What changed in this filing

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Item 1. Business

2026-02-27 compared with 2025-02-27 · 87 added, 119 removed, 56 unchanged (79% of the section changed)

To Build Healthier Communities by Connecting People to Real Food

Sweetgreen, Inc., a Delaware corporation (together with its subsidiaries, “Sweetgreen,” “we,”, “us,” or the “Company”) is a mission-driven, next generation restaurant and lifestyle brand that serves healthy food at scale.

Our bold vision is to be as ubiquitous as traditional fast food, but with the transparency and quality that consumers increasingly expect.

As of December 29, 2024 , we owned and operated 246 restaurants in 22 states and Washington, D.C.

Our Food Ethos

We believe the choices we make about what we eat, where it comes from and how it is prepared have a direct impact on our health, our communities, and the planet.

This is our Food Ethos, and it is firmly rooted in every aspect of our business.

At Sweetgreen, we focus on Real Food, which for us means:

• Plant-forward

• Celebrates seasonality

• Made fresh in our restaurants

• Prioritizes organic, regenerative, and local sourcing

• Meets strict and humane animal welfare and seafood standards

• Free of highly-processed preservatives, artificial flavors, and refined or hidden sugars

• Mindful of the carbon impact of each ingredient to protect future generations

This commitment to our Food Ethos keeps our food delicious, nutrient dense, and sustainable.

At Sweetgreen, Real Food tastes better, makes you feel better, and drives the frequency that has defined our success.

Our Menu Offering

As of December 28, 2025 , we owned and operate d 281 restaurants in 24 states and Washington, D.C.

Our Menu Offerings

We have designed our menu to be delicious, customizable, and convenient to empower our customers to make healthier choices for both lunch and dinner.

We are constantly seeking ways to enhance our menu, all while honoring our food ethos.

Our Core Menu

• Our core menu features 13 curated, signature items which are offered year-round in all of our locations, including our new steak plate.

• In addition to our core menu items, our single most popular item is the “custom” salad or bowl, which can include millions of combinations from 40-plus ingredients as well as our made-from-scratch dressings.

• We keep our menu fresh by curating a smaller seasonal and limited time offer menu throughout the year.

We believe our seasonal menu rotation, which celebrates the strength of our regional supply

chain by highlighting fresh local ingredients, increases order frequency by introducing new flavor combinations for our customers to sample.

• On our Owned Digital Channels, we offer exclusive menu items, including seasonal digital exclusives and curated “collections” relevant to each customer.

Our core menu consists of a curated set of signature items offered year-round across all locations, designed to deliver consistent quality and reflect our food philosophy, supported by a disciplined and scalable supply chain.

Guests may also create a custom salad, bowl, or plate from a broad assortment of ingredients and signature dressings, enabling meaningful customization within a standardized ingredient system.

We supplement our core offerings with seasonal and limited-time items that allow us to introduce new flavors and test innovation while maintaining operational consistency.

Through our owned digital channels, we also offer exclusive menu items and curated collections that support discovery, personalization, and guest engagement.

Sweetgreen's mission is to build healthier communities by connecting people to real food.

Over the past year, our leadership team has evaluated the business and refined our strategic priorities to strengthen execution, enhance the guest experience, and build a more durable financial model.

We refer to this framework as the Sweet Growth Transformation Plan which is centered on five strategic priorities:

Operational Excellence

Drive consistent execution across our restaurants to deliver great food, smooth operations, and reliable guest experiences.

Food Quality + Menu Innovation

Differentiate through high-quality ingredients and scratch cooking while continuing to evolve the menu in ways that resonate with guests.

Personalized Experience

Increase customer frequency and average check through targeted digital engagement, personalized messaging, and relevant offers.

Brand Relevance

Attract new guests by amplifying what makes Sweetgreen distinctive, relevant, and culturally compelling.

Disciplined Profitable Investment

Deliver sustainable growth by prioritizing returns, maintaining cost discipline, and allocating capital with rigor.

Our Supply Chain

We have built a differentiated, end-to-end supply chain that culminates in delicious, high-quality food for our customers.

We currently have more than 140 active domestic food partners, such as farmer, bakers, and distributors.

Consistent with our Food Ethos, we seek to prioritize ingredients that are certified organic, regenerative, or locally sourced, and meet high animal welfare and seafood standards.

We build direct relationships with farmers and growers and we are proud to showcase them on the walls of every restaurant and spotlight them on our digital platform.

Our national supply chain is organized into regional distribution networks.

We seek to align retail proximity with cultivation, and to leverage existing relationships as we enter new markets in that region.

Our sourcing and operating standards are guided by the Sweetgreen Way, which is our internal ethos based upon our commitment to ingredient quality, responsible sourcing, and in-house preparation.

We work with a broad network of domestic food partners, including farmers, manufacturers, and distributors.

We prioritize ingredients that meet our standards and align with our food philosophy, and we maintain direct relationships with many of our growers and producers.

Our supply chain is organized into regional distribution networks, managed in consultation with our lead logistics provider, which promotes consistency, scalability, and operational reliability.

As we enter new markets, we seek to leverage existing relationships while maintaining these standards.

Quality Control and Food Safety

At Sweetgreen, we refer to food safety as our “license to operate,” and that starts with our food supply.

All of our suppliers provide appropriate food safety certification and third-party audits as part of the onboarding process.

After onboarding, we work closely with our suppliers to ensure they adhere to our product quality specifications.

We require our suppliers to provide appropriate food safety certifications as part of the onboarding process.

After onboarding, we work with our suppliers to ensure they adhere to our product quality specifications.

We also follow a Comprehensive Food Safety Plan (“CFSP”), which includes our Approved Supplier Program, Hazard Analysis and Critical Control Points Program, guidelines for restaurant design, construction and maintenance, new product commercialization processes, and crisis management.

As part of our CFSP, we have a set of “sweet clean standards” in each of our restaurants, which are guides for operators to ensure our approach to food safety is consistent and scalable across our restaurant fleet.

As part of our CFSP, we have a set of “sweet clean standards” for our restaurants, which are guides for operators to ensure our approach to food safety and cleanliness is consistent and scalable across our restaurant fleet.

Food safety is an integral element of our field leadership bonus plan;

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Our Real Estate

We op ened 25 Net New Restaurants in fiscal year 2024.

As we continue to expand, we are confident that our compelling restaurant-level economics will continue to work across geographies and market types.

We op ened 35 and 25 Net New Restaurants in fiscal years 2025 and 2024, respectively, bringing our total count as of December 28, 2025 to 281 restaurants in 24 states and Wash ington, D.C.

We expect to open fewer new restaurants in 2026 than we did in 2025.

We utilize a rigorous, data-driven real estate selection process to identify new restaurant sites with both high anticipated foot traffic and proximity to workplaces and residences that support our multi-channel approach.

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We have thoughtfully designed our restaurants to both reflect the culture and feel of our local communities and to support our multiple digital channels.

Our Technology

Our Customer-Facing Digital Platform

We have a five-channel model that is designed to make it easy for our customers to order Sweetgreen how they want, whenever they want.

Customers place their order through our mobile app or website and pick it up from their chosen Sweetgreen location at the time most convenient for them.

Native Delivery.

We launched our Native Delivery Channel in January 2020, and believe it offers a superior customer experience to our Marketplace Channel, generally with lower menu item pricing than our Marketplace Channel, greater delivery radii than our Marketplace Channel in many locations, enhanced

customization features, access to our seasonal menu items and ingredients, and access to exclusive promotions via Sweetgreen Rewards and Challenges.

Outpost and Catering.

Our Outpost and Catering Channel enables office workers or building residents to get their custom Sweetgreen order delive red directly to an outpost station at their location during a dedicated time window each day, typically with lower customer fees than our other delivery channels.

As of the end of fiscal year 2024, we had 823 live Outpost locations.

In addition, our Outpost and Catering Channel includes our catering offerings, which refer to sales to event and group customers made through our catering website for pickup at one of our restaurants or delivery to a customer specified address.

Bulk orders of salads, warm bowls, sides, and drinks can be ordered for delivery together and are prepared at select locations.

In addition to a strategic focus on our Owned Digital Channels, our In-Store Channel is core to our platform and serves as a critical path to attract new customers via our iconic physical locations.

Purchases made in our In-Store Channel via cash or credit card are referred to as “Non-Digital” transactions, and purchases made in our In-Store Channel via digital scan-to-pay, prior to its elimination in 2023, were included as part of our Owned Digital Channels.

Our Marketplace Channel often serves as an effective means to reach new digital customers who have not used our native mobile app or website before.

We then aim to convert Marketplace customers to our digital platform.

For fiscal year 2024 , 30% of our revenue was from our Owned Digital Channels, as compared to 36% from our Owned Digital Channels in fiscal year 2023.

When including orders placed on the Marketplace Channel, 56% of our fiscal year 2024 revenue was derived from digital channels, as compared to 59% of our revenue in fiscal year 2023.

The convenience of our multi-channel approach, combined with our ability to offer personalized content and recommendations, results in a highly engaged cohort of habitual Sweetgreen customers.

Not only are users of our Owned Digital Channels our most frequent customers, but the average order value (which is the dollar value of an order exclusive of taxes and any fees paid by the customer) for orders placed on our Owned Digital Channels is higher than non-digital orders placed through our In-Store Channel.

Proprietary Technology Powers our Operations at Scale

In addition to our customer-facing digital platform, we have also invested in technology to support our back of house operations, simplify the work of our team members, and enhance how we hire, train, and schedule team members.

These investments include leveraging systems that manage inventory in our restaurants to ensure freshness, guide prep work, optimize our meal assembly process, and manage our team members’ output to enhance our order fulfillment times.

In 2021, we acquired a kitchen automation technology company, Spyce Food Co.

(“Spyce”), and have further developed and deployed Spyce’s kitchen automation technology, which we refer to as the Infinite Kitchen.

We incorporate our Infinite Kitchen technology into new and existing restaurants based, in large part, upon our evaluation of the potential economic and other benefits for those restaurants.

We deployed units of the Infinite Kitchen in two of our restaurants during fiscal year 2023 and ten of our restaurants during fiscal year 2024.

Of the 10 restaurants that received the Infinite Kitchen technology in fiscal year 2024, three were retrofits and seven were new restaurant openings.

We continue to learn from these deployments and are incorporating our findings into future deployments.

In 2023, our Infinite Kitchen technology was named as one of Time’s Best Inventions, which recognizes 200 extraordinary inventions that changed the way we live, work, play, and think about what’s possible.

Our Marketing Strategy

Our brand has been designed to inspire consumers to live healthier.

By connecting food and culture to amplify our mission, we use a carefully crafted combination of brand, retail, and digital marketing to build awareness, generate sales, and drive brand love.

In each of 2023 and 2024, we were named one of Fast Company’s

Brands That Matter, which recognized companies and nonprofits that have undeniably impacted business and culture.

Since inception, we have collaborated with some of the world’s best chefs, athletes, musicians, and thought leaders in our communities to help us amplify the power of healthy food.

Combined with an expansive menu strategy spanning beyond salads into hearty entrée options and dayparts, our goal is to shift the paradigm of what’s possible when it comes to convenient food at scale and positively impact how the next generation connects to healthy eating.

To drive customers from awareness to consideration to conversion, we have invested in robust customer relationship management capabilities and paid media strategies across search, social media, and search engine optimization, as well as implemented customized digital experiences through our app.

Our investment in a sophisticated marketing technology stack enables us to better understand our customers—how they first discover Sweetgreen, what they order, and what makes them return.

We also use our restaurants as the face of our brand to attract new customers and as a canvas to execute national brand campaigns, menu launches, and local initiatives.

Our Team and Culture

Our approach to team and culture is consistent with one of our core values of “Win, Win, Win”.

We believe that obsessing over the team member experience is a “win” for our team members, our customers, and our company.

We benefit from the ability to attract and retain the best talent, and from having team members that are motivated to deliver an exceptional experience to our customers.

We hire team members who are passionate about our purpose and strive to maintain a friendly, fun, and positive work environment.

We pay competitive wages and believe we offer many best-in-class benefits relative to the industry, including medical, dental, and vision insurance for eligible employees and their spouses or domestic partners, paid time off, paid parental leave, and equity incentives for our Head Coaches.

In each of 2023 and 2024, Built In included Sweetgreen in their “100 Best places to Work in Los Angeles,” and in 2024 Forbes recognized Sweetgreen as one of “America’s Best Employers for Women.”

Our Restaurant Team Structure and the Pathway to Opportunity

We believe we have designed a transparent and structured career learning path.

By providing opportunities for advancement, professional development, and ultimately leadership, we have been able to promote high-performing talent, and by extension, scale our Sweetgreen culture.

At Sweetgreen, we believe the best leaders come from within, so we deve lop a talent-rich pipeline by having a clear promotional track for team members to become a Head Coach (our title for a store manager) within as few as three years.

During fiscal year 2024, 58% of open restaurant leadership roles were filled with promotions of existing employees.

We believe our team members are central to delivering the Sweetgreen experience and executing our long-term strategy.

Our approach to human capital management focuses on attracting, developing, and retaining talent, while fostering a culture that supports operational excellence, leadership development, and consistent guest experiences.

Workforce Overview

As of December 28, 2025, we had a total of 6,486 employees, 248 of whom worked at our Sweetgreen Support Center and 6,238 of whom worked in our restaurants.

Total Rewards

We offer competitive wages and a comprehensive benefits package designed to support the financial, physical, and mental well-being of our employees.

Our benefits for eligible employees include medical, dental, and vision insurance, paid time off, paid parental leave, and equity incentives for our Head Coaches (our restaurant general managers).

We regularly review our compensation and benefits programs to remain competitive within the industry.

In 2025, Forbes included Sweetgreen in their list of America’s Best Large Employers and TIME recognized Sweetgreen as one of America’s Best Midsized Companies, each for the second consecutive year.

Restaurant Team Structure and Career Development

We believe we have designed a structured and transparent career pathway that emphasizes internal advancement and leadership development.

We believe developing leaders from within strengthens operational consistency and reinforces our culture.

Team members may progress along a defined path to restaurant leadership roles, including Head Coach, in as few as three years.

In 2025, we introduced additional leadership roles and development programs intended to support food quality, people leadership, and internal mobility.

During fiscal year 2025, 52% of open restaurant leadership roles were filled with promotions of existing employees.

Talent Acquisition and Retention

Our staffing strategy prioritizes internal promotion while supporting growth through scalable and efficient hiring practices.

We utilize digital tools to streamline recruiting and scheduling, enabling Head Coaches to focus on restaurant operations and the guest experience.

We also provide targeted staffing support for new restaurant openings and locations with elevated staffing needs.

We seek to attract and retain employees who align with our purpose and values by offering competitive compensation, development opportunities, and a supportive work environment.

Culture and Employee Engagement

Our approach to team and culture is guided by our core value of “Win, Win, Win,” reflecting our belief that investing in the team member experience benefits our employees, our guests, and our business.

We aim to maintain a positive, inclusive, and engaging workplace where employees feel supported and motivated to deliver exceptional guest experiences.

We periodically seek feedback from employees through confidential engagement surveys and use these insights to inform actions and improvements across our restaurants and Sweetgreen Support Center.

Our mission to build healthier communities by connecting people to real food extends to positively impacting the lives of our customers, team members, and citizens of the communities we serve.

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• Donating Healthy Meals:

During each new restaurant opening, we distribute fresh Sweetgreen meals to local charities such as food pantries and soup kitchens to help alleviate food insecurity in the community.

During each new restaurant opening, we distribute fresh Sweetgreen meals to local charities, including food banks, pantries, and soup kitchens, to help alleviate food insecurity in the community.

For every meal purchase on opening day, we donate a meal to a local nonprofit impact partner to distribute to someone in need.

In 2024, we donated over 68,000 meals through our new restaurant opening program.

• Volunteering as a Team:

We empower our team members to volunteer with causes they are passionate about by offering up to 5 hours of paid volunteer time off for eligible employees annually.

In 2024, our restaurant teams collectively volunteered over 6,500 hours to local events such as food distributions and community gardens.

In 2025, we donated approximately 100,000 meals to people experiencing food insecurity through our new restaurant opening program.

• Wildfire Relief:

In January 2025, we mobilized our team in response to the devastating wildfires affecting our hometown of Los Angeles.

We donated more than 5,000 nutrient-dense Sweetgreen meals over three weeks to fuel the relief effort and support first responders fighting the Palisades

and Eaton Fires.

We also handled transportation logistics for bulk donations of fresh produce from our supply chain and shelf-stable snacks and beverages from brand partners.

We face significant competition from restaurants in the fast-casual dining and traditional fast-food segments of the restaurant industry.

These segments are highly competitive with respect to, among other things, taste, price, food quality and presentation, service, location, and the ambience and condition of each restaurant.

Our competition includes a variety of locally owned restaurants and national and regional chains offering dine-in, carry-out, delivery, and catering services.

Many of our competitors have existed longer and have a more established market presence with substantially greater financial, marketing, personnel, and other resources than we do, and as a result, these competitors may be better positioned to succeed in the highly competitive restaurant industry.

Among our competitors are a number of multi-unit, multi-market, fast-food, or fast-casual restaurant concepts, some of which are expanding nationally, including companies like Chipotle, CAVA, McDonald's, Panera Bread, and Shake Shack, as well as other quick service salad and health food concepts.

As we expand into new geographic markets and further develop our digital channels (including our Owned Digital Channels), we face competition from these restaurants as well as new competitors that strive to compete with our market segments, particularly as many of our competitors have increased their digital presence over the last few years, including by enabling delivery and take-out through their digital applications.

In particular, we face increasing competition from delivery kitchens, food aggregators, and food delivery marketplaces (such as DoorDash, GrubHub, Uber Eats, ezCater, Sharebite, and others ), grocery stores (particularly those that focus on freshly prepared and organic food), and other companies that are enabling the delivery of food to customers, including delivery marketplaces that we partner with to deliver Sweetgreen food to customers.

These food delivery marketplaces own the customer data for Sweetgreen orders placed on such marketplaces and may use such customer data to encourage these customers to order from other restaurants on their marketplaces.

Competition from food aggregators and food delivery marketplaces has also increased in recent years, particularly with the significant increase in restaurants that previously focused on dine-in service and have increased their reliance on take-out or delivery during and since the COVID-19 pandemic, and competition is expected to continue to increase.

These segments compete on factors such as taste, price, food quality and presentation, service, location, and restaurant condition.

Our competitors include locally owned restaurants and regional and national chains that offer dine-in, carry-out, delivery, and catering services.

Many of our competitors have operated longer and have a more established market presence with substantially greater financial, marketing, personnel, and other resources than we do, and therefore may be better positioned to succeed in the highly competitive restaurant industry.

Among our competitors are national and regional fast-casual restaurant chains, restaurants emphasizing clean, real ingredients and health-conscious dining, and traditional quick-service restaurants.

As we continue to expand into new markets and further develop our digital channels, we also face growing competition from both new entrants and existing restaurants that have increased their digital presence through delivery and take-out platforms.

We compete with delivery kitchens, food aggregators, and third-party delivery marketplaces such as DoorDash, Grubhub, and Uber Eats, as well as grocery stores that focus on freshly prepared or organic foods.

The delivery marketplaces, including those we partner with, retain customer data for Sweetgreen orders and may use that information to promote other restaurants.

Competition from food aggregators and food delivery marketplaces has also increased in recent year s, particularly with the significant increase in restaurants that previously focused on dine-in service and have increased their reliance on take-out or delivery, and competition is expected to continue to increase.

Any of these competitors may have, among other things, greater operational or financial resources, lower operating costs, better locations, better facilities, better management, better digital technology, increased automation and production efficiency, more effective marketing, and more efficient operations.

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Trademarks and Other Intellectual Property

We protect our intellectual property primarily through a combination of trademarks, domain names, copyrights, patents, and trade secrets.

We protect our intellectual property primarily through a combination of trademarks, domain names, copyrights, and trade secrets.

Since our inception, we have undertaken to strategically and proactively develop our trademark portfolio by registering our trademarks and service marks in the United States and various strategic foreign jurisdictions.

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Most of our marks are registered in multiple international trademark classes, including for restaurant services and related goods and services.

We are currently pursuing additional trademark and trade dress registrations in the United States and abroad and will continue to pursue additional trademark registrations to the extent we believe they would be beneficial and cost-effective .

Additionally, in connection with our Infinite Kitchen technology, we have three issued patents and four patent applications pending in the United States, and one issued patent in the People’s Republic of China.

We i ntend to pursue additional patent protection with respect to the Infinite Kitchen technology to the extent we believe it would be beneficial and cost-effective.

We are currently pursuing additional trademark and trade dress registrations in the United States and will continue to pursue additional trademark registrations to the extent we believe they would be beneficial and cost-effective .

We have obtained a registration of the Sweetgreen.com domain name as well.

We have procedures in place to monitor for potential infringement of our most important intellectual property, and it is our policy to take appropriate action to enforce our intellectual property, taking into account the strength of our claim, likelihood of success, cost, and overall business priorities.

We have procedures in place to monitor for potential infringement of our most important intellectual property, and it is our policy to take appropriate action to enforce our intellectual property rights, taking into account the strength of our claim, likelihood of success, cost, and overall business priorities.

Government Regulation

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Our restaurants are also subject to state and local licensing and regulation by health, sanitation, food and occupational safety, and other agencies.

We may experience material difficulties or failures in obtaining the necessary licenses, approvals or permits for our restaurants, which could delay planned restaurant openings or affect the operations at our existing restaurants.

existing restaurants.

In addition, stringent and varied requirements of local regulators with respect to zoning, land use, and environmental factors could delay or prevent development of new restaurants in particular locations.

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Equal Employment Opportunity Commission, the Department of Labor, or others alleging violations of federal and state laws regarding workplace and employment matters, discrimination and similar matters, and we are and have been a party to a number of such matters.

These lawsuits and investigations require significant resources from our senior management and can result in material fines, penalties, and/or settlements, some or all of which may not be covered by insurance, as well as significant remediation efforts that may be costly and time consuming, and which we may not implement effectively.

These lawsuits and investigations often require significant resources from our senior management and can result in material fines, penalties, and/or settlements, some or all of which may not be covered by insurance, as well as significant remediation efforts that may be costly and time consuming, and which we may not implement effectively.

We are also subject to the Americans with Disabilities Act (the “ADA”) and similar state laws that give civil rights protections to individuals with disabilities in the context of employment, public accommodations and other areas, including our restaurants, website, and smartphone applications.

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Our revenue fluctuates as a result of seasonal factors and weather conditions.

Historically, our revenue has been lower in the first and fourth fiscal quarters of the year due, in part, to the holiday season and the fact that fewer people eat out during periods of inclement weather (generally the winter months, though inclement weather conditions may occur in certain markets at any time of the year) than during periods of mild to warm weather (the spring, summer, and fall months).

Historically, our revenue has been lower in the first and fourth fiscal quarters of the year due, in part, to the holiday season and inclement weather (generally the winter months, though inclement weather conditions may occur in certain markets at any time of the year).

In addition, a core part of our menu, salads, has proven to be more popular among consumers in the warmer months .

In recent years, as consumer behavior trends have changed, due in part to the emergence of hybrid or remote work environments, the seasonality in our business has been less predictable than in prior years although we have seen an increased and prolonged negative impact on our revenue around national holidays.

In recent years, the prevalence of hybrid and remote work arrangements have made seasonality in our business less predictable, and we have experienced negative revenue impacts around national holidays.

Additionally, we have seen extreme weather conditions and natural disasters cause disruptions to our operations from time to time, including the wildfires in Los Angeles, which impacted our fiscal year 2025 results.

Data Privacy and Security

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Accordingly, we are or may become subject to numerous data privacy and security obligations, including federal, state, local, and foreign laws, regulations, guidance, and industry standards related to data privacy and security.

Privacy Act of 2018, as amended by the California Privacy Rights Act of 2020 (“CPRA”), (collectively, “CCPA”), consumer health data privacy laws such as Washington state’s My Health My Data Act, the Canadian Personal Information Protection and Electronic Documents Act, Canada’s Anti-Spam Legislation, the European Union’s General Data Protection Regulation 2016/679 (“EU GDPR”) and the EU GDPR as it forms part of United Kingdom (“UK”) law by virtue of section 3 of the European Union (Withdrawal) Act 2018 (“UK GDPR”) (collectively, “GDPR”), and the Payment Card Industry Data Security Standard (“PCI DSS”).

Several states within the United States have enacted or proposed data privacy and security laws.

For example, Virginia, Colorado, Connecticut, and Utah have passed comprehensive data privacy and security laws.

Such obligations may include, without limitation, the Federal Trade Commission Act, the Telephone Consumer Protection Act of 1991, the Children’s Online Privacy Protection Act of 1998, the Controlling the Assault of Non-Solicited Pornography And Marketing Act of 2003, the California Consumer (“CCPA”), and consumer health data privacy laws such as Washington state’s My Health My Data Act, and the Payment Card Industry Data Security Standard (“PCI DSS”).

Numerous other states within the United States have enacted or proposed data privacy and security laws.

For example, Virginia, Colorado, Connecticut, Utah, and other states have passed comprehensive data privacy and security laws.

Additionally, we are, or may become, subject to various U.S.

federal and state consumer protection laws which require us to publish statements that accurately and fairly describe how we handle personal information and choices individuals may have about the way we handle their personal information.

The CCPA and GDPR are examples of the increasingly stringent and evolving regulatory frameworks related to personal information processing that may increase our compliance obligations and exposure for any noncompliance.

For example, the CCPA imposes obligations on covered businesses to provide specific disclosures related to a business’s collection, use, and disclosure of personal information and to respond to certain requests from California residents related to their personal information (for example, requests to know of the business’s personal information processing activities, to delete the individual’s personal data, and to opt out of certain personal information disclosures).

Also, the CCPA provides for civil penalties and a private right of action for data breaches which may include an award of statutory damages.

In addition, the CPRA expanded the CCPA by, among other things, giving California residents the ability to limit use of certain sensitive personal information, establishing restrictions on personal information retention, expanding the types of data breaches that are subject to the CCPA’s private right of action, and establishing the California Privacy Protection Agency to implement and enforce the CCPA.

Foreign data privacy and security laws (including but not limited to the GDPR) impose significant and complex compliance obligations on entities that are subject to those laws.

See the section titled “Risk Factors—Risks Related to Our Intellectual Property and Information Technology” for additional information about the laws and regulations to which we may become subject and about the risks to our business associated with such laws and regulations.

The CCPA and other regulatory frameworks described above are examples of the increasingly stringent and evolving regulatory frameworks related to personal information processing that may increase our compliance obligations and exposure for any noncompliance.

personal data, and to opt out of certain personal information disclosures).

The CCPA also provides for civil penalties and a private right of action for data breaches which may include an award of statutory damages.

Additionally, although we do not currently have international operations that would subject us to foreign data privacy and security laws (including but not limited to the European Union’s General Data Protection Regulation), such laws impose significant and complex compliance obligations on entities that are subject to them.

See the section titled “Risk Factors—Risks Related to Our Information Technology and Intellectual Property” for additional information about the laws and regulations to which we may become subject and about the risks to our business associated with such laws and regulations.

Corporate Information

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Sweetgreen’s Annual Report on Form 10-K reports, along with all other reports and amendments filed with or furnished to the SEC, are publicly available free of charge on the Investor Relations section of our website at investor.sweetgreen.com or at www.sec.gov as soon as reasonably practicable after these materials are filed with or furnished to the SEC.

We also use our website as a tool to disclose important information about the company and comply with our disclosure obligations under Regulation Fair Disclosure.

Our corporate governance guidelines, code of business conduct and ethics and Board committee charters are also posted on the Investor Relations section of the Sweetgreen website.

We also use our website and official social media channels, including our channels on platforms such as LinkedIn, X (formerly Twitter), Instagram, TikTok, and Facebook, as tools to disclose important information about the company and to comply with our disclosure obligations under Regulation Fair Disclosure.

Our corporate governance guidelines, code of business conduct and ethics and our board of directors (“ Board”) committee charters are also posted on the Investor Relations section of the Sweetgreen website.

The information on our website (or any webpages referenced in this Annual Report on Form 10-K) is not part of this or any other report Sweetgreen files with, or furnishes to, the SEC.

Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.

What changed 10-K

Item 1. Business