longhorn team member handbook may 2013 -...

Darden Restaurant’s Team Member Handbook Page 0

May 2013

LONGHORN

Team Member Handbook

May 2013


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


May 2013

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:


May 2013

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.


May 2013

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


May 2013

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.


May 2013

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,


May 2013

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.


May 2013

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.


May 2013

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


May 2013

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.


May 2013

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.


May 2013

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.


May 2013

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.


May 2013

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.


May 2013

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.


May 2013

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


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:


May 2013

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


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


May 2013

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


May 2013

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.


May 2013

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.


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.


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


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


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


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


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.


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;


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.


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.


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.


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

[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.

mailto:[email protected]


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,


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


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 [email protected] or call 1-888-374-3343. The Total

mailto:[email protected]


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.


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,


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.


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


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.


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-


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.


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


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.


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.


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.


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.


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.


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.


May 2013


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