Red Lobster 2002 Annual Report Download - page 2

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AT DARDEN RESTAURANTS WE HAVE AN ESTABLISHED STRATEGIC FRAMEWORK
THAT GUIDES US ON OUR JOURNEY FROM “GETTING BETTER” TO BECOMING THE
BEST, SUPPORTED BY OUR CORE VALUES OF INTEGRITY AND FAIRNESS, RESPECT
AND CARING, DIVERSITY, ALWAYS LEARNING/ALWAYS TEACHING, BEING OF SERVICE,
TEAMWORK AND EXCELLENCE. AT THE CORE OF THIS FRAMEWORK ARE THREE
STRATEGIC IMPERATIVES, OR WHAT WE CALL STRATEGIC “BUILDING BLOCKS”:
Leadership Development
This is the essential building block. To make our strategic vision a reality, we must have leaders throughout
the Company who inspire in their teams a great passion and enthusiasm for people, restaurants and dining.
Culinary and Beverage Excellence
We are committed not only to continually improving and innovating in this critically important
part of our business, but also to redefining culinary and beverage excellence in casual dining.
(In this year’s Annual Report we’ll focus on our Culinary and Beverage Excellence strategic imperative.)
Service and Hospitality Excellence
The restaurant business is a people business, and we intend to establish and achieve the industry’s
very highest service and hospitality standards, as defined by our guests.
SUPPORTING OUR STRATEGIC BUILDING BLOCKS ARE TWO KEY ENABLERS:
Diversity
We will create an environment that welcomes diversity, understands its implications and translates that
understanding into appropriate systematic practices at every level of the organization.
Technology
Technology offers tremendous opportunities to directly benefit our guests, employees and suppliers.
We want leaders who know how to develop and take full advantage of those opportunities.
Our Strategic Building Blocks
Divisional Overviews fold-out
This is the Bottom Line 1
Letter to Shareholders 10
Operations Overview 13
Financial Review 17
Corporate Responsibility 45
Board of Directors 48
Shareholder Information 49
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