and beverage excellence. There are also three strategic enablers we believe can help us accelerate progress in each of the strategic imperatives: brand management excellence, diversity competency and technology-driven process improvement.
    Brand management excellence is key to achieving ongoing success in the casual dining industry. Strong expertise in this area is the key to better understanding our guests, our brands and our industry, and to developing future operating practices, menu offerings and marketing methodologies and initiatives that will propel our business throughout the next decade.
    Diversity excellence also continues to be a key area of focus at Darden. In fiscal 2003, we completed diversity training throughout the Company for all directors, which followed officer level initiatives in prior years. In fiscal 2004, we will begin building diversity skills at the general manager level as we continue building this strategic enabler and core value into a competitive advantage. An indication of our progress are the great strides Red Lobster and Olive Garden have made in developing effective marketing strategies for African-American and Hispanic/Latino consumers. And American industry is taking note. Fortune magazine recognized Darden as one of the "50 Best Companies for Minorities" for the third year in a row, and Diversity, Inc. magazine has named us one of the "Top 50 Companies for Diversity" for each of the two years it has tracked companies.
    Technology solutions can help us better leverage our infrastructure and evolve our restaurant support and in-restaurant processes so they are more effective and less costly. To better manage and prioritize the many technology-driven process improvement opportunities before us, in fiscal 2003 we established three cross-company process councils focused on human resources, culinary and beverage excellence and facilities care. Their task is to examine our businesses, looking to consolidate and streamline, eliminate duplication of effort and resources and effectively leverage our size and scale. We expect increased collaboration among all our businesses and functional disciplines, leading to better outcomes for Darden.
    We are as committed as ever to our strategic imperatives and key enablers, with an unrelenting focus on being brilliant with the basics in everything we do.