Darden Restaurant’s Team Member Handbook Page 0
May 2013
LONGHORN
Team Member Handbook
May 2013
Darden Restaurant’s Team Member Handbook Page 1
May 2013
Important Telephone Numbers
Employee Relations Open Door – 1-800-932-2558
Total Rewards Department – 1-888-374-3343
Dispute Resolution Department (DRP) 1-800-817-3171
To call Restaurant Support Center extensions in Orlando, Florida dial
the direct number beginning with the area code and prefix:
1-407-245-xxxx.
**NOTHING IN THIS BOOKLET IN ANY WAY CREATES AN EXPRESS OR
IMPLIED CONTRACT OF EMPLOYMENT. EMPLOYMENT EXISTS ONLY
ON AN AT-WILL BASIS. ANY VERBAL STATEMENTS, PROMISES, OR
ASSURANCES THAT ARE INCONSISTENT WITH THE TERMS OF THIS
HANDBOOK DO NOT CREATE A CONTRACT OF EMPLOYMENT
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Fill in the Information Below
For Your Reference
My Restaurant Management Team
General Manager/Managing Partner:
Restaurant Manager, Culinary / Managing Chef / Executive Chef:
Restaurant Manager, Staffing & Training:
Restaurant Manager, Service:
Director of Operations:
My Restaurant Hours:
My Restaurant Telephone Number:
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Important Information
About This Handbook
This handbook briefly summarizes the policies and procedures of the
family of Darden Restaurants (the “Company”), as well as the benefits
provided by the Company. This handbook is for information and
guideline purposes only.
Whether you are called a “team member,” “crew member,” or any
other term in your particular restaurant you are an employee with the
Darden family of restaurants. Therefore, we will use the term
“employee” throughout this handbook to refer to you and your co-
workers. The goal of this handbook is to present policies and
procedures that apply to all of Darden’s restaurants. There may be
some concept-specific policies that only apply to a particular concept.
The policies, procedures and benefits in this handbook are effective
until changed, suspended or terminated at any time at the sole
discretion of the Company. This handbook highlights some features of
our benefits program. All benefits are controlled by the details of the
plan document, as outlined.
No manager or representative of the Company, other than a Company
President or the Chief Executive Officer, by written agreement, has
any authority to enter into any agreement with you for employment
for any specified period of time or to make promises or commitments
contrary to the foregoing.
This handbook is used throughout the United States, and state laws
may vary. If there is any conflict between a policy and the applicable
state law, the state law will be followed.
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Table of Contents
Important Telephone Numbers ................................................................ 1
Restaurant Information ............................................................................ 2
Important Information About This Handbook .......................................... 3
Welcome to LongHorn Steakhouse .......................................................... 7
The History of Darden Restaurants ........................................................... 8
Darden’s Core Values .............................................................................. 13
LongHorn Steakhouse Mission & Core Values ........................................ 15
Our Commitment to Our Employees ...................................................... 16
Employee Guidelines .............................................................................. 18
Non-Discrimination Policy .................................................................................................. 18
Reporting Discrimination ................................................................................................... 18
Our Commitment to an Effective Non-Discrimination Policy ............................................. 19
Sexual and Other Unlawful Harassment............................................................................. 19
Reporting Harassment ....................................................................................................... 20
Our Commitment to an Effective Non-Harassment Policy ................................................. 20
Addressing Workplace Issues: The Open Door and DRP ................................................... 21
Discipline Policy .................................................................................................................. 21
Equal Treatment of Guests ................................................................................................. 23
Attendance......................................................................................................................... 23
ILL Employee Policy ............................................................................................................ 24
Work Schedules ................................................................................................................. 24
Holidays ............................................................................................................................. 25
Meal Period and Rest Breaks ............................................................................................. 25
Accurate Time Recording ................................................................................................... 25
Appearance ........................................................................................................................ 25
Slip-Resistant Shoes ........................................................................................................... 26
Cash Handling / Losses and Shortages / Breakages ............................................................ 26
Personal Conduct / Compatibility ...................................................................................... 26
Safety ................................................................................................................................. 27
Security .............................................................................................................................. 27
Alcohol / Substance Abuse ................................................................................................. 29
Alcohol Service Policy ......................................................................................................... 30
Management / Hourly Employee Relationships ................................................................. 31
Attendance at Meetings ..................................................................................................... 31
Falsification of Documents ................................................................................................. 31
Workplace Violence ........................................................................................................... 32
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Electronic Communications / Social Media Policy .............................................................. 33
Total Rewards – Your Pay and Benefits .................................................. 34
Your Pay ............................................................................................................................. 35
Deductions ....................................................................................................................... 35
Notice to Tipped Employees of Tip Credit ........................................................................ 36
Tip Reporting ................................................................................................................... 36
Your Benefits ...................................................................................................................... 37
Vacation / Anniversary Pay............................................................................................... 38
The Darden Savings Plan .................................................................................................. 38
Additional Benefits ........................................................................................................... 38
Enrolling in your Benefits ................................................................................................. 38
Leave Benefits .................................................................................................................... 39
Family Medical Leave Act (FMLA) and State-Specific Family and Medical Leave .............. 39
Servicemember Related Family Care Leave ...................................................................... 41
Military / USERRA Leave ................................................................................................... 41
State Specific Leave Policies ............................................................................................. 41
Personal Leave of Absence ............................................................................................... 42
Bereavement Leave .......................................................................................................... 42
Jury Duty .......................................................................................................................... 42
Returning From a Leave of Absence ................................................................................. 42
General Guidelines & Restaurant Administration .................................. 43
Updating Personnel Information ........................................................................................ 43
Medical and Religious Accommodations ............................................................................ 43
Expression of Breast Milk ................................................................................................... 44
Lockers ............................................................................................................................... 44
Performance Reviews ........................................................................................................ 45
Merit Increases .................................................................................................................. 45
Opportunities for Advancement ........................................................................................ 45
Employee Engagement Survey ........................................................................................... 45
Transfers ............................................................................................................................ 46
Health Card ........................................................................................................................ 46
Work Permit ....................................................................................................................... 47
Identification Cards ............................................................................................................ 47
Solicitation and Distribution of Literature .......................................................................... 47
Company Bulletin Board Communication .......................................................................... 47
Staying on Company Premises ........................................................................................... 48
Restaurant Telephones ...................................................................................................... 48
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Personal Telephones / Communication Devices ................................................................ 48
Cameras ............................................................................................................................. 48
Confidential Information .................................................................................................... 48
Visitors ............................................................................................................................... 49
Parking ............................................................................................................................... 49
Personal Property / Workplace Inspections ....................................................................... 49
Employee Meals ................................................................................................................. 49
Additional Policies Specifically for LongHorn .......................................... 50
Smoking ............................................................................................................................. 50
Meal Discount While Working ........................................................................................... 50
Understanding & Acknowledgment by Employee .................................. 53
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Welcome to LongHorn Steakhouse
You have joined a family with a deep sense of tradition, pride and
focus on continued growth through excellence. We have always
welcomed guests into our restaurants as if they were coming into our
home. Our mission has remained constant since our first restaurant
opened in 1981 – to have great people delivering great food and great
service, and making every guest a loyal guest. We make the guests in
our restaurants the #1 priority by living and breathing our operating
philosophy of Loyalty R.U.L.E².S! Every decision we make every day
stems from it. Whether it is an enthusiastic hello or an unexpected
personal touch, we provide an environment where our team loves to
work and our guests love to visit. We provide only the best, freshest
food available, served with a sincere warmth and hospitality, and we
always remember to have fun.
Our goal is to create great teams who create loyal guests
wherever we do business, to offer dining experiences that WOW! our
guests, to achieve superior returns for those who invest their hard-
earned dollars in our Company, and to offer exciting growth
opportunities to our team members. You are now part of a team that
is committed to improving its performance day by day, and shift by
shift.
We continue to have a strong team environment in the workplace
– again, WELCOME TO THE TEAM! Each member of our team should
always strive to treat each guest and each other with dignity, respect,
honesty, and integrity. Our mutual success hinges on a basic but
important factor – “we all look good together, we all look bad
together.” Our commitment is to provide all of our team members
with a great place to work and an experience that is challenging, fun,
and rewarding. Our job is to help you be the very best that you can
be. Remember, you are LongHorn Steakhouse in the eyes of our
guests. Together, we will develop loyal guests, now and for
generations.
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The History of Darden Restaurants
Welcome to Darden Restaurants, the largest full-service
restaurant company in the world! Our 60+ year history began with one
restaurant in Waycross, GA, and has grown to include more than 2,000
restaurants throughout the US and Canada, serving more than 400
million meals a year. Every day we focus on our Core Purpose:
“To nourish and delight everyone we serve.”
THE GREEN FROG
Established in 1938
Did you know . . .
Bill Darden was just 19 years old when he opened his first
restaurant. It was a 25-seat luncheonette in Waycross, GA, called
The Green Frog and promised “Service with a Hop.” Bill wanted to fill
his restaurants with employees and guests from all walks of life,
without regard to race, gender or nationality. He believed that if his
restaurants welcomed people of all backgrounds, he would have more
guests, and if he hired people of all backgrounds, he would better
understand his guests’ needs. People enjoyed working in Bill’s
restaurants because he was a great leader who lived and worked by a
set of core values, and those values helped him grow his company. By
the 1960s Bill owned about 30 restaurants in the Southeast and had a
reputation for being “the best in the business.”
RED LOBSTER
Established in 1968
Did you know . . .
Company founder Bill Darden opened his first restaurant, The Green
Frog, at age 19. Thirty years later, Bill brought his passion for seafood
to Lakeland, Fla., where he debuted the first Red Lobster in 1968. Bill’s
vision was to create a place where America could go for seafood for
generations and where employees could fulfill their aspirations.
As it grew into a national brand, Red Lobster introduced guests to
fresh dishes such as popcorn shrimp, calamari, snow crab and lobster
– often for the first time. Over the years, the brand’s passion for fresh,
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delicious seafood has kept Red Lobster evolving. The restaurant
introduced an award-winning Today’s Fresh Fish Menu, installed
wood-fire grills in every restaurant in North America, trained staff to
become seafood experts and most recently launched a new restaurant
design, inspired by the New England coast.
LONGHORN STEAKHOUSE
Established in 1981
Did you know . . .
LongHorn Steakhouse opened its first restaurant in the Buckhead
community of Atlanta, GA, in 1981. It was at that location during
Atlanta’s infamous 1982 snowstorm that stranded motorists were
lured inside by $1 drinks and food specials. They were won over by the
great-tasting steaks and outstanding service that brought the
LongHorn name local fame. Today, LongHorn has more than 380
restaurants and continues to grow. True to its roots, LongHorn strives
to make every guest a loyal guest by serving fresh steaks, chicken and
fish in the warm, relaxed setting of a Western rancher’s home.
LongHorn Steakhouse became part of the Darden family in 2007.
OLIVE GARDEN
Established in 1982
Did you know . . .
Olive Garden welcomed its first guests in 1982 and has grown to a
family of nearly 800 local restaurants. With its promise of “When
you’re here, you’re family,” the brand continues to delight more than
3.9 million guests every week with a genuine Italian dining experience.
Italy serves as the inspiration for the brand, from its menus to its
award-winning wine list to the Tuscan farmhouse design of its
restaurants. Most of all, Olive Garden is inspired by the warmth and
genuine hospitality of the Italian people, as well as the importance of
family in their culture. To that end, the company founded Olive
Garden’s Culinary Institute of Tuscany in Italy in 1999, and more than
100 managers and team members travel there annually to experience
Italy – the food, culture and passion of its people. Attendees bring the
Italian culture of hospitality back to the restaurants to share with team
members and guests as a way to enhance Olive Garden’s leadership
position in the highly competitive casual dining industry.
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THE CAPITAL GRILLE
Established in 1990
Did you know . . .
Founded in 1990 in Providence, RI, The Capital Grille is a fine-dining
restaurant known for its dry-aged steaks, fresh seafood, award-
winning wine list and personalized, professional service in an
atmosphere of relaxed elegance. Routinely recognized by Zagat, the
brand has also received the American Culinary Federation’s
Achievement of Excellence Award and was named one of the top 50
American restaurants in Open Table’s Diners’ Choice Awards. In
addition, The Capital Grille has won an unprecedented number of
“Best of Awards of Excellence” from Wine Spectator magazine and
offers more than 350 New and Old World wine selections, including a
Captain’s List of some of the world’s most highly allocated and sought-
after wines.
YARD HOUSE
Established in 1996
Did you know . . .
Founded in 1996 in Long Beach, CA, Yard House is an upscale-casual
restaurant featuring contemporary American cuisine with chef-
inspired recipes and ethnic flavors along with a wide selection of draft
and craft-brand beers. Named for 3-foot-tall beer glasses, the Yard
House environment is sophisticated and innovative, fun and eclectic.
Colorful abstract artwork, classic rock music and flat screens in every
direction contribute to the lively atmosphere. Each Yard House
location features a center island bar, an endless fleet of tap handles
ranging from classic lagers to more obscure ales and a glass-enclosed
keg room housing as much as 5,000 gallons of beer at a time. Yard
House joined the Darden Family in 2012.
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BAHAMA BREEZE
Established in 1996
Did you know . . .
Bahama Breeze brings you the feeling of a Caribbean escape,
offering the food, drink and atmosphere you’d find in the islands.
Introduced in 1996, the brand is known nationally for popularizing
many Caribbean-inspired foods in the United States. The Bahama
Breeze menu features familiar favorites, including seafood, chicken
and steak, accented with the flavorful and colorful ingredients you’d
find in the islands and reflecting the growing popularity of Caribbean
and Latin flavors.
EDDIE V’s PRIME SEAFOOD
Established in 2000
Did you know . . .
Inspired by the great classic restaurants of New Orleans, San Francisco
and Boston, Eddie V’s opened in 2000 with an emphasis on prime
seafood creations, USDA prime beef and chops, and fresh oyster bar
selections. The ambiance is sophisticated and contemporary, with live
nightly music in the V-Lounge. Guests are promised an intimate and
comfortable dining experience “where your pleasure is our sole
intention.” Eddie V’s joined the Darden family in 2011.
SEASONS 52
Established in 2003
Did you know . . .
Darden’s newest internally developed restaurant company,
Seasons 52, offers guests a fresh dining experience that celebrates
living well. Seasons 52 is a fresh grill and wine bar that features
seasonally-inspired dining choices, an award-winning international
wine list and casually-sophisticated ambiance. At Seasons 52, there is
always something new to discover…52 weeks a year. The menu is
inspired by the seasons and the fresh appeal of the farmer’s market.
Every week of the year, they strive to feature the freshest ingredients
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at their peak of ripeness and maximum flavor profile, changing to take
advantage of each season’s bounty and continually enticing guests to
return and experience what’s new.
DARDEN RESTAURANTS
TODAY
A Fortune 400 corporation, Darden is the company it is today
because we place no limits on what we believe we can achieve. Like
Bill Darden, Joe Lee and others who helped establish the firm
foundation on which our company stands, we are willing to dream big
dreams. Together, we are working to build a company that matters. As
one of the largest employers in the United States, we are strong
because we bring together people with diverse talents and
backgrounds who work hard to prove that no one knows what guests
want as well as Darden does. It’s what makes Darden a winning
company financially and a special place to be.
When you become part of our Company, you become part of a family
where:
What you do matters. You have the opportunity to do
meaningful work at the highest level of quality.
Who you are matters. You are valued from the start. You
share in a respectful, caring environment where we look out
for and look after one another.
What you learn matters. You are a part of a winning team
with opportunities to gain and adopt valuable life skills – as
well as abundant career opportunities.
Who you’re with matters. You belong to a values-based,
high-principled group of people. You benefit from and
contribute to our prestige in the community.
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Darden’s Core Values
Integrity and Fairness
It all starts with integrity. We trust in the integrity and fairness of
each other to always do the right thing, to be open, honest and
forthright with ourselves and others, to demonstrate courage, to solve
without blame, and to follow through on all our commitments.
Respect and Caring
We reach out with respect and caring. We have a genuine interest
in the well-being of others. We know the importance of listening, the
power of understanding and the immeasurable value of support.
Diversity
Even though we have a common vision, we embrace and
celebrate our individual differences. We are strengthened by a
diversity of cultures, perspectives, attitudes and ideas. We honor each
other’s heritage and uniqueness. Our power of diversity makes a
world of difference.
Always Learning – Always Teaching
We learn from others as they learn from us. We learn. We teach.
We grow.
Being of Service
Being of service is our pleasure. We treat people as special and
appreciated by giving of ourselves, doing more than expected,
anticipating needs and making a difference.
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Teamwork
Teamwork works. By trusting one another, we bring together the
best in all of us and go beyond the boundaries of ordinary success.
Excellence
We have a passion to set and pursue, with innovation, courage
and humility, ever higher standards.
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LongHorn Steakhouse
Mission & Core Values
LongHorn Steakhouse Mission Statement
“Our mission is to be financially successful through GREAT PEOPLE
consistently delivering GREAT FOOD, GREAT SERVICE and making
every guest a loyal guest.”
LongHorn Steakhouse Core Values
At LongHorn Steakhouse. . .
1. We treat each other with dignity, respect, honesty, and
integrity.
2. We hire great people, we set clear expectations, we provide
regular feedback, and we celebrate great performance.
3. We function as a team . . . “we all look good together, we all
look bad together.”
4. We are committed to continuous training and development.
5. We act guest first . . . we do it right or fix it fast. The guest
wins “moments of truth.”
6. We believe in continuous improvement . . . in getting better
day-by-day and shift-by-shift.
7. We maximize long-term shareholder value through profitable
sales growth.
8. We are a good business citizen . . . we follow the law, and we
positively contribute to our community.
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Our Commitment to Our Employees
The Company is committed to maintaining a working environment in
which all employees:
Are treated with dignity and respect
Have a voice in the decisions that affect their working
conditions
Are paid competitive wages and benefits
Are provided with opportunities to develop professionally
and personally
Are recognized for their individual achievements
Have the resources, tools and support to perform their duties
and provide excellent customer service
Have a Dispute Resolution Process to address and resolve
employee complaints and disputes
We respect the right of employees to choose or not to choose union
representation. We also believe that union representation is
unnecessary because of our strong, ongoing commitment to our
people. We believe:
No employee should have to pay union dues, fees or
assessments from his/her own pocket to work in any of our
restaurants.
No employee should have to give up his/her individual voice.
No employee should have to deal with our Management
team only through a third-party union representative.
Our employees, our customers and our community are best
served without the disruption, uncertainty and potentially
contentious relationship often associated with third-party
union representation.
Uninterrupted continuity of our restaurant operations, our
direct and positive relationships and individual employee
rights may be jeopardized by unionization.
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If you are ever asked to sign petitions or authorization cards
supporting union representation, we strongly encourage you to
actively seek out the facts, know the full extent of what you are being
asked to sign and clearly understand all sides of the issue before
taking any action. Please take advantage of our open door policy by
reaching out to your General Manager/Managing Partner, Director of
Operations, Managing Director/Regional Vice President, Senior Vice
President or Employee Relations with any questions or concerns you
may have regarding unionization. Our toll-free employee relations
numbers are always available should you wish to remain anonymous.
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Employee Guidelines
Non-Discrimination Policy
At Darden, who you are matters. You work at a company where
we embrace diversity by respecting and cherishing the distinctions our
employees and suppliers bring. The Company is deeply committed to
providing an environment that is free of discrimination for our
employees as well as our guests. This is reflected in the Company
making diversity one of our core values. The Company strictly
prohibits any form of unlawful discrimination by or from any of our
employees, vendors or guests. Unlawful discrimination in the
workplace based upon sex, race, color, religion, age, national origin,
disability, sexual orientation, gender identity or expression, or any
other prohibited basis not only demonstrates a lack of judgment and
good common sense, it violates our personnel policies and practices,
the law and our principle of commitment to mutual respect.
The Company is also committed to the equal employment of
individuals regardless of sex, race, color, religion, age, national origin,
disability, sexual orientation, gender identity or expression or any
other protected category. Unlawful discrimination in hiring,
promotion, terms and conditions of employment, discipline and
termination of employees on the basis of any protected category is
strictly prohibited by the Company.
Reporting Discrimination
If you believe that you have experienced or witnessed unlawful
discrimination in violation of this policy, it is VERY IMPORTANT that
you REPORT SUCH CONDUCT immediately to your General
Manager/Managing Partner, Director of Operations, Managing
Director/Regional Vice President or Senior Vice President. A toll-free
number is also available to directly contact Employee Relations if you
are uncomfortable speaking with or if your issue is not resolved by the
individuals identified above.
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Complaints will be handled as confidentially as possible and will
be investigated and resolved promptly. Where complaints are found
to have merit, appropriate disciplinary action will be taken against the
offender — up to and including termination of employment.
Our Commitment to an Effective
Non-Discrimination Policy
There will be no retaliation against any employee for making a
good faith complaint under this policy or for participating in any
investigation conducted pursuant to this policy. If you feel that you are
being retaliated against as a result of your good-faith complaint of a
violation of this policy, you should report your belief to your General
Manager/Managing Partner, Director of Operations, Managing
Director/Regional Vice President, Senior Vice President or to Employee
Relations. For the protection of the interests of persons wishing to
report violations of this policy, the Company does not require
individuals to report incidents of harassment to their immediate
supervisors, but can utilize the Open Door phone number.
Sexual and Other Unlawful Harassment
Harassment based on race, color, sex, religion, age, national
origin, disability, sexual orientation, gender identity or expression or
any other legally protected group is also unlawful discrimination. Such
harassment that creates an abusive or hostile working environment is
also prohibited by the Company. Respect and Caring is one of our core
values and harassment simply has no place here.
Sexual harassment is misconduct that deprives employees of a
workplace free from unwanted and unwelcome sexual overtones.
Sexual harassment may include unwelcome sexual advances, requests
for sexual favors, or other verbal, non-verbal, or physical conduct of a
sexual nature when such conduct creates an offensive, hostile, and
intimidating working environment and prevents individuals from
effectively performing the duties of their position.
Some examples of conduct that may create a hostile work
environment if based on a protected status also include:
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Inappropriate touching
Verbal acts such as derogatory comments, name-calling or
continual taunting based on a protected group;
Conduct that is physically threatening, harmful or humiliating;
Taking advantage of employees with physical or mental
disabilities, such as encouraging inappropriate behavior;
Jokes, drawings, photographs, etc., that are offensive to the
reasonable person in a protected group.
Sometimes an action that is not intended to be discriminatory or
harassing can nevertheless be viewed or perceived by the other
person, employee or guest in a different way and thereby becomes a
problem. The best rule of conduct is simple: treat everyone the same
way you expect and want to be treated.
Reporting Harassment
If you believe that you have experienced or witnessed sexual or
other unlawful harassment in violation of this policy, it is VERY
IMPORTANT that you REPORT THIS CONDUCT to your General
Manager/Managing Partner, Director of Operations, Managing
Director/Regional Vice President or Senior Vice President. A toll-free
number is also available to directly contact Employee Relations if you
are uncomfortable reporting to, or if your issue is not resolved by, the
individuals identified above.
Complaints will be handled as confidentially as possible and will
be investigated and resolved promptly. Where complaints are found
to have merit, appropriate disciplinary action will be taken against the
offender — up to and including termination of employment.
Our Commitment to an Effective
Non-Harassment Policy
There will be no retaliation against any employee for making a
good-faith complaint under this policy or for participating in any
investigation conducted pursuant to this policy. If you feel that you are
being retaliated against as a result of your good-faith complaint of a
violation of this policy, you should report your belief to your General
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Manager/Managing Partner, Director of Operations/Regional
Manager/Regional Director or Senior Vice President/Regional Vice
President, or to Employee Relations. For the protection of the
interests of persons wishing to report violations of this policy, the
Company does not require individuals to report incidents of
harassment to their immediate supervisors, but can utilize the Open
Door phone number.
Addressing Workplace Issues:
The Open Door and DRP
Essential to our values of Respect and Caring, and Integrity and
Fairness is a commitment to open and honest communication. If you
ever have a workplace issue or dispute, your first and fastest step is to
use the Open Door to talk to one of your restaurant managers, your
Director of Operations, Managing Director/Regional Vice President,
Senior Vice President or the Employee Relations Department. Any of
these people will listen to you and help address your concern before it
becomes too much of a problem. That is because an open and honest
exchange by the people closest to the problem provides the best
insight and opportunity for solving it. The Open Door also guarantees
you can discuss any issue without fear of retaliation. If the Open Door
does not initially resolve your issue, however, you are free to continue
with the Dispute Resolution Process (DRP), as outlined in the DRP
handbook and on the DRP poster posted in your restaurant. DRP
consists of four steps: (1) The Open Door, (2) Peer Review, (3)
Mediation and (4) final and binding Arbitration. You should have
received a DRP handbook with additional details during your
orientation. For an additional copy of the handbook, or more
information, you should see your General Manager/ Managing Partner
or call the DRP Department.
Discipline Policy
The Company seeks to resolve performance and conduct
problems in the most positive and constructive manner possible. We
believe our employees are responsible individuals interested in
working together toward common goals. We believe in disciplining in a
constructive manner to coach and train employees to become and
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remain productive members of our team. When situations arise that
warrant disciplinary action, the following guidelines will assist in
treating all employees fairly and consistently. Discipline may take one
or more of the following forms depending on the nature and severity
of the circumstances:
Verbal Counseling: The first step in resolving performance
and conduct problems typically is a discussion with a
manager. Your manager will discuss the situation with you,
letting you know what the problem is and what needs to be
done. You will have an opportunity to talk about the problem
as well.
Written Warning: If the situation does not improve, your
manager may hold a second discussion with you to plan a
course of action to correct the problem. You may also receive
a written warning to let you know that the problem has not
been corrected and that further similar problems will result in
more serious discipline. You will be asked to sign a copy of
this written record of the discussion for your personnel file.
Final Written Warning: Should the problem continue, you
may be given a final warning. Immediate improvement of
performance will be necessary for you to remain a member of
our team.
Termination: Although we hope you will make every effort to
improve, continued failure or lack of desire to improve the
situation or particularly serious offenses will result in
termination.
Discipline may be administered in a manner that is not
progressive in nature. Rather, the particular conduct of an employee
will determine the appropriate level of discipline. Depending on the
situations and facts involved, immediate termination of an employee
may be warranted.
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Equal Treatment of Guests
As a business that serves the dining-out public across the country,
we welcome ALL GUESTS. ALL GUESTS are important to our business.
We treat all people equally in seating, service and all aspects of their
dining experience. No employee will discriminate against any guest on
any basis, including race, color, national origin, disability, sex, age,
religion, sexual orientation, gender identity or expression or any other
protected category. Every employee is required to strictly abide by this
important policy. Employees who fail to comply with this policy will be
subject to termination.
Attendance
Together, we serve millions of guests and create more lasting
memories than any other competitor. To ensure that we are prepared
to do meaningful work at the highest level or quality, it is your
responsibility to know your work schedule and be on time for your
scheduled shift. If you have advance notice of your inability to work a
scheduled shift, you must make arrangements to have your shift
covered by another employee. You also must check with a manager
first to make sure it is okay to have a given employee cover your shift
because certain issues (like that employee incurring overtime hours)
may limit or prevent an employee from covering your shift. If you
cannot report to work as scheduled and have no advance notice of
your inability to work, you must call a manager at least two hours
before your shift starts. Your job is important, and a manager will need
time to arrange for someone to take your place. Regular attendance is
an essential part of your job. While the Company allows you to
arrange for someone to cover your shifts, this privilege should be used
sparingly and not abused.
Frequent absences or frequent tardiness may result in disciplinary
action. A “no-call, no-show” (failure to appear for your scheduled
shift) may result in termination of employment. If an absence is due to
illness and your ability to safely resume your duties without posing a
hazard to yourself, guests or other employees is in question, you may
be required to submit a physician’s statement that indicates that you
can safely return to work.
Darden Restaurant’s Team Member Handbook Page 24
May 2013
Ill Employee Policy
The Company is proud to provide the cleanest and safest
restaurants in the restaurant industry. To support this position it is
critical that you not work in the restaurant when you are ill. If you are
experiencing any of the following symptoms, you must not report to
work and should instead notify your manager that you are ill and
unable to perform your duties: diarrhea, fever, vomiting, jaundice,
sore throat with fever, or lesions containing pus on the hands, wrist,
or other exposed body part. In addition, because of a risk of passing
illness through food handling, if you or a family member has been
diagnosed with any of the following illnesses, you must notify your
manager of the issue immediately so that appropriate steps can be
taken: Salmonella typhi, Hepatitis A, Norovirus, Shigella,
Enterohemorrhagic (EHEC) or Shiga-toxin producing Escherichia
Coli. The Company’s full Ill Employee Policy is contained in a
document separate from this handbook. You are responsible to
review and agree to comply with the full Policy.
The Company understands that you may be concerned about
missing your shifts while you are ill. Please discuss options with your
manager such as swapping shifts with a co-worker, picking up any
available shifts, and whether you might be eligible for any assistance,
such as Darden Dimes, for longer term illnesses.
Work Schedules
Work schedules are posted weekly by your manager on a
specified day. Schedule requests must be submitted, in writing,
according to your restaurant’s individual policy. While we make every
effort to honor schedule requests, due to the nature of the restaurant
business, its heavy volume trends and the need to cover shifts, we
cannot guarantee that all requests will be granted. Any changes on the
work schedules, including shift changes, must be approved and signed
by a manager. Shift times may vary due to seasonal changes. Requests
for time off for personal reasons (vacations, special events, etc.)
should be made at least three (3) weeks in advance.
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May 2013
Holidays
Our restaurants are open on most holidays due to increased
business. Operating hours may vary during holiday periods.
Meal Period and Rest Breaks
The Company complies with all applicable state laws with regard
to required rest breaks and meal periods. Please keep in mind that the
laws differ in every state, and not every state requires that the
Company provide certain breaks. Please discuss this matter with a
manager to make sure that you are complying with all state laws. You
are responsible to make sure that you properly track time spent on
meal periods by correctly using the “break” function on the time
keeping system. You are never permitted to perform any work while
you are on an unpaid break. If you feel that state law is not being
followed or you are not being given appropriate breaks, please tell
your General Manager/Managing Partner, your Director of
Operations, Managing Director/Regional Vice President, Senior Vice
President or call Employee Relations.
Accurate Time Recording
In keeping with our commitment to integrity and fairness, the
Company is committed to paying you for all of your working time. You
must be sure that you are on the clock any time you are performing
any work for the Company. It is your responsibility to ensure that you
clock in and out appropriately. You are never permitted to work “off
the clock” for any reason. If you are ever asked to work “off the clock”
or if your time report or pay stub is inconsistent with the actual hours
you worked, you must immediately report the issue to your General
Manager/Managing Partner, your Director of Operations, Managing
Director/Regional Vice President, Senior Vice President or Employee
Relations.
Appearance
Please report to work portraying a neat, clean and well-groomed
appearance adhering to proper dress and appearance standards at all
times. You will be required to wear a company-issued name tag
(unless your restaurant does not use name tags) at all times while
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May 2013
working and no unauthorized ornaments or pins are allowed. Your
appearance and conduct reflect on you and your restaurant. It is part
of holding ourselves to high standards.
Ask a manager for details on dress and appearance standards and
check your training materials. Because who you are matters and you
are valued, the Company may permit exceptions to its dress and
appearance standards in order to accommodate a sincerely held
religious belief, gender identity or expression or a disability if
necessary and as required by applicable law. You may request
accommodations from any manager or by calling Employee Relations.
Any concerns about a request should immediately be brought to the
attention of Employee Relations.
Slip-Resistant Shoes
Safety is important to us and proper shoes are critical to working
safely in a restaurant environment. Therefore, the Company requires
that employees wear shoes with a slip resistant sole. Please consult
your manager for options available to meet this requirement.
Cash Handling / Losses and Shortages / Breakages
All employees who are responsible for handling cash as part of
their job duties are required to receive, read, understand and sign a
separate cash handling policy. Proper cash handling is a critically
important part of your job. Violations of the cash handling policy or
causing any financial loss to the Company may result in disciplinary
action, up to and including termination of employment. Under no
circumstances are you allowed to pay the Company back for cash
shortages, losses or breakage. If you are ever asked to pay back a cash
shortage or loss, or to pay for any breakage, please report it
immediately to your General Manager/ Managing Partner, your
Director of Operations, Managing Director/Regional Vice President,
Senior Vice President or call Employee Relations.
Personal Conduct/Compatibility
Personal conduct should reflect Respect and Caring toward
guests, fellow employees, vendors and management. The following
behaviors are examples of unacceptable personal conduct that violate
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May 2013
our Core Values and the commitment to compatibility with your co-
workers and guests. These are examples of behaviors that will lead to
severe disciplinary action, up to and including termination:
Disregarding or refusing to follow a manager’s instructions;
Failure to cooperate or interfering with any investigation;
Quarreling, fighting or using abusive or profane language;
Willfully damaging company property or property of others;
Off-duty illegal conduct;
Threatening others;
Embarrassing guests (by returning tips, for example).
Safety
We look out for and look after one another. Always be conscious of
the safety of others as well as your own safety. Accidents may be
prevented by always observing the following simple precautions:
Report all accidents and injuries, no matter how minor, to a
manager;
Report all unsafe conditions at once, including broken or
splintered chairs, tears in the carpet, leaky faucets —anything
not in proper working order;
Clean up spills immediately – keep floors clean and dry and
sweep up broken glass immediately – do not pick up the
pieces of glass with your fingers;
Treat any rash, cut or infection immediately;
Use the correct knife for the job and cut on a stable surface,
away from your body – do not use knives to open cans or jars
– keep knives in the knife rack when you are not using them;
Lift with your leg muscles, not your back muscles – be sure to
bend your legs and keep your back straight.
Security
The safety and welfare of our employees and guests are two of
the Company’s primary concerns. It is a major part of our value of
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May 2013
caring. Every employee is responsible for following these security
measures:
Never leave the restaurant’s back door open and
unattended–early morning deliveries require strict control, so
you can react quickly to any threat;
Never open the back door after dark without a manager
present;
Do not let anyone—guests or employees —into the
restaurant after closing (only a manager can make that
decision);
If possible do not leave the restaurant alone at night – walk
to the parking lot with at least one other employee;
Do not be a hero if there is ever an armed robbery – do not
offer resistance – nothing in the restaurant is worth risking
your life or the lives of others;
Inform your manager immediately of any suspicious activities
or individuals on or near Company property;
Absolutely no one is allowed in the office area without an
authorized person accompanying him or her;
Off-duty employees are regarded as guests and should not be
in the kitchen, office or any safety sensitive areas requiring
slip-resistant shoes or personal protective equipment;
Do not apprehend or accuse a guest of a walkout or theft –
this is unsafe and if you are wrong, embarrassing a guest is
grounds for termination. Notify a manager IMMEDIATELY;
Remember to lock your vehicle;
Do not give personal information about any employee to
anyone (such as phone numbers or work schedules).Please
get a manager to handle these situations.
Ignoring these rules can place you and your fellow employees at
risk and can result in your termination from the Company. Talk to a
manager if you have any questions about the Company’s security
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May 2013
procedures, or if you see a condition in your restaurant that
represents a potential security risk.
Alcohol/Substance Abuse
Who you’re with matters. You belong to a values-based, highly
principled group of people. As such, the use of illegal drugs or misuse
of alcohol or prescription drugs could result in termination. The
following actions are examples of conduct that violates this
alcohol/substance abuse policy and may result in disciplinary action up
to and including immediate termination:
The use, possession, sale, or distribution of illegal drugs or
the unauthorized use, possession, sale, or distribution of
alcohol or prescription drugs while on Company business or
on Company premises, including Company vehicles and any
private vehicles parked on Company property;
Taking illegal or unauthorized drugs or drinking alcohol on
Company premises or working while under the influence of
illegal or unauthorized drugs or alcohol;
Taking illegal or unauthorized drugs or drinking alcohol while
driving a Company vehicle, or driving any vehicle on Company
business;
Drinking alcohol during your shift or reporting to work under
the influence of alcohol, drugs or intoxicants;
Off-the-job illegal drug use or activities that could adversely
affect job performance or jeopardize the safety of other
employees, the public, or Company property (unless
applicable state law prohibits enforcement);
Refusal to submit to a search or inspection of personal
property on Company premises.
You must always obey state alcohol laws. You may only drink
alcohol in the restaurant if you are of legal drinking age, during
authorized beverage tastings, or as a guest. To be considered a guest,
you must be off the clock and not wearing any Company attire.
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May 2013
Alcohol Service Policy
Serving alcoholic beverages is a privilege granted by state, local
and federal governments. We care about our guests and wish to
ensure their safe return to our restaurants. Serious responsibility rests
on both our employees and our Company to be sure that alcohol is
served in a responsible fashion and in accordance with the law.
Consequences for failing to handle this privilege in a responsible
manner include legal actions, heavy fines and community service.
Failure of employees to abide by policy could result in termination.
The key to serving alcoholic beverages in a responsible manner is to
know the law and to abide by it. Regulations vary between states and
between cities. You are responsible for knowing the laws of the area(s)
in which you are serving alcohol. In all cases:
It is against the law to serve alcoholic beverages to an
intoxicated person;
It is against the law to serve alcoholic beverages to a person
less than 21 years of age.
In some jurisdictions, you are required to have a valid server card
in order to serve alcoholic beverages. You will need to check with your
manager concerning whether or not you are required to have that
card in order to serve alcohol. It is your responsibility to maintain a
current card where required. There are several things that you can do
to be sure you are offering responsible alcoholic beverage service in
accordance with the law:
Always check identification of guests who appear to be 30
years of age or under;
Acceptable forms of identification include a federal or state-
issued photo identification reflecting the person’s birth date;
If the identification offered appears to be falsified, show it to
a manager and let him or her handle the situation;
If the identification shows the person to be under age,
politely refuse alcoholic beverage service and suggest a soft
drink or nonalcoholic beverage instead;
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May 2013
Keep track of how much alcohol each guest has consumed,
and notify a manager if any guest has consumed an
inordinately large quantity of alcohol or shows signs of
intoxication.
Management/Hourly Employee Relationships
Consistent with the Company’s employee code of conduct, close
personal relationships between an hourly employee and a member of
management (such as a manager or Director of Operations) are strictly
prohibited. This includes close friendships as well as romantic
relationships. Managers are also prohibited from hiring or in any way
supervising a relative (including a parent, spouse, child, sibling,
grandparent, grandchild, in-laws, stepparent, stepbrother, stepsister,
stepchild, half-brother, or half-sister). Social networking over the
internet, via cell phones or other kinds of communication devices, may
also constitute having a relationship and is subject to the same
guidelines outlined above. If an inappropriate relationship develops or
is found to exist, each situation will be handled on an individual basis,
and may result in disciplinary action, up to and including termination
of employment.
Attendance at Meetings
Your restaurant will hold mandatory employee meetings that you
are required to attend, just as you would report to any other
scheduled shift. You will be paid for all actual time in attendance at
the meeting and in accordance with any state law reporting pay
requirements, if applicable. Failure to attend required meetings may
result in disciplinary action up to, and including, termination.
Falsification of Documents
Any employee who falsifies records or documents, or provides
false information is subject to termination. This includes, but is not
limited to, falsification of employment applications, I-9 forms and
immigration paperwork, sales, credit card and cash transactions and
vouchers, hours worked, Guest Satisfaction Surveys (if used by your
restaurant), company or government documents, sick leave, medical
insurance or any other company record, paperwork, or document.
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May 2013
Workplace Violence
The Company strives to provide a safe environment for all
employees and guests. We do not tolerate any type of workplace
violence, including threats of violence, committed by or against
employees or guests. Violence and threats of violence include any act
or gesture likely to injure another person, likely to cause another
person to reasonably fear injury, likely to damage property or
intended to bully, harass, or intimidate another person.
The following actions are examples of conduct that violate this
policy and will result in disciplinary action up to and including
immediate termination:
Engaging in a physical altercation with another person;
Causing physical injury to another person;
Making threatening remarks or using abusive language or
gestures;
Aggressive or hostile behavior that creates a reasonable fear
of injury or harm to another person;
Intentionally damaging the property of the Company, a guest
or another employee;
Excessive discussing of weapons;
Displaying overt signs of extreme resentment, hostility or
anger;
Possession of guns, knives or other weapons while on
company property or while on company business, unless
state law prohibits such a restriction; and/or
Committing acts motivated by, or related to harassment,
discrimination or domestic violence.
Any potentially dangerous situations should be reported
immediately to a manager. Reports can be made anonymously and all
reported incidents will be investigated. Reports or incidents
warranting confidentiality will be handled appropriately and
information will be disclosed only on a need-to-know basis.
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May 2013
Employees who confront or encounter an armed or dangerous
person should not attempt to challenge or disarm the individual.
Remain calm and if a manager can be safely notified of the need for
assistance without endangering your safety or the safety of others,
such notice should be given immediately.
Electronic Communications / Social Media Policy
The Company supports the free exchange of information and
supports camaraderie among its employees in a manner that is
consistent with Darden’s Core Values. We also are extremely proud of
our reputation as an employer of choice and “The Best in Full-Service
Dining,” as well as of the strong brand identities we have created. Use
of social media and the internet are excellent ways to foster and grow
relationships with your fellow team members and to contribute to the
Company’s culture of openness, trust, and integrity. However, your
use of this method to exchange information also presents risks and
carries certain responsibilities. Here are some guidelines for
participating in social media websites and applications such as
Facebook, Google+, Twitter, YouTube, blogs, wikis, etc. Please be
aware that any conduct that violates this policy may result in
disciplinary action, up to and including termination. However, nothing
in this policy should be read to limit any team member’s rights to
engage in legally protected communications about the terms and
conditions of their employment.
• Use Sound Judgment – Always keep in mind that what you
share is permanent and could be seen by anyone in the Company or
the general public, including team members, guests, community
partners, shareholders, etc.
• Be Honest and Accurate – Never post any rumors you know
to be false about other team members, the Company, or guests.
• Respect Your Audience – Never engage in inappropriate
discussions about individuals affiliated with the Company or its guests
that are racially or sexually harassing, contain sexually explicit content,
or that could be deemed discriminatory, harassing, fraudulent,
bullying, or threatening.
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May 2013
• Disclose Your Affiliation – If your posts or comments relate to
our industry or your job, state your affiliation with the Company and
make it clear that your comment represents YOUR own opinion
(example: “I work for the Company, but this is my own opinion and is
not necessarily the opinion of the Company.”)
• Know the Rules – Always use the social networking site
according to the site’s terms or service.
• Personal Information – Be mindful of private and personal
information. To ensure your safety and the safety of others, use your
best judgment and exercise personal responsibility and integrity when
speaking about personal information.
• Company Information – Never disclose confidential trade
secrets or non-public confidential information of the Company or use
its brand logos in an illegal manner. Confidential information may
include recipes, guest credit card information, technology, processes,
new products, plans for future development and non-public financial
or operational information.
• Take Advantage of Our Open Door Policy – If you ever have a
concern or complaint about something that happened in the
workplace, the best way to make sure you’re heard and the problem is
addressed quickly is by taking advantage of our Open Door policy.
Total Rewards - Your Pay and Benefits
As an employee with the Darden family of restaurants, you are
eligible for a comprehensive package that includes compensation,
benefits, time off, and perks. Think of your Total Rewards as a “well
balanced meal!” Total Rewards is a collection of plans and programs
designed to attract and keep the best employees in the business. The
following is a summary of the components of your Total Rewards. For
detailed information, please contact the Total Rewards Department at
to[email protected] or call the toll free number. For detailed
information on leaves of absence, please contact Total Rewards
Services’ toll free number Monday – Friday 8:30 a.m. - 12:30 p.m. and
1:30p.m. - 6:00 p.m. EST at 1-888-374-3343.
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May 2013
Your Pay
Your pay represents only one part of your Total Rewards and
helps provide for your basic needs. It is also a measure of success and
achievement on the job. Our pay program has three goals:
To pay competitively in each local market;
To recognize each job’s value to the company;
To recognize individual differences in performance.
Your work week begins on Monday and ends on Sunday. You will
be paid by the Company every Friday.
Generally, if you begin work on Monday, your hours for that week
will be totaled the following Sunday night. A record of these hours will
be transmitted on Monday to our payroll office in Orlando, where
your pay will be computed and prepared. Your pay will generally be
available to you the following Friday. You will get your first pay after
you have completed your first work week. You should report any pay
errors to a manager immediately. Your pay should reflect payment
for all hours worked. No employee is ever permitted to work “off the
clock” for any reason.
Additional information is available in the separate myPayroll
booklet that you will receive from your manager during orientation.
This booklet reviews options for receiving your pay – direct deposit,
prepaid payroll debit card, as well as other on-line options like income
and employment verifications and your W-2 tax information. Please
keep both this handbook and your myPayroll booklet in a safe place
for future reference.
Deductions
Our Payroll Department deducts Social Security and applicable
taxes, any contributions for health benefits, and contributions to
various benefit plans, including the 401k, or Darden’s Employee Stock
Purchase Plan. The Payroll Department may also make deductions
when directed to do so by a governmental authority.
At the end of the year you will receive a W-2 withholding
statement showing your total earnings and the amount withheld for
tax purposes. You must update any changes in your personal status,
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May 2013
such as a new address or phone number, emergency contacts or the
number of exemptions you claim. This can be done through the online
system in the restaurant or by notifying a manager immediately. Only
a manager can update a name change (with proper documentation) in
the system.
Tipped employees will want to check the online links to track
benefits and tax deductions, hours worked, as well as total sales,
reported tips and uncollected taxes or insurance premiums. If the
proper deduction could not be taken from your pay, you will need to
send a check to the Total Rewards Department to make sure there is
no lapse in insurance coverage.
Notice to Tipped Employees of Tip Credit
Federal law provides that the amount paid to tipped employees
shall be at least an amount equal to the state minimum wage rate
including tips. The amount of the direct wage that you earn per hour is
shown on your paycheck stub. The amount of the applicable state
minimum wage is shown on a poster in the employee area of your
particular restaurant. The Company complies with this law and takes
the maximum permissible “tip credit.” In states that prohibit the
taking of a tip credit or prescribe a different tip credit amount, the
Company complies with state law. You must retain all tips you earn,
except those subject to a valid tip share arrangement. The tip credit
does not apply to anyone not informed of these provisions.
Tip Reporting
If you are a tipped employee, tips will account for a large portion
of your earnings. The Internal Revenue Service requires that you
accurately report the amount of tips you receive and keep. Under
federal law, YOU MUST REPORT AND PAY INCOME TAXES ON 100%
OF YOUR TIP INCOME.
Over the last several years, the IRS has focused more attention on
restaurant employees who under-report their tip income. If the IRS
audits you and finds that you did not report all your tips, you will owe
back income taxes, penalties, and interest.
If you do not report 100% of your tips, you are breaking the law
and cheating yourself. If you under-report your pay by claiming only
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May 2013
part of your tip income, benefits such as Workers’ Compensation,
unemployment compensation, accident and sickness benefits, Social
Security, and if applicable based upon the concept your work for,
vacation/anniversary pay will be lower than you are entitled to.
Many restaurant locations are subject to a formal Tip Share
program. If you work in such a state, you should never be required to
share your tips with any member of management nor any employee
who is not a part of the Tip Share program. If your location does not
participate in Tip Share, your sharing of tips is completely voluntary.
You cannot be required by any member of management to share your
tips. If you are ever asked or required to share your tips
inappropriately, you should report it immediately to your General
Manager/ Managing Partner, your Director of Operations, Managing
Director, Senior Vice President or to Employee Relations.
If your earnings history does not reflect your total tip income, you
may not qualify for loans or credit in the amount you need. It is your
legal responsibility as a tipped employee to comply with the law and
report all tips. (A poster explaining the state and federal wage and
hour laws is posted on your restaurant’s bulletin board.)
The law also requires you to keep complete and accurate tip
records. You should keep a daily record of the cash and charge tips
you receive (many of the restaurants have tip logs available for you—
ask a manager). Good records are the only thing that will help if you
get audited. Unless you keep track of your tips in writing, the IRS can
“reconstruct” what you earned. The only way you will be able to prove
the IRS wrong is by showing you kept good records all along.
Your Benefits
Our employee benefits programs provide another key part of your
Total Rewards by representing a real addition to your income. That is
why you will hear us refer to it as part of your Total Rewards. It
provides peace of mind for you and your family. Knowing your
benefits makes them easier to use, so look over this list of general
offerings and refer to the Employee Benefits Shopper’s Guide available
from a manager. You may also contact the Total Rewards Department
at totalrewards@darden.com or call 1-888-374-3343. The Total
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May 2013
Rewards Department can help you learn how to use the plans, what is
covered and excluded and help you access any necessary forms to
enroll, make changes, get reimbursements or to request additional
information.
Vacation / Anniversary Pay
The Company may provide paid time off based on your length of
service. Certain eligibility requirements apply. Check online for further
details.
The Darden Savings Plan
This program lets you save for the future with help from Uncle
Sam and the Company. This program allows you to put money into an
account pre-tax! If you save money in your account before taxes are
taken out, you postpone paying taxes until you withdraw your money,
usually in retirement.
Additional Benefits
The Company may also provide access to additional insurance and
discount programs such as pet insurance, student loans and employee
discounts on certain products, services, and attractions such as
automobile purchase and rentals, computers, cell phones, daycare,
eye care, florists, fitness, tax preparation, lodging and travel, theme
parks, and other attractions. In addition, after reaching required
service levels and eligibility criteria, you may elect to participate in a
discounted stock purchase program and an employee gift matching
program. Under the gift matching program, the Darden Foundation
matches your gift to an eligible accredited institution/organization on
a two-for-one basis from $100 up to the program maximum.
Enrolling in Your Benefits
Please refer to the benefits enrollment information available from
a manager. Be sure to complete your enrollment for health, dental,
vision, life and dependent life, disability insurance, prepaid legal and
dependent care flexible spending account within your first 31 days of
employment.
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May 2013
You can enroll yourself, a spouse and eligible children in
health, dental and vision coverage.
If you delay your enrollment, your next opportunity will be
during our annual Open Enrollment period in the Fall unless
you have a qualifying event such as getting married, divorced,
birth or adoption of a child or loss of coverage under another
insurance plan during the year.
None of the Company’s benefit plans or programs should be
considered a contract for purposes of employment, payment of
compensation, or benefits. The details for each employee benefit are
contained in the legal plan documents or insurance policies for each
such benefit. The Company has the right to change or terminate any
benefit or benefit plan or program at any time. When changes are
made or in the event a benefit plan in which you were participating is
terminated, you will be notified.
Leave Benefits
From time to time, occasions may arise where employees will be
absent from their jobs for an extended period of time due to personal
illness, injury, personal, or family matters. When there is a need for an
employee to temporarily take time off from work, a leave of absence
may be granted by the Company. Except in cases of unforeseen
medical emergencies, leaves of absence must be approved in advance.
All leaves are calculated using a rolling twelve (12) month period
measured backwards from the first date leave is taken.
For further questions regarding leaves of absence and for forms
related to leaves, please contact The Reed Group at 1-866-337-8048.
Comprehensive policies are available by calling Total Reward Services’
toll free number Mon – Fri, 8:30 a.m. – 12:30 p.m. and 1:30p.m. - 6:00
p.m. ET. Leave Benefits information can also be accessed online.
Family and Medical Leave Act (FMLA) and State-Specific Family and
Medical Leave
Pursuant to federal and applicable state law the Company
provides unpaid leaves of absence to eligible employees for a
qualifying reason. Unless otherwise required by applicable state law,
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May 2013
an employee may be eligible for up to 12 weeks of unpaid FMLA leave
if the employee has completed at least one year of service (not
necessarily consecutive), worked at least 1,250 hours in the
immediately preceding 12 month period, and works in a facility with
50 or more employees or in a facility where 50 or more employees
work within a 75-mile radius.
In addition, the leave must be for a qualified reason such as:
the employee’s own serious health condition;
to care for the employee’s parent, child, spouse, or domestic
partner with a serious health condition;
due to the birth, adoption, or foster care placement of the
employee’s child (including prenatal care);
the employee’s spouse, child, or parent who is serving in the
regular Armed Forces, National Guard, or Reserves and is on
active duty or having been notified of an impending call or
order to active duty in a foreign country (Qualifying Exigency
Leave); and/or
the employee is needed to care for the employee’s spouse,
child, parent, or next of kin who is a covered servicemember
or covered veteran (Servicemember Family Care Leave
“SFCL”).
Eligible employees who comply with FMLA requirements will
receive job protection in the form of restoration to the same or
equivalent position upon return to work and maintenance of benefits
provided normal employee contributions are timely and fully paid.
Advance notice of at least 30 days should be given by the
employee where the need for FMLA leave is known or predictable
(example: birth of a child). Where the need is unknown and advance
notice is not practical, notice must be given by the employee or
his/her immediate family as soon as reasonable and practical.
“Intermittent FMLA Leave” may be requested and approved for
situations that meet the FMLA’s criteria, such as ongoing treatment
for a serious medical condition, chronic illness, or pregnancy.
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May 2013
While domestic partners are not covered under the federal FMLA,
Darden recognizes this important familial dynamic and provides
equivalent company-sponsored leave for domestic partners.
Servicemember Related Family Care Leave
An employee may be granted up to 26 weeks of Servicemember
Family Care Leave (SFCL) in a 12-month period to care for the
employee’s spouse, child, parent, or next of kin who is a Covered
Servicemember, as defined by federal law. Although all of the criteria
and requirements of FMLA leave apply to SFCL, there are additional
criteria that must be met as well. A “Covered Servicemember” is a
member of the armed forces or covered veteran who is undergoing
medical treatment, recuperation, or therapy, is in outpatient status, or
is otherwise on the temporary disability retired list for a serious injury
or illness.
For further questions regarding the FMLA (including SFCL), or
other leaves of absence and for forms related to FMLA leave, please
contact Total Reward Services’ toll free number Monday – Friday, 8:30
a.m. – 12:30 p.m. and 1:30p.m. - 6:00 p.m. EST.
Military/USERRA Leave
The Company will fully comply with all laws regulating
employment rights of employees who are reserve members of any
branch of the armed forces who are required to go on active duty or
participate in short-term training duty. The leave request must be in
writing and supported by military orders. This leave is granted without
pay.
The Company will reinstate you in accordance with federal and
state law. When returning from active duty leave, you must contact
the Company within the time frame established by the Uniformed
Services Employment and Re-employment Act of 1994 (USERRA) and
present a certificate of satisfactory completion of duty as required.
State Specific Leave Policies
Again, certain states provide additional leave protection and/or
paid disability benefits through state programs for employees who are
unable to work due to a qualifying illness or injury. For more
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May 2013
information, please contact The Reed Group at 1-866-337-8048, or the
Total Reward Services’ toll free number Monday – Friday, 8:30 a.m. -
12:30 p.m. and 1:30p.m. - 6:00 p.m. ET.
Personal Leave of Absence
Employees may be granted an unpaid leave of absence without
pay to attend to personal or family matters, including medical issues if
the employee is not eligible for FMLA or other protected leave, or if
such leave has been exhausted, for up to 90 days. In addition, the
Company will consider, on a case-by-case basis, requests for additional
leave as a reasonable accommodation for a medical disability. If the
employee does not return to work at the end of the approved leave
period, the employee will be deemed to have voluntarily resigned
their employment. An employee on an approved personal leave of
absence may continue group insurance coverage for a limited time as
long as required premiums are paid by the employee.
Bereavement Leave
Employees may be granted an unpaid leave of absence because of
a death in your family. Please talk to your General Manager/Managing
Partner for more information.
Jury Duty
Leaves of absence for jury duty will be granted as provided by
applicable state or federal law.
Returning From a Leave of Absence
Employees planning to return to work from a leave of absence
should contact a manager at least 48 hours before their expected
return date. Employees returning from a medical leave of absence
must have a physician’s written statement verifying that the employee
can return to his/her normal job functions with or without a
reasonable accommodation.
Except where required by law, the Company does not guarantee
reinstatement to an employee who has been granted a leave.
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May 2013
General Guidelines &
Restaurant Administration
Updating Personnel Information
You can update any changes in your personal status—new
address or phone number, emergency contacts or the number of
exemptions you claim by notifying a manager or making the change
on-line. Only a manager can update name changes (with proper
documentation) in the system.
Medical and Religious Accommodations
The Company is committed to the equal employment of and,
when appropriate, the reasonable accommodation of qualified
individuals with disabilities or individuals with sincerely-held religious
beliefs. You may request accommodations for disabilities or religious
purposes with any manager, your General Manager/Managing
Partner, Director of Operations, Managing Director, Senior Vice
President or directly to the Employee Relations department 1-800-
932-2558. Each request for accommodation will be addressed
individually, on a case-by-case basis.
The Company may request reasonable information and
documentation of the disability or religious belief and need for
accommodation.
Medical Accommodations
Qualified individuals with disabilities needing or requesting
accommodation are expected to cooperate in a dialogue with the
Company in order to determine the nature of the disability, need for
accommodation and accommodation options. Accommodations will
be determined on a case-by-case basis and may include, but are not
limited to, by way of example, reallocation of non-essential job
functions; reasonable leave of absence; reasonable modification of
work schedule; obtaining or modifying equipment or devices;
reassignment to another vacant position for which the requesting
employee is qualified; or in the case of a disabled employee with an
identified guardian, involving the guardian in resolving performance-
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May 2013
related issues. Essential job functions will not be eliminated as an
accommodation nor can the Company lower production standards as
an accommodation. After consulting with the requesting employee, if
more than one reasonable and effective accommodation exists, the
Company may choose between the accommodations. No employee
will be retaliated against for requesting an accommodation due to
disability.
Religious Accommodations
Employees requesting an accommodation for religious purposes
are expected to cooperate in a dialogue with the Company in order to
determine the nature and scope of the request, the underlying need
for accommodation and accommodation options. Accommodations
will be determined on a case-by-case basis. After consulting with the
requesting employee, if more than one reasonable and effective
accommodation exists, the Company may choose between the
accommodations. No employee will be retaliated against for
requesting an accommodation because of religious beliefs.
Expression of Breast Milk
We support our team members who are mothers providing breast
milk to their children. We will make reasonable accommodations to
provide breaks as necessary and a suitable area where a mother can
express breast milk. If you are a mother who needs to express breast
milk while on shift, please talk to your General Manager/Managing
Partner or call Employee Relations.
Lockers
For the convenience of team members wishing to change clothes
before or after their shift – lockers are available. You must provide
your own lock. The company will not be responsible for any personal
property lost on the premise.
Lockers should only be used during a team member’s shift. Locks
left on lockers after a shift may be removed by management at the
close of the business day. No articles or locks may be left in lockers
after a team member’s shift has ended. This courtesy will allow co-
workers on different shifts the opportunity to use the lockers.
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May 2013
As a condition to using the company’s lockers, team members
agree that they have no expectation of privacy with respect to their
use of any locker on company premises. As a further condition to
using the company’s lockers, team members acknowledge and agree
that the company may open and/or inspect the lockers at any time
and for any reason, even if the locker is locked with a team member’s
personal lock. Since the company retains the right to inspect its
lockers at any time, team members are advised not to use the lockers
to store any items that they would not want the company to inspect
or discover.
Performance Reviews
We strive to provide a written performance review by a manager
regularly. The review compares your performance to the Company’s
standards for the job. That way, you will know exactly what is
expected of you. The review also gives you an opportunity to discuss
with your manager how well you are doing your job or any concerns
you have.
Merit Increases
Pay increases are based on merit, and reward improvements in
skill, efficiency, and service. Your manager will use merit increase
guidelines to determine the amount of your raise, if any. A merit
increase will not necessarily accompany each performance review.
Opportunities for Advancement
The growth of the Company allows us to continually look within
the organization for qualified leaders. Please notify a manager if you
wish to be considered for promotional opportunities. If you do not
feel that you are being given appropriate opportunities, please speak
with your Director of Operations, Managing Director/Regional Vice
President or call Employee Relations.
Employee Engagement Survey
In order to ensure that we provide you with a positive working
environment, from time-to-time, the Company may ask you to
complete an Employee Engagement Survey so that we can see
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May 2013
whether we are achieving our goals in providing you a special place to
work. The surveys are confidential and no employee will suffer any
kind of retaliation for responding openly and honestly to the survey.
We take the survey very seriously, and we expect you to take it
seriously as well so that we can get accurate and meaningful
responses.
Transfers
With many restaurant locations, the Company allows employees
who have a good work record and are performing at a satisfactory or
above level to transfer from one restaurant to another, if a job is
available. The Company may even consider a transfer to another
restaurant concept if the circumstances warrant such a transfer.
You must first obtain approval from your General
Manager/Managing Partner. Your General Manager/Managing Partner
will then contact the General Manager/Managing Partner at the
restaurant where you would like to transfer to ensure there is a job
available for which you qualify. The receiving General
Manager/Managing Partner will make the ultimate decision as to
whether to accept your transfer request and no request is guaranteed.
If a transfer is agreeable to both General Managers/Managing
Partners, they will arrange an acceptable report date. Normally, you
must report to your new restaurant within two weeks of your last day
at your current location.
There is no guarantee that the wage rate you are currently
receiving will stay the same if you transfer. Your wage rate may be
adjusted in accordance with applicable federal, state or local laws.
Transfers are not guaranteed and schedules and wages may change
according to business needs and practices at different locations.
Health Card
Employees who work for the Company in areas that require
health cards must obtain one before reporting to work. A manager will
inform you of the requirements for obtaining this card when
applicable, and you will be reminded periodically when you should
renew it.
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May 2013
Work Permit
The employment of minors depends upon applicable laws in each
state and varying policies of the restaurants (see section on concept
specific policies in this handbook). In states that require a work
permit, you must provide one to a manager.
Identification Cards
In some areas, it is necessary to obtain an identification card
through the local police department or department of public safety. A
manager will inform you if this is a requirement in your area. You must
be sure to comply with local requirements.
Solicitation and Distribution of Literature
Employees may not solicit, distribute, or post literature for any
purpose during their work time and in work or guest areas. Work time
means your time on the job or the actual working time of another
employee to whom the soliciting or distributing is directed. Working
areas are all areas within the restaurant’s premises except the
designated employee break room, employee restrooms, and parking
areas.
Individuals not employed by the Company are prohibited from
distributing any type of literature or soliciting anywhere on company
property for any reason at any time and have no right of access to
Company property.
Company Bulletin Board Communication
Each restaurant has a Company bulletin board where official
Company information may be placed. Employees are responsible for
reading all information on the board and should check it before every
shift. Typical items on the board include meeting notices, Company
benefit information, legal notices, notices from federal and state
agencies and other Company-related information. No personal
announcements or information may be posted on this board by any
employee.
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May 2013
Staying on Company Premises
You may not enter or stay in working areas of the restaurant
unless you are on duty, scheduled to begin work, returning for a
scheduled meeting or are in the restaurant as a guest. If you are
dining in the restaurant as a guest, you may not enter any working
areas that would pose a hazard to you or others if you are not wearing
proper shoes that have slip-resistant soles or wearing otherwise
required protective equipment.
Restaurant Telephones
Business phones are for business use only. Please ask friends and
relatives not to call except in an emergency. If you need to make an
emergency call, ask a manager for assistance.
Personal Telephones/Communication Devices
Your primary focus is to serve the guests and fellow employees.
Where permitted by concept, personal communication devices
including cellular telephones, PDAs, two-way radios, and pagers must
be turned off or be on “silent” mode during work hours, and may only
be used during approved breaks or meal periods. Please check with
your manager for further details.
Cameras
In order to protect our recipes and procedures, we do not allow
cameras, camera phones, or any other electronic recording devices in
our restaurants without prior approval of management.
Confidential Information
Company information such as sales figures, guest satisfaction
results, recipes and product costs is privileged and may not be shared
with anyone outside the Company. In addition, private or personally
identifiable information regarding our guests, such as, but not limited
to, guest credit card numbers or information (even partially), may not
be shared with other employees or anyone outside the Company.
Failure to maintain this confidentiality may result in disciplinary action
up to, and including, termination.
Darden Restaurant’s Team Member Handbook Page 49
May 2013
Visitors
Relatives and friends are not permitted to visit with employees on
the restaurant premises. If a friend or relative is providing
transportation for you, ask him or her to wait outside of the
restaurant. Individuals who are not dining room guests and other
unauthorized visitors are not permitted on restaurant premises.
Parking
A manager will show you where to park. Employees are asked to
park away from the restaurant’s front door so convenient parking is
available to guests.
Personal Property/Workplace Inspections
If you bring personal property to work, you assume total
responsibility for it. The Company cannot be responsible if your
property is damaged, lost, or stolen. It is never a good idea to bring
valuable items to work.
The Company reserves the right to question employees and all
other persons entering and leaving our premises and to inspect any
packages, purses, handbags, briefcases, lunch boxes, duffle bags, and
any other possessions or articles carried to and from Company
property. In this joint effort to protect our employees, facilities, and
guests, the cooperation of employees is expected and required. An
employee’s failure to cooperate may lead to disciplinary action up to
and including termination.
Employee Meals
Please consult your manager for the specific details of your meal
program in conjunction with a scheduled shift. There is a separate
employee meal discount available when you are not working.
Information on this is available from the Total Rewards Department.
Darden Restaurant’s Team Member Handbook Page 50
May 2013
Additional Policies Specifically
for LongHorn Steakhouse
Smoking
Employees
No Smoking - All employees should be aware they are
representing LongHorn Steakhouse. It is not acceptable to smoke
before opening, while we are open, or after we close. It is not
acceptable to smoke anywhere on the premises (including the back
dock, parking lot, etc.). Violations of this policy can result in
disciplinary actions up to and including termination of employment.
Guests
Smoking is permitted by local laws in designated areas –
LongHorn Steakhouse restaurants provide designated smoking
sections for use by its guests. In each restaurant (as permitted by local
laws) a separate designated dining area will be available to guests who
wish to smoke.
Due to potential fire hazards, team members and managers
should monitor all areas of the restaurant and grounds to ensure
smoking occurs only in the designated areas.
Meal Discount While Working
Employees are invited to enjoy the food offered by their
restaurant. This benefit allows you to sample the products we sell to
our guests at minimal cost to you while you are on shift. When eating
at any LongHorn Steakhouse restaurant, all employees (including
managers) must enjoy their experience at a dining room table – you
may NOT sit at the bar. When an employee is working a shift, the
following items will be the only items available at all locations as this is
the approved system-wide meal program. Each individual restaurant
will establish appropriate times for employee meals in accordance
with applicable state laws.
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May 2013
Complimentary Food Items – Each employee working on the
shift may choose 2 of the following items for free:
Garden salad or Caesar salad
Cup of soup
Bake potato, vegetables, or any item listed under “SIDES”
on the menu
50% Discount – All other menu items other than those listed
above as complimentary are available at a 50% discount to team
members working on the shift.
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May 2013
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May 2013
Understanding & Acknowledgment
By Employee
**Tear out this page and place in employee’s file**
I understand that the information in this handbook represents guidelines
only and that the Company reserves the right to modify this handbook or
amend or terminate any policies, procedures, or employee benefit program
whether or not described in this handbook at any time, or to require and/or
increase contributions toward these benefit programs.
I understand that this handbook is not a contract of employment, express
or implied, between the Company and myself, and that I should not view it as
such or as a guarantee of employment for any specific duration. Nothing in
this handbook alters the “at-will” nature of my employment with the
Company, and I understand and agree that my employment may be
terminated at any time, with or without cause, and with or without notice.
By signing below, I acknowledge that I have received and read the
handbook. By signing below, I acknowledge that I agree to abide by all of the
policies, procedures, and guidelines set forth in the handbook. I agree that my
failure to abide by any of these is grounds for discipline, up to and including,
termination of my employment with the Company and as set forth in other
written materials and guidance provided by the Company.
I have also carefully read, and I understand the Company’s non-
discrimination and harassment policies that are contained in this handbook. I
understand that there is a process that allows me to report any violations of
these policies and that I am encouraged to do so. I agree that I will follow the
proscribed reporting process to report any violations of the harassment policy,
and that I should likewise report any violations of the non-discrimination
policy.
**NOTHING IN THIS BOOKLET IN ANY WAY CREATES AN EXPRESS OR
IMPLIED CONTRACT OF EMPLOYMENT. EMPLOYMENT EXISTS ONLY ON AN
AT-WILL BASIS. ANY VERBAL STATEMENTS, PROMISES, OR ASSURANCES
THAT ARE INCONSISTENT WITH THE TERMS OF THIS HANDBOOK DO NOT
CREATE A CONTRACT OF EMPLOYMENT
Print employee name
Employee signature
Date
Print management witness
Management signature
Date
Understanding & Acknowledgment
