Full-Service Restaurants (U.S.) — NAICS 722511

An investor's primer for a general audience. Federal figures are the latest available from U.S. Census sources; company results are as reported in fiscal-2025 filings and press releases.

1. Overview

A full-service restaurant is one where you sit down, a server takes your order and brings your food, and you pay after eating — the "sit-down" or "table-service" side of dining. It spans family dining, casual dining, steakhouses, fine dining, brewpubs, and full-service pizzerias, from Applebee's and Olive Garden to a white-tablecloth steakhouse or the diner on Main Street.[1] It is one of the largest employers in the country: roughly 5.39 million workers across about 258,600 locations, with sales of roughly $372.8 billion as of the last economic census.[2][3]

Why it matters to an investor: this is a huge, everyday, consumer-facing industry that is also unusually easy to enter and brutally competitive. Margins are thin, the top four companies control only about 6% of sales, and results swing with the economy, wages, and food costs.[3] Big and familiar, but fragmented and cyclical — that combination produces a small set of durable public "winners" alongside a long tail of independents and private-equity-owned chains.

Two ways in. The core investment question is operational: can an owner generate attractive sales per location while controlling food, labor, rent, insurance, and capital costs? Public-market stock is only one route:

• Listed restaurant operators and franchisors (about a dozen chains — Darden, Texas Roadhouse, Brinker/Chili's, Bloomin'/Outback, Cheesecake Factory and others).
• Direct ownership of an independent restaurant.
• Franchise ownership, or a multi-unit franchise group.
• Private-equity investment in restaurant brands or operators.
• Adjacent exposure: restaurant real estate, lending, food distribution, payments, and technology.

The overwhelming majority of the industry — independents, franchisees, and chains owned by private-equity firms and families — is reachable only through private ownership, not the stock market.

2. What it is and how it's structured

Scope. The North American Industry Classification System (NAICS) code 722511 covers establishments where patrons order while seated and pay after eating — table service. Alcohol, carryout, and live nontheatrical entertainment may be included at the same location.[1] The code spans casual dining (Chili's, Olive Garden), family dining (Cracker Barrel, IHOP, Denny's), and fine dining (Capital Grille, Ruth's Chris).

What it excludes — and where those dollars are counted instead:

• 722513 Limited-Service Restaurants — fast food and fast-casual where you order and pay first (McDonald's, Chipotle, Starbucks, Portillo's). This is the single biggest adjacent code.[1]
• 722514 Cafeterias, Grill Buffets and Buffets — Golden Corral, cafeteria lines.[1]
• 722515 Snack and Nonalcoholic Beverage Bars — coffee, ice cream, juice, pretzel counters.[1]
• 722410 Drinking Places — bars, taverns, nightclubs whose main business is alcohol.[1]
• 722310 / 722320 / 722330 — Food-Service Contractors, Caterers, and Mobile Food Services — contract cafeterias, catering, and food trucks.[1]

Ownership mix. Three structures overlap. In the company-operated model, the corporation owns and runs the restaurants (Darden, Texas Roadhouse, BJ's). In the franchise model, a parent licenses the brand to independent operators who fund and run the units and pay royalties (Dine Brands' Applebee's and IHOP are almost entirely franchised); a brand owner may also license internationally or manage locations for another party.[16][8] But most of the industry is neither a public company nor a franchise — it is independent, single-location operators. There are about 224,400 firms running those ~258,600 locations, so the typical operator runs just one restaurant.[2][3] The landlord is frequently a separate property owner, which is why lease terms matter so much to unit economics.

3. How big it is

Our federal figures (U.S. Census Bureau). County Business Patterns (CBP) covers employer establishments; the Economic Census figures cover the employer-business universe for the relevant table and year.

A few things to read into these numbers. Average sales per location run on the order of $1.4 million.[2][3] Reported payroll works out to about $28,000 per employee on average, which understates what workers actually take home: tips are not counted in payroll, and a large share of the workforce is part-time and tipped.[2] The industry is also very fragmented — the largest 4 firms hold about 6% of sales, the top 8 about 8.7%, the top 20 about 12.1%, and the top 50 only about 15%.[3] The HHI, a standard concentration gauge, is suppressed for this industry; no substitute value should be inferred, but the concentration ratios already tell the story.[3] The SBA (Small Business Administration) size standard is a threshold for federal small-business programs — not a market-size estimate or a franchise investment requirement.[4]

Undercount caveat. Compared with sectors dominated by government or informal micro-operators, restaurants are captured fairly well by federal data because almost all have employees and payroll. But two gaps remain. First, CBP excludes businesses without paid employees, those without an employer identification number, the self-employed, and most government employees — so the smallest cash-and-tip operators are undercounted.[5] Nonemployer Statistics are designed to capture no-employee businesses, but our ground-truth file has no 722511 nonemployer figure, so we do not state one.[6] Second, the receipts figure is from the 2022 Economic Census and predates recent menu-price inflation, so current industry sales are higher. For scale context, the National Restaurant Association estimates the entire U.S. restaurant-and-foodservice industry (all segments, not just table service) reached about $1.5 trillion in 2025.[7]

4. The investable universe

Selected public companies

Only about a dozen full-service operators trade on U.S. exchanges, and they represent a small slice of a fragmented industry. Several also combine table service with limited-service brands, retail, or licensing. Revenue and unit counts are as reported for fiscal 2025.

This is a selected universe, not a complete index; some listed names bundle full-service restaurants with limited-service, retail, or hospitality activities.

Major private and other owners

Much of the recognizable table-service world is not on the stock market:

• Denny's left public markets in January 2026 when a consortium (TriArtisan Capital, Treville Capital, Yadav Enterprises) took it private in a ~$620 million deal.[18]
• Fogo de Chão is owned by Bain Capital.[19]
• Landry's (Tilman Fertitta) is a large private group: Mastro's, Morton's, Del Frisco's, Chart House, Saltgrass Steak House, Rainforest Cafe, Bubba Gump Shrimp Co.[20]
• Buffalo Wild Wings sits inside Inspire Brands (backed by Roark Capital); TGI Fridays and P.F. Chang's are tied to TriArtisan.[21]
• Flynn Group is a major multi-unit franchisee (large Applebee's operator, among other brands) — an operator, not the brand owner.[22]
• Red Lobster is now held by RL Investor Holdings (Fortress Investment Group, TCW Private Credit, Blue Torch) following its 2024 bankruptcy restructuring.[23]
• Waffle House remains privately, family-controlled.

Beyond the chains lie roughly 220,000-plus independent operators who make up the bulk of the industry.[3] By one market estimate, independents hold roughly three-quarters to four-fifths of U.S. full-service sales, though chains have been gaining share.[24] For most investors the practical reality is that a handful of public chains is the only liquid way in; everything else requires private ownership or a fund.

5. How the money works

Restaurants are a thin-margin, high-turnover business. The basic revenue equation is simple —

Guest visits × average check = restaurant sales —

with extra revenue from alcohol, takeout, delivery, catering, gift cards, and retail. Owners make money by filling seats repeatedly and controlling two costs above all. The industry has its own vocabulary:

• Comparable (same-store) sales — the single most-watched metric. It measures sales growth at restaurants open at least a year (stripping out new openings) and splits into traffic (guest counts) versus check (price and items per order). Growth driven by traffic is healthier than growth driven only by price. In fiscal 2025 Chili's posted standout comparable-sales gains as a value-and-marketing turnaround took hold, while much of the industry saw flat-to-down traffic.[10][7]
• Average unit volume (AUV) — annual sales per restaurant. Higher AUV spreads fixed costs (rent, managers) over more revenue; it is the anchor of unit economics.
• Prime cost — food/beverage cost of goods plus labor. Well-run full-service units aim to keep prime cost below ~60–65% of sales, split roughly food 30–35% and labor 25–32%.[26] These two lines are where inflation hits hardest. As a real-world illustration (one large operator's fiscal 2025, not an industry average): food and beverage 30.3% of sales, restaurant labor 31.7%, other restaurant expenses 16.1%, operating income 11.3%.[8]
• Restaurant-level (four-wall) margin — profit at the individual restaurant after food, labor, and occupancy, before corporate overhead. Mid-teens is typical for a healthy casual-dining unit (BJ's reported about 15.5% in fiscal 2025).[14]
• Occupancy — rent and property costs. Most operators lease, so lease terms and renewals matter to the bottom line.

Other operating gauges investors track: table turns, sales per seat, sales per labor hour, new-unit investment and payback period, closures, and return on invested capital.

Company-owned versus franchised — two different economic models. A company that owns its restaurants captures the full sales dollar but bears all the food, labor, and rent. A franchisor collects a royalty (commonly ~4–5% of a franchisee's sales) plus an advertising-fund contribution (~3–4%), and lets the franchisee shoulder operating costs and capital.[16] That "asset-light" royalty stream is higher-margin and steadier — which is why Dine Brands (Applebee's/IHOP) earns under $1 billion of revenue yet oversees 3,509 restaurants: it collects fees, not every meal. A key implication: systemwide sales do not equal a franchisor's revenue.[16]

Off-premise and delivery — takeout and third-party delivery (DoorDash, Uber Eats) now add meaningful volume, but delivery commissions (often mid-teens to ~30% of an order) compress margins, so operators push their own apps and pickup.

How investors get paid. Public: mature chains generate strong cash flow and return it through dividends and share buybacks (Darden and Texas Roadhouse are notable payers), while growth names reinvest in new units. Private: franchisees and independents live on four-wall cash flow, and PE owners aim to improve margins, add units, and exit via sale or IPO.

6. What drives demand

• Consumer discretionary spending. Eating out is a want, not a need. Demand tracks disposable income, employment, and consumer confidence; in soft patches diners trade down from full-service to fast food or eat at home. In 2025 more than half of operators reported traffic declines and about 40% of consumers said they dined out less than a year earlier — yet 70% said they would go out more if they had the money, so pent-up demand is real.[7]
• Value perception. With budgets stretched, value is now the top decision factor for most diners choosing a full-service restaurant — driving the wave of promotions and everyday-value menus in 2025.[7]
• Menu price vs. traffic. Years of food and labor inflation forced menu-price increases; the risk is pricing past what guests will pay, which shows up as falling traffic even when dollar sales rise. This is why comparable sales must be decomposed into price and traffic.[7]
• Location and trade area. Site selection emphasizes population density, household income, visibility, accessibility, and nearby offices, hotels, universities, and shopping.[8]
• Occasions and dayparts. Social and special-occasion dining, plus daypart expansion into breakfast, lunch, late-night, and weekends (First Watch's daytime niche is an example) shape where dollars go.
• Labor availability. Because service is the product, staffing levels directly cap how many guests a restaurant can serve well.

7. Regulation

Full-service restaurants are lightly regulated as an industry but heavily exposed to labor and food-safety rules that move costs. Most regulation is state and local, with important federal overlays:

• Wages and the tip credit. Under the federal Fair Labor Standards Act (FLSA), the minimum wage is $7.25/hour; a tipped employee may be paid a direct cash wage as low as $2.13/hour, with the employer claiming a tip credit of up to $5.12 as long as tips bring the worker to the full minimum.[27] Many states and cities set higher minimums and some eliminate the tip credit entirely, so labor cost varies enormously by location.[27]
• "No tax on tips." Under the 2025 One Big Beautiful Bill Act (OBBBA), tipped workers can deduct up to $25,000 of qualified tips from federal income tax for 2025–2028 (payroll taxes still apply) — a worker benefit that also affects the economics of tipped roles.[28]
• Food safety. Restaurants follow the FDA (Food and Drug Administration) Food Code — a model code, not a single nationwide law — which state, local, tribal, and territorial agencies adopt and enforce through inspections and permits (current base is the 2022 edition, with a new edition expected). The federal Food Safety Modernization Act (FSMA) adds traceability requirements for certain foods.[29]
• Franchising. The Federal Trade Commission (FTC) Franchise Rule requires a prospective franchisee to receive a Franchise Disclosure Document (FDD) — 23 specified items — at least 14 days before signing or paying.[30]
• Workplace safety and other layers. The Occupational Safety and Health Administration (OSHA) flags restaurant hazards (electrical, fires, slips/trips/falls, equipment).[31] Add liquor licensing (state/local), the Americans with Disabilities Act, immigration/E-Verify compliance, zoning and building codes, and a growing patchwork of local scheduling and paid-leave laws.

Regulation bites financially through wages, benefits, tips, scheduling, insurance, food-safety compliance, permitting delays, and liability claims.

8. Competitive dynamics and consolidation

This is a hyper-fragmented, low-barrier industry: anyone with a lease and a kitchen can open a restaurant, which keeps competition intense and average returns modest. Competition is local even when the brand is national — restaurants compete for guests, labor, real estate, suppliers, advertising, and management talent, and also against limited-service chains, fast-casual concepts, grocery stores, meal kits, and delivery platforms.[8][12] The federal concentration ratios confirm the fragmentation: the top 50 firms hold only ~15% of sales.[3]

Two forces push the other way. First, scale advantages — purchasing and distribution, menu development and supply-chain control, marketing efficiency, technology and loyalty systems, training depth, and real-estate/franchise support — let big chains out-invest independents, so publicly traded operators have slowly gained share even as they remain a minority of the market.[24] Second, consolidation through brand rollups and multi-unit franchise operators: Darden has been the industry's serial acquirer, buying Ruth's Chris (2023) and Chuy's (~$605 million, closed 2024) to bolt new brands onto its platform.[25] Private equity is the other buyer — Bain owns Fogo de Chão, and the Denny's take-private shows even mid-cap public chains being pulled private.[19][18] Meanwhile the independent sector itself shrank about 2.3% in 2025 under cost pressure.[7] Scale, though, is not a moat by itself: integration failures, excess debt, weak franchisees, and fading brand relevance can erase the benefits of a larger footprint.

9. Risks

• Consumer cyclicality. Discretionary spending falls in downturns; full-service, with higher checks than fast food, is especially exposed to trade-down.[7]
• Wage and labor cost. Rising state/local minimum wages, tip-credit rollbacks, scheduling laws, and tight labor markets lift the largest controllable cost — a single state law change can reshape unit economics.[27]
• Food and input inflation. Commodity swings (meat, seafood, dairy, produce), plus packaging, energy, and insurance, hit the other half of prime cost; operators can't always pass it through without losing traffic.[26][7]
• Traffic erosion. After heavy menu-price increases, several years of soft or negative guest counts suggest the pricing lever is near exhausted.[7]
• Delivery economics and disintermediation. Third-party platforms add sales but take a large cut, own the customer relationship, and add payment and cyber exposure.
• Fixed-cost and real-estate risk. Long leases and heavy build-out costs make it hard to shrink quickly when sales dip; over-expansion has burned even strong brands.
• Reputational and safety events. A single foodborne-illness outbreak, lawsuit, or viral incident can dent a brand's traffic for quarters.
• Deal and balance-sheet risk. Acquisition leverage, impairment charges, franchisee financial distress, and unsuccessful new-unit development can damage even large operators.
• Private-investment illiquidity. Independent and PE-owned stakes carry limited disclosure and are hard to exit.

The most dangerous combination is falling traffic alongside fixed rent, management, debt, and labor commitments.

10. How to invest and the outlook

Public routes

The direct way in is the roster in Section 4 — a starting universe, not a recommendation. Different profiles suit different investors: Darden offers scale, diversification across ~10 brands, and a steady dividend; Texas Roadhouse is the traffic-and-growth standout that overtook Olive Garden as the largest casual-dining chain by sales; Brinker/Chili's is the value-driven turnaround; Bloomin', Cheesecake, Cracker Barrel are brand-specific bets with their own turnaround or growth angles; First Watch is a fast-growing daytime name; and Dine Brands is the asset-light franchise-royalty model. When comparing them, weigh:

• Same-restaurant sales — traffic versus price and mix.
• Restaurant-level margins and labor productivity.
• New-unit returns, payback, and closure rates.
• Company-owned versus franchised mix.
• Lease obligations, debt, interest expense, and maintenance capital spending.
• Brand concentration (dependence on a single concept).
• Valuation: price-to-earnings, enterprise-value-to-EBITDA (EBITDA = earnings before interest, taxes, depreciation, and amortization), and free-cash-flow yield.

A broad restaurant or consumer-discretionary ETF is an indirect, diversified option. The strongest public operators typically combine durable brands, high-quality locations, disciplined unit growth, pricing power, and manageable leverage.

Private routes

Because most of the industry is private, the alternatives are real: owning or buying an independent restaurant or small group, franchising an established brand (buying into a royalty-supported system rather than building one), or investing through a private-equity fund that owns restaurant platforms. Underwrite the actual location, not the brand story: review the FDD, historical monthly sales, traffic, average check, labor schedule, food cost, rent, royalties, advertising fees, delivery costs, maintenance capital spending, debt service, and closure history. The key output is sustainable four-wall cash flow after realistic owner compensation, repairs, replacement capital, and rent — not reported brand sales. For a PE transaction, stress-test whether the cash flow still works under lower traffic, higher wages, higher food costs, and delayed openings.

Outlook

The industry enters 2026 with modest projected real growth but persistent cost pressure and cautious, value-seeking consumers.[7] Key swing factors: whether traffic stabilizes as menu-price inflation cools; the trajectory of wages and state minimum-wage changes; food-cost inflation; the pace of consolidation (Darden-style acquisitions and PE take-privates); and how well operators convert off-premise and technology spend into margin rather than cost. The underlying demand base is durable, but growth is likely to be uneven, and the economics are unforgiving. Treat high revenue growth without traffic quality or cash-flow discipline as a warning, not a thesis — in a low-margin, economically sensitive industry, execution separates the winners from a crowded field. Forward views here are judgments, not guarantees.

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Sources

1. U.S. Census Bureau, 2022 NAICS Definition — 722511 Full-Service Restaurants (scope and exclusions). https://www.census.gov/naics/?input=722511&year=2022&details=722511
2. U.S. Census Bureau, County Business Patterns, 2023 — NAICS 722511 (establishments, employment, annual and first-quarter payroll). https://www.census.gov/programs-surveys/cbp.html
3. U.S. Census Bureau, 2022 Economic Census — Concentration/Comparative Statistics, NAICS 722511 (firms, receipts, CR4/CR8/CR20/CR50, suppressed HHI). https://data.census.gov/table/ECNSIZE2022.EC2200SIZECONCEN?codeset=naics~722511&q=ec2200
4. U.S. Small Business Administration, Table of Size Standards — NAICS 722511 ($11.5M receipts), 2023. https://www.sba.gov/document/support-table-size-standards
5. U.S. Census Bureau, County Business Patterns Methodology (coverage exclusions). https://www.census.gov/programs-surveys/cbp/technical-documentation/methodology.html
6. U.S. Census Bureau, Nonemployer Statistics (no-employee business coverage). https://www.census.gov/econ/overview/mu0500.html
7. National Restaurant Association, 2026 State of the Restaurant Industry and economic commentary (industry ~$1.5T in 2025; traffic declines; value priority; independents down ~2.3%), 2025–2026. https://restaurant.org/research-and-media/research/research-reports/state-of-the-industry/
8. Darden Restaurants, Inc., Form 10-K, Fiscal 2025 and Q4/Full-Year Results (total sales ~$12,076.7M; 2,159 restaurants; segment cost ratios; site-selection criteria), 2025. https://www.sec.gov/Archives/edgar/data/940944/000094094425000038/dri-20250525.htm
9. Texas Roadhouse, Inc., Form 10-K, Fiscal 2025 (revenue ~$5.9B; 816 restaurants systemwide). https://www.sec.gov/Archives/edgar/data/1289460/000110465926021292/txrh-20251230x10k.htm
10. Brinker International, Inc., Form 10-K / Q4 Fiscal 2025 Results (company sales ~$5.3B; Chili's comparable-sales gains). https://www.sec.gov/Archives/edgar/data/703351/000070335125000035/eat-20250625.htm
11. Bloomin' Brands, Inc., Form 10-K, Fiscal 2025 (revenue ~$3.96B; ~967 owned + ~493 franchised restaurants). https://www.sec.gov/Archives/edgar/data/1546417/000154641726000009/blmn-20251228.htm
12. The Cheesecake Factory Incorporated, Form 10-K / Q4 Fiscal 2025 Results (record revenue ~$3.75B). https://www.sec.gov/Archives/edgar/data/887596/000110465926018643/cake-20251230x10k.htm
13. Cracker Barrel Old Country Store, Inc., Form 10-K / Q4 and Full-Year Fiscal 2025 Results (total revenue ~$3.48B). https://www.sec.gov/Archives/edgar/data/1067294/000110465925093663/cbrl-20250801x10k.htm
14. BJ's Restaurants, Inc., Fiscal 2025 Results (revenue ~$1.4B; restaurant-level operating profit ~$216.2M, ~15.5% margin). https://www.sec.gov/Archives/edgar/data/1013488/000119312526083331/bjri-20251230.htm
15. First Watch Restaurant Group, Inc., Fiscal 2025 Results / Annual Report (revenue ~$1.2B; 633 restaurants, 560 company-owned + 73 franchised). https://www.sec.gov/Archives/edgar/data/1789940/000178994026000050/fwrg2025annualreporttost.htm
16. Dine Brands Global, Inc., Form 10-K, Fiscal 2025 (revenue ~$879.3M; 3,509 restaurants; IHOP franchise royalty 4.5% + 3.5% ad fund). https://www.sec.gov/Archives/edgar/data/49754/000162828026011393/din-20251228.htm
17. The ONE Group Hospitality, Inc., Form 10-K, Fiscal 2025 (STK, Benihana, Kona Grill, RA Sushi; owns/operates/manages/franchises/licenses). https://www.sec.gov/Archives/edgar/data/1399520/000110465926032065/stks-20251228x10k.htm
18. GlobeNewswire, Denny's Corporation to be Acquired by TriArtisan, Treville and Yadav in $620 Million Transaction (take-private, closed January 2026), 2025–2026. https://www.globenewswire.com/news-release/2025/11/03/3179903/0/en/denny-s-corporation-to-be-acquired-by-triartisan-capital-advisors-treville-capital-group-and-yadav-enterprises-in-620-million-transaction.html
19. Restaurant Dive, Fogo de Chão to be acquired by Bain Capital, 2023. https://www.restaurantdive.com/news/Fogo-de-chao-to-be-acquired-bain-capital-private-equity/690901/
20. Landry's, Inc., About / Tilman Fertitta (private multi-brand portfolio). https://www.landrysinc.com/about-us/meet-the-ceo-tilman-fertitta
21. Inspire Brands, Inspire Brands Launches with Arby's and Buffalo Wild Wings (Roark Capital-backed), 2018. https://inspirebrands.com/inspire-brands-launches-today-with-arbys-buffalo-wild-wings-as-foundation/
22. Flynn Group, Flynn Applebee's (multi-unit franchisee). https://flynn.com/applebees/
23. Fortress Investment Group, Fortress Appoints Damola Adamolekun as CEO of RL Investor Holdings LLC (Red Lobster restructuring), 2024. https://www.fortress.com/news/2024-08-26-fortress-appoints-damola-adamolekun-as-ceo-of-rl-investor-holdings-llc
24. Mordor Intelligence, United States Full-Service Restaurants Market (independents ~78.6% of U.S. FSR sales in 2025; chains growing faster), 2025. https://www.mordorintelligence.com/industry-reports/united-states-full-service-restaurants-market
25. Darden Restaurants, Inc., Darden Completes Acquisition of Chuy's Holdings (~$605M enterprise value, closed 2024); Ruth's Chris acquisition (2023). https://investor.darden.com/news/news-details/2024/Darden-Restaurants-Completes-Acquisition-of-Chuys-Holdings-Inc/default.aspx
26. Franchise Growth Solutions, Ways Franchised Restaurant Brands Can Improve Unit Economics in 2026 (prime cost <60%, food 30–35%, labor 25–32%), 2025. https://franchisegrowthsolutions.com/7-ways-franchised-restaurant-brands-can-improve-unit-economics-in-2026/
27. U.S. Department of Labor, Wage and Hour Division, Fact Sheet #15: Tipped Employees Under the FLSA ($7.25 minimum; $2.13 cash wage; $5.12 maximum tip credit). https://www.dol.gov/agencies/whd/fact-sheets/15-tipped-employees-flsa
28. Internal Revenue Service, One Big Beautiful Bill Act: Tax Deductions for Working Americans ("no tax on tips," up to $25,000 deduction, 2025–2028), 2025. https://www.irs.gov/newsroom/one-big-beautiful-bill-act-tax-deductions-for-working-americans-and-seniors
29. U.S. Food and Drug Administration, FDA Food Code (2022 edition; state/local adoption and enforcement) and FSMA traceability rule. https://www.fda.gov/food/retail-food-protection/fda-food-code
30. Federal Trade Commission, Franchise Rule (FDD, 23 items, 14-day disclosure). https://search.ftc.gov/legal-library/browse/rules/franchise-rule
31. Occupational Safety and Health Administration, Restaurant / Young Worker Safety (workplace hazards). https://www.osha.gov/etools/young-workers-restaurant-safety/general