Insider | Fall 2021

INSIDER SOUTH CAROLINA RESTAURANT AND LODGING ASSOCIATION

FALL 2021

We've got a seat reserved for you in Kiawah!

Learn more about our 2021 marketing and operations conference on page 16 ©2020 South Carolina Restaurant and Lodging Association. All rights reserved. Reproduction or quotation in whole or part without written permission is forbidden. While this newsletter is designed to provide accurate and authoritative information, the Association is not engaged in rendering legal or accounting services. If legal advice or other expert assistance is required, the services of a competent professional should be sought.

SCRLA MEMBERSHIP BENEFITS With the South Carolina Restaurant and Lodging Association’s statewide buying power, you can save considerable dollars with our member programs. Learn more about membership at scrla.org or call 803.765-9000.

The SCRLA proudly hosts Restaurant Week SC each January. In addition, many of our local chapters host a separate Restaurant Week during another time of the year. Call 803.765.9000 for more information.

UnitedHealthcare delivers cost-effective solutions that meet the unique needs of restaurant owners and their valued customers. Restaurant members will receive special pricing on insurance products offered by UHC, including a 5% discount on group health plans. Visit restauranthealthcare.org or call 877.624.0495.

ServSafe delivers nationally recognized and accredited high-quality foodservice sanitation and alcohol training for managers and employees.

SCRLA members receive 15% discount on textbooks, online courses and exams.

Call (803) 765-9000 or visit ServSafeCertified.com.

Members can sign up the national manufacturer rebate program with over 350 manufacturers on 165,000 line items. Sign up to receive quarterly rebate checks on purchases – without changing the way you buy – on food, paper supplies, produce, meat, seafood and more.

Visit scrla.org/dining_alliance to sign up.

Association members receive local, personalized service along with Heartland’s exclusive simplified, value-added pricing for credit/debit card processing. Call 866.941.1477 or visit HeartlandPaymentSystems.com

Members receive a 10% discount on BMI licensing fees and can save another 10% on BMI fees when you pay on time.

Call 888.689.5264 or visit BMI.com.

Smith Travel Research offers members a discount of up to 31% on various customizable regional reports and industry profiles, including the STAR Report. Call 615.824.8664.

The leading Purchasing Services Organization (PSO) that provides innovative procurementbased solutions, supply chain management options, and strategic supply chain management services to all lodging operations of all sizes.

Gain local chapter membership in Beaufort, Charleston, Clemson, Columbia, Florence, Greenville, Hilton Head Island Area, L.U.C.C.Y. (Lancaster, Union, Chester, Chesterfield and York), Myrtle Beach and Spartanburg.

Fintech’s alcohol electronic payment system allows retailers to easily pay alcohol distribu-tors.

Members get a FREE 30-Day Trial and 50% discounted pricing. Call 800-572-0854.

We know that part of running a restaurant or hotel means navigating red tape and regulations and dealing with difficult employee issues, that’s why SCRLA provides members with 15 minutes of free consulting with labor and employment law attorneys licensed in South Carolina.

Restaurant members automatically become members of the National Restaurant Association. The SCRLA is also a partner state member of the American Hotel & Lodging Association and Asian American Hotel Owners Association.

The SCRLA’s government affairs team aggressively promotes public policy options through direct lobbying and grassroots coordination, to benefit the hospitality and tourism at the local, state and national levels.

Table of Contents 4 | Message from the SCRLA Board Chair 8 | Department of Labor's New Rule to Revive and Update the “80/20” Rule

Promote good hygiene habits and a positive 13 | South Carolina Open Carry with Training Act good hygiene restroomPromote experience 10 | Protecting IT Infrastructure from Hurricane Season

Promote good hygiene habits and a positive habits and a positive restroom experience restroom experience

14 | 86 Food Waste: Engineer your menu to reduce waste Make sure your customers can thoroughly wash 16 COVER | 2021 Marketing and Operations

their hands without touching surfaces when they

Conference visit your restrooms. Our touchless Signature Series® dispensers andsure scheduled service can visits also Make your customers thoroughly wash 20 | Options for Employers Wanting to Improve Make sure your customers can thoroughly wash theiressential hands without touching surfaces make it easy to have restroom supplies in when they Vaccination Rates their your hands without touching surfacesSignature when they visit restrooms.

Our touchless stock — while non-textured bacteriostatic surfaces visit your restrooms. Our touchless Signature ® Series dispensers and scheduled service visits also 25 | SC Chef Competes for Title of American Seafood easier make cleaning and help minimize germs. service ® dispensers and scheduled visits also Series make it easy to have essential restroom supplies in King • An array of colors to itchoose make easy to from have essential restroom supplies in stock — while non-textured bacteriostatic surfaces stock —orwhile non-textured bacteriostatic surfaces • A choice of touchless manual dispensers 30 | New SCRLA Members make cleaning easier and help minimize germs. make cleaning easier and help minimize germs.

• Weekly on-site •service An array of colors to choose from

Game-changing profit makers.

• • • • •

An array of colors to choose from A choice of touchless or manual dispensers A choice of touchless or manual dispensers Weekly on-site on-siteservice service Weekly

LEARN MORE LEARN MORE LEARN MORE Contact the Cintas National Service Team at Let us show you how to cut operating Contact the Cintas National Contact the Cintas NationalService ServiceTeam Teamatat or NationalServiceTeam@cintas.com. costs while reinventing your 800.795.7368 menu.

800.795.7368 or 800.795.7368 orNationalServiceTeam@cintas.com.

NationalServiceTeam@cintas.com.

PerformanceFoodservice.com (800) 800-6434

South Carolina Restaurant & Lodging Association PO Box 7577 • Columbia, SC 29202 803.765.9000 • Fax 803.252.7136 Email: info@scrla.org SCRLA.org

SCRLA Executive Committee Chairman

Bobby Williams Lizard’s Thicket

Vice Chairman

Michael Frits DoubleTree Resort by Hilton Myrtle Beach Oceanfront

Treasurer

Sam Agee Gateway Hospitality

Immediate Past Chair Bob Barenberg Hilton Hotel Corporation

Members

Bill Ellen, Experience Columbia SC

Message from the SCRLA Board Chair With so many changes taking place in the last year and as the SCRLA continues to grow, it is only fitting to welcome a new leader to the Association.

The Board of Directors, at the formal recommendation of the Executive Committee, has selected Susan Cohen as the SCRLA's new President and Chief Executive Officer.

We couldn’t be more pleased to have someone with Susan’s outstanding record of experience and leadership in the hospitality industry lead our Association. Her extensive background, specifically as a former hotelier, is a perfect fit with the SCRLA’s mission and vision for the future.

Susan has worked with Charlestowne Hotels for nine years, most recently serving as Director of Development, and President of the Clemson Area Chamber of Commerce prior to that.

A graduate of Clemson University and an industry veteran, Susan has more than 30 years of experience in various aspects of the hospitality industry. She has served as executive vice president of the South Carolina Hotel and Motel Association, vice president of marketing for the Myrtle Beach Area Chamber, and vice president of marketing for Burroughs & Chapin Co. Inc.

John Keener, Charleston Crab House Sean McLaughlin, Forest Lake Club Tony Tam, IMIC Hotels

Prior to joining the SCRLA, Susan served as a member of the SCRLA’s Board of Directors and Executive Committee.

Heidi Vukov, Croissants Bistro & Bakery

With Susan taking the helm in mid-September, we must bid farewell to John as he enters retirement after nine years with the Association. John's extensive experience has provided strategic counsel in public relations and marketing, governmental affairs and crisis communications management.

AH&LA Board Liaison

John Munro, Sea Pines Resort, Hilton Head Island

John's connections with the community and his strong network through his involvement in several organizations brought an array of expertise and knowledge to the Association over the years. It's no wonder he has been widely recognized for his leadership role in promoting and supporting South Carolina's hospitality and tourism industry.

NRA Board Liaison

We thank him for his many years of service and are pleased that he will continue to provide counsel in an advisory and governmental affairs role.

Association Staff

We hope that you will take the opportunity to join us at our upcoming events this fall and meet Susan. For the first time in more than 20 years, we will host our Hospitality Leaders Golf Tournament at The Cliffs at Keowee Vineyards on September 20. Our 2021 Marketing and Operations Conference will take place just a few weeks later on October 4-5 at Kiawah Island Golf Resort. Y'all come!

Carl Sobocinski, Table 301, Greenville

Susan Cohen President and CEO Douglas OFlaherty Vice President Susan Walters Director of Meetings and Events Lenza Jolley Communications Manager

Sincerely,

Christal Van Wickler, Bookkeeper/Education Coordinator Randi Sullivan Membership and Business Development

Bobby Williams

From the mountains to the beach, make plans to join us at an upcoming SCRLA event!

From the mountains to the beach, we hope you will join us at one of our upcoming events this fall!

We tee off for scholarships first! Our Hospitality Leaders Golf Tournament will take place Monday, September 20 at The Cliffs at Keowee Vineyards. Presented

by US. Foods, this friendly competition is a great opportunity to have some fun on the greens, network and raise money for students seeking careers in the hospitality industry. All proceeds from the golf tournament benefit the South Carolina Restaurant and Lodging Education Foundation.

At The Cliffs at Keowee Vineyards, you’ll navigate tree-lined fairways, ravines, and coves that tuck in from the lake. With eight holes overlooking Lake Keowee and just about every teebox and green showcasing views of the Blue Ridge Mountains, this magnificent course takes full advantage of one of the most beautiful pieces of land found in the world.

Next, we'll travel to the Kiawah Island Golf Resort for our 2021 Marketing and Operations Conference presented by Sysco, where we'll join South Carolina’s most influential hospitality power players and top-level executives in pursuit of the best practices and business trends to increase overall sales and customer satisfaction.

October 4-5

PROTECT YOUR ASSETS. PROTECT YOUR BRAND.

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Johnson & Wales University Hosts Culinary Skills and Education Summit in Charlotte Johnson & Wales University Charlotte (JWU) hosted high school culinary teachers at their Culinary Skills and Education Summit in July.

This professional development experience provided hands-on learning and skill development with JWU instructors, as well as educational information from the College of Food Innovation & Technology.

During the Summit, instructors learned: • • • • •

Advanced culinary and baking/pastry preparation techniques Sustainable food systems and applied food science Bake shop finishing techniques Buffet principles and plating Garde Manger principles, techniques and preparation

More than 20 ProStart instructors from all across South Carolina attended the Summit.

Welcome toyour yournew newSCRLA SCRLA Welcome to member profile feed member profile++community community feed You can get access to the latest SCRLA news and updates from any device, allowing you to stay in the know wherever you are.

Welcome to your new SCRLA ember profile + community feed

Visit SCRLA.org today and sign into your member profile using your User ID + password.

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The Department of Labor Announces a New Rule to Revive and Update the “80/20” Rule The law around the “80/20” rule is about to change... again. This time, the update is to the time spent on non-tip generating work.

By way of background, the 80/20 Rule, which first appeared in a DOL Field Operations Handbook in 1988, required employers to pay tipped employees the full minimum wage, rather than the lower tip credit wage, for any time during the week an employee spent more than 20% of their time performing duties that were not tip-generating or related to their tip-generating duties. Under this Rule employers, particularly those in the restaurant and hospitality industries, were forced to recreate the daily activities of their tipped employees and separate them into “tip-generating” duties, “related, but non-tip-generating” duties, and “unrelated” duties, with little guidance on what activities fell into which bucket and how to capture such time. Not surprisingly, this led to significant litigation, which has plagued the hospitality industry for more than 20 years.

In the latter days of the Trump Administration, the DOL formally eliminated the so-called “80/20” rule” finding that it was “unwise,” “difficult to administer,” and a failed to “adequately consider the practical difficulties” of complying with it.

Now, the DOL seeks not only to resurrect the confusing and difficult 80/20 Rule, but to do so with a confounding addition: the “30-Minute” Rule.

The 80/20 Rule Returns with a Twist Under the current proposal, employee time spent on “tip-producing” (or “tip-generating”) duties remains eligible for the tip credit and, conversely, work that is unrelated to tip-producing work remains ineligible for the tip credit. However, the concept of “related, but non-tip-generating” duties will be replaced with “work that directly supports tip-producing work” and the time spent on such work will be eligible for the tip credit only if “it is not performed for a substantial amount of time.” That raises two questions. First, what constitutes “directly supporting” work versus work that generates a tip? And second, what constitutes a “substantial amount of time”?

As to the first question, the DOL proposal provides only the following: Work performed by a server that directly supports the tip-producing work includes, for example, preparing items for tables so that the servers can more easily access them when serving customers or cleaning the tables to prepare for the next customers. Work that directly supports the work of a bartender would include slicing and pitting fruit for drinks so that the garnishes are more readily available to

bartenders as they mix and prepare drinks for customers.

As for what constitutes a “substantial amount of time,” the proposed rule provides that the amount of time spent on “directly supporting” tasks or activities will be deemed substantial if: 1. For any workweek, the directly supporting work exceeds 20 percent of the hours worked during the employee’s workweek. If a tipped employee spends more than 20 percent of the workweek on directly supporting work, the employer cannot take a tip credit for any time that exceeds 20 percent of the workweek; or 2. For any continuous period of time, the directly supporting work exceeds 30 minutes. If a tipped employee performs directly supporting work for a continuous period of time that exceeds 30 minutes, the employer cannot take a tip credit for any of that continuous period of time.

So, the DOL has now proposed to reimplement the same 80/20 Rule that, only months ago, it claimed had proven difficult for both employers and the courts to consistently apply. Moreover, the DOL further proposes to add a strict, 30-minute limitation on continuous performance of such duties.

The Takeaway Work remains to be done in finalizing the proposed rule. If implemented as proposed, the reemergence of the 80/20 Rule, along with the new 30-Minute Rule, likely means that litigation in this area will continue to flourish.

Beginning June 23, 2021, employers may submit comments to the DOL regarding the proposed rule during the ensuing 60 days. Following the DOL’s consideration of the comments, it likely will publish a new Final Rule, typically with at least 60 days’ notice prior to its effective date. Thus, the effective date of a new Final Rule probably will be in late 2021 or early 2022. Employers that use the tip credit should develop a strategy for compliance with the new rule well in advance.

If you have questions about the proposed regulation, please contact Chase Samples (chase.samples@jacksonlewis.com) or Rob Gignilliat (Rob.Gignilliat@jacksonlewis. com) with Jackson Lewis. You may also submit questions through the SCRLA’s Labor Law Hotline.

Three Steps to Protect IT Infrastructure from Hurricane Season The storm season is already actively taking shape, heightening the urgency surrounding disaster avoidance. May marked the earliest named storm to ever develop in the eastern Pacific Ocean, and communities near the Atlantic Ocean are gearing up for a highly active hurricane season.

Hotel employees need to understand how storm dynamics can impact IT operations as harsh weather periods emerge and guest reservations increase during the busy summer and fall vacation months. To do this, IT teams need to defend against downtime in a more volatile storm season by deploying the right uninterruptible power system (UPS).

For many hotels, digital transformation has accelerated the shift away from conventional IT setups. The transition from a traditional centralized IT hub—a distributed network of IT closets—to an IT design that has intermediate distribution frames (IDF) positioned across different building locations drives more innovative services for guests.

Exacerbated by dynamics surrounding the pandemic, hotels often do not have IT staff working full-time in these locations to respond in the event of an emergency.

A UPS serves as the bridge to generator power in the event of an outage and having one in place can help ensure hotels have reliable power and can keep critical IT functions running. There are multiple steps that IT teams can take when deploying new UPSs and integrating with other power management components to deliver business continuity.

1. Pay close attention to sizing and cost considerations. Many traditional UPS factors apply when hotel IT staff are looking for new UPSs to deploy a distributed IT network. Sizing considerations—like form factor, runtime, capacity, inputs, and voltage requirements—must be factored in when replacing or deploying new UPS devices.

Putting the right backup system in each location can prevent potential vulnerabilities down the road.

Hotels may want to consider a newer lithium-ion UPS, which can perform the same function as traditional VRLA battery-powered systems while offering total cost of ownership when maintenance and replacement costs are measured for the lifespan of the product. Lithium-ion batteries have an eight-to-10-year lifecycle compared to traditional VRLA batters that typically need to be replaced every three to five years. Depending on chemistry and construction, lithium-ion batteries are also about 40 per-

cent lighter than traditional UPS batteries.

2. Integrate monitoring software with virtualization systems. In many hotel IT environments, staff are tasked with overseeing multiple buildings and facilities. By having UPSs integrated with power monitoring software, technicians will have the ability to remotely monitor and manage backup power devices across the entire network—including both UPSs and network-enabled rack PDUs—from a dashboard view.

Some hotel IT staff also use virtualization infrastructure, which should be integrated with power monitoring software to ensure their capabilities are being fully realized.

By integrating power management software with common virtualization management platforms, IT staff can extend the availability of their services. Technicians can remotely manage physical and virtual servers and power management devices all from a single console.

3. Don’t neglect security. Given how chaotic things can get during an emergency situation, it’s important to consider the physical security surrounding UPSs and other power management devices. Taking measures to deploy smart security locks on IT racks can help ensure that equipment is safe and that only authorized personnel can gain entry.

In preparing a disaster avoidance strategy, hotels should weigh all issues that could emerge and cause panic, like potential cybersecurity risks. Network management cards with UL 2900-1 and IEC 62443-4-2 certification are available to help protect UPSs against potential threats. The cards have built-in cybersecurity applications, including stronger encryption, a configurable password policy, and usage of CA and PKI signed certificates. When combined with power management software, hotel IT teams can make timely firmware updates to stay ahead of evolving cybersecurity threats.

The stakes are high for hotels facing the upcoming storm season and the potential impact of major weather events.

An unforeseen emergency could leave IT teams with a prolonged power outage that brings critical operations and services to a halt. The good news, however, is that it’s not too late for hotels to get ahead of the weather. By aligning the right power backup strategies and solutions, IT teams can rest easier knowing they are best prepared for the unexpected.

Reprinted from LodgingMagazine.com

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South Carolina Open Carry with Training Act Went into Effect on August 15, 2021 The Open Carry with Training Act also does not change where a Concealed Weapons Permit (CWP) holder can carry in South Carolina, nor does it change the right of a public or private business or employer to post a sign prohibiting or allowing the carrying of a concealable weapon by a valid CWP holder.

The Open Carry with Training Act, (R.82, H.3094) does not infringe upon a business’s right to prohibit weapons on its premises, and the current concealed carry prohibition signs technically includes “openly carried” weapons as well. However, the general population may not know or understand that the phrase “No Concealable Weapons” also includes openly-carried weapons, so it could be prudent to add the phrase “No Openly Carried Weapons,” as well.

Private businesses can prohibit any weapons, of any kind, on their property; this latest law does not change that.

Below are the sign requirements that are identical to “No Concealed Weapons Allowed” signs. If a business posts a sign that does not meet the following criteria precisely, someone could, in theory, bring their weapon on to the property without fear of legal ramifications.

All signs must be posted at each entrance into a building where a concealable weapon permit holder is prohibited from carrying a concealable weapon, whether concealed or openly carried, and must be: •

clearly visible from outside the building;

•

8 inches wide by 12 inches tall in size;

•

contain the words ‘NO CONCEALABLE WEAPONS ALLOWED’ in black one-inch tall uppercase type at the bottom of the sign and centered between the lateral edges of the sign;

•

contain a black silhouette of a handgun inside a circle seven inches in diameter with a diagonal line that runs from the lower left to the upper right at a forty-five degree angle from the horizontal;

•

a diameter of a circle; and

•

placed not less than 40 inches and not more than 60 inches from the bottom of the building’s entrance door.

To comply with the current requirements, the sign should still include the phrase: “NO CONCEALABLE WEAPONS ALLOWED,” but it could be helpful to add after that phrase the following: “NO OPENLY CARRIED WEAPONS ALLOWED.” Read SLED's guidance on the Open Carry with Training Act at sled.sc.gov.

SCRLA.org

13

86 Food Waste: Engineer your menu to reduce waste

Take a look at how simple menu and service tweaks can reduce the amount of food you throw out each day.

The pandemic pulled most operators’ focus off anything that wasn’t related to survival. Now that the industry is reopening to full capacity and robust business from pent-up demand, the more holistic approach to successful foodservice is returning. Cutting costs by reducing waste is a key success strategy.

The National Restaurant Association’s 86 Food Waste initiative, a set of data-driven resources highlighting actionable steps to help restaurant operators eliminate food waste, debuted in early 2020 in partnership with the World Wildlife Fund and support of Essity/Tork.

This week, we set our sights on one of seven key food waste reduction strategies, menu engineering.

Engineering your menu to accommodate customers’ portion needs and preferences helps prevent food from ending up in the garbage.

And risk our reputation for good value? We don't want negative reviews!

Fortunately, there are practical, low-risk methods to engineer menus that benefit a restaurant's bottom line and account for varying appetites. Engineer your menu to: 1. Adopt full and half portions. Use smaller plates for half portions.

2. Permit customers to split entrees and/or sides.

3. Serve smaller portions of side dishes with “bottomless” or “refill” options.

4. Let customers choose the sides they prefer and train staff to ask for preferences.

5. Accommodate customers asking you to wrap up half their meal before it’s served.

6. Print storage and re-heat instructions on takehome bags/containers to maintain the quality of leftovers so they’re eaten at home.

What do these benefits look like?

A Portland tavern made a simple change to eliminate food waste. Watching large quantities of free bread going to waste, they put bread on the menu and priced it at $2.00. The result? The restaurant saved a whopping 65 lbs. and 90 lbs. of butter and bread dough monthly, respectively. As for profits, management projected $5,000 in additional annual revenue.

For some companies, removing freebies may seem risky. Alternatives include instructing servers to ask guests beforehand if they want freebies or adding a line in the menu informing customers that they can request these items. If they ask for it, customers will likely eat it.

Small steps shift the narrative of food waste in the restaurant industry. In 2018, 55% of consumers said they consider an operation’s food-waste reduction efforts an important factor when they choose a restaurant.

The icing on the cake: These changes are accessible for restaurants of all sizes and budgets, with involvement from large chains like Subway, as well as smaller local hotspots. Menu engineering is just one technique.

For a full breakdown of the strategies to reduce food waste, download the free series of information at 86foodwaste.com.

SCRLA.org

15

2021

M C

marketing and operations conference PRESENTED BY

Breakthru Beverage • Smith Travel Research (STR) • Global BioProtect • Dominion Energy Apprenticeship Carolina • International Food and Beverage Technology Association (IFBTA) Lamar Outdoor Advertising • Lowcountry Hospitality Association

OCTOBER 4-5 at KIAWAH ISLAND GOLF RESORT Make plans to join South Carolina’s most influential hospitality power players and top-level executives in pursuit of the best practices and business trends to increase overall sales and customer satisfaction.

conference registration fees $299 Early bird ends September 15

$349 Standard registration ends October 1

$399 Last minute/onsite registration

Book your stay at kiawah!

We have conference group lodging options and rates available at both the Villas and the Sanctuary Hotel. Reservations must be made no later than September 3 to receive the group rate. Visit SCRLA.org/moc to reserve your rooms today!

register today at scrla.org/moc!

marketing & operations conference agenda Monday, October 4 12:00 p.m. - Kick Off Lunch & Keynote Speaker Joe Pawlak, Managing Principal at Technomic, will kick off our 2021 Marketing and Operations Conference as our first keynote speaker discussing the state of the hospitality industry.

Joe has more than 30 years of experience in industry market trend analysis, market metric and forecast modeling, and implications development. He manages Technomic's Advisory Group, consisting of senior-level food industry subject matter experts.

Afternoon Breakout Sessions Darren Dennington Let's Build a Team 2:30 p.m.

Andria Ryan Employment Law Update for S.C. 2:30 p.m.

Anne Gannon Building a Resilient Business 2:30 p.m.

Matt Plapp Restaurant Mktg that Works 2:30 p.m.

David Scott Peters How to Become the Employer of Choice 3:45 p.m.

Rob Grimes State of F&B Technology 3:45 p.m.

5:00 p.m. - Afternoon Keynote Speaker Scott Deviney, President and CEO of Chicken Salad Chick, will complete Day 1 of our 2021 Marketing and Operations Conference giving tips on how to grow your business.

Prior to joining the Chick Family, Scott honed his franchise experience owning 25 Wendy's franchises in Atlanta, and also built an impressive track record of success as a director and SVP at SunTrust Bank.

6:00-7:30 p.m. - Networking Happy Hour 7:30 p.m. - Enjoy Dinner on Your Own

Tuesday, October 5 8:30 a.m. - Morning Keynote Speaker Ian Dallimore, Vice President of Growth and GM of Programmatic at Lamar Advertising Company, will kick off Day 2 of our 2021 Marketing and Operations Conference discussing how artificial intelligence drives data in the out-of-home market.

Ian's influence on technology, digital innovation and sales strategy has strongly impacted both the OOH industry and Lamar’s Digital presence. Ian works with client brands + agencies to devise strategic plans utilizing Digital OOH. His unique ties with Lamar’s Digital Network Operations help drive new, future innovations through the use of technologies including; APIs, social media integration, 1st/3rd party data and interactive technologies as well as a heavy focus on Data Measurement and Attribution.

Morning Breakout Sessions Darren Dennington ...because Service Matters 9:45 a.m.

Jimmy Johnson Local Food Marketing 9:45 a.m.

Amy Firestone Apprenticeship Carolina 9:45 a.m.

David Scott Peters One Simple Tool Ensures Daily Success 11:00 a.m.

Chris Bosse Virus Season Readiness 11:00 a.m.

Heather Price Print & Digital Marketing Trends 11:00 a.m.

12:15 p.m. - Closing Lunch & Keynote Speaker Bennjin Lao, Business Development Executive at STR, will close out our 2021 Marketing and Operations Conference, giving a U.S. trends overview and forecast for the hospitality industry.

In his role, Bennjin is responsible for building and maintaining positive relationships between STR and both new and existing hotel clients in the Southeast and Southwest regions of the United States. Prior to joining STR, Bennjin served as the Director of Sales for the Tennessee Department of Tourist Development, where he implemented strategic initiatives to promote Tennessee as a global destination of choice to international + domestic tour and travel operators.

Visit SCRLA.org/moc_agenda to view the full conference agenda!

5 Options for Employers Wanting to Improve Vaccination Rates With the Delta-variant-fueled surge of COVID-19 cases leading to new CDC masking guidance, statewide mandates, and the specter of further restrictions, employers have a renewed interest in seeing the vaccination rate of their workforces climb. Yet many employers report frustration at a hesitant bloc of workers who have not yet received any vaccine doses. This hesitancy is only emboldened by the CDC’s most recent data suggesting that, although rare, those who are fully vaccinated can contract and transmit the virus. What can you do if you fall into this group that is still striving to increase vaccination rates among employees? Here are five options employers can consider to improve workforce vaccination percentages, listed from what could be classified least to most intrusive.

are trying to reach. You might even vary your methods and roll out a wave of informational opportunities striking different chords at each pass. Some options to consider: •

Having your HR Department, legal department, or company leadership present informal question-andanswer sessions.

•

Inviting respected representatives from your medical community or other public health officials to your place of business for a lunch-and-learn series.

•

Including community leaders and employees in interactive conversations to help combat mistrust of the vaccines.

•

Showing videos available from the CDC or other state resources about the vaccines.

Note: you can effectively mix and match these initiatives; don’t necessarily limit yourself to one option.

•

Soliciting questions ahead of time via confidential means and answering them at group gatherings.

Option 1: Launch an Informational Campaign Before considering any other option, evaluate whether you can make progress in your drive to improve vaccination rates by offering targeted informational opportunities to your workers about the vaccines. Many people are flooded with disinformation about COVID-19 vaccines from social media, disreputable news sources, and word of mouth. Reliable informational efforts are critically important in light of the recent revelation that fully vaccinated individuals cannot only contract, but transmit, COVID-19. Others simply don’t pay attention to news the way you do and therefore are not knowledgeable about some very basic information (many believe they have to pay for the vaccine, for example, even though a simple internet search would show they are free of charge).

Make sure you offer these opportunities in every language necessary to get your point across, and provide your workers with take-home materials so they can consider the matter at their own pace and even discuss with their families. And to make sure you get as many people in attendance as possible (and to comply with state and federal wage and hour laws), you should pay your employees for the time they spend at your education sessions.

Employers can help their workforce sort through the confusing and often contradictory information found online by emphasizing that although the vaccine is not 100% effective at preventing infection or transmission of COVID-19, it is still the best defense against serious illness, hospitalization, and death. According to the CDC, less than .004% of those fully vaccinated have been hospitalized with COVID-19, and only .0001% have died. By addressing specific questions, concerns, or misconceptions among vaccination skeptics in your workforce, such targeted information can be effective.

You can provide information through a variety of methods depending on your company culture, the workers you

SCRLA.org

Option 2: Offer Incentives The second option you can take falls into the “carrot” category, foregoing any “stick” – offering incentives to any worker who can prove they are fully vaccinated. The most common incentives employers have offered include cash, gifts, or paid time off. Thanks to clear guidance from the EEOC earlier this summer, you have simple directions to ensure you don’t run afoul of any discrimination laws if you decide to offer incentives: •

If your employees voluntarily provide documentation confirming they have been vaccinated and got the shot on their own from a pharmacy, public health department, or other health care provider in the community, you can offer them any incentive you’d like with no apparent limitations.

•

If your organization (or an entity acting on your organization’s behalf) administers the vaccine, you can still offer incentives – but they cannot be so substantial in value as to be considered coercive.

21

If you host a vaccine drive at your facility or otherwise offer the shots at your location, you will want to do everything you could to keep a wall up between you and the healthcare provider offering the vaccines to avoid the incentive. In particular, you should clearly establish in writing that the provider is not acting or your behalf or sharing any employeespecific information with you. Unnecessary entanglements could arise if you gather medical information about your employees, assist with screening questions, or include an onsite nurse or other medical staff members to aid the healthcare provider in administering the shots.

combination of methods: electronic through company digital services, an all-employee meeting where you can walk through the rationale and the new protocols, and through written materials handed out to all workers. Whatever forms of communication you choose, emphasize that sole the purpose of this policy is to maintain a safe workplace.

•

You will obviously need to collect information from your workers about whether they are vaccinated or not in order to determine who is required to be tested. Make sure you comply with all local laws to securely store the information collected from your employees, whether electronically or in a hard copy personnel file (or both).

•

Determine how often you will test those employees who do not or cannot prove they have been vaccinated, taking into account the unique safety-related concerns that arise at your workplace. You will want to require frequent-enough testing that the system reasonably catches potential outbreaks of COVID-19, but not so frequent that it seems your testing requirement is simply punitive in nature.

•

Ensure that your protocols for required testing comply with applicable wage and hour laws. Time spent on receiving employer-required tests should almost always be treated as compensable.

Some other considerations to keep in mind, regardless of what incentive you offer: •

•

•

Accommodations: Some employees may have legitimate medical or religious reasons not to get vaccinated, and failure to provide them with access to the same types of incentives could lead to claims under the Americans with Disabilities Act (ADA) or Title VII. You will need to consider offering alternative means by which an employee can earn an incentive if they cannot be vaccinated due to a disability or sincerely held religious belief. Alternative ways to earn the incentive might be watching a workplace COVID-19 safety video or reviewing CDC literature on mitigating the spread of COVID-19 in the workforce.

Confidentiality: Once you gather information from employees about whether they have been vaccinated or not, you must maintain confidentiality. You should maintain the records as you would any other medicalrelated documentation (in a separate file, accessible to only those who need to know, etc.) and comply with all other state-specific privacy rules (such as in California).

Family Members: While you can offer an incentive to employees to provide documentation or other confirmation from a third party not acting on your behalf that their family members have been vaccinated, you may not offer incentives to your employees in return for their family members getting vaccinated by your organization or your agent. However, you can still offer an employee’s family member the opportunity to be vaccinated by your organization or your agent if you take certain steps to ensure compliance with federal privacy laws.

Option 3: Implement COVID-19 Testing for the NonVaccinated Just as President Biden announced for federal employees – and a growing number of other municipalities are doing for their own workforces – you can require all non-vaccinated personnel to be subjected to regular COVID-19 testing to ensure the highest level of workplace safety. To do so, you should consider four main points: •

Communicate the new policy with your workforce in a clear and direct manner. You may want to use a

22

Before you implement your policy, you will also want to work with your workplace safety legal counsel (in conjunction with the latest guidance from the CDC, OSHA, and local health authorities) to determine what you will do if a positive COVID-19 test arises. You should have quarantine and return-to-work protocols in place along with clear contact tracing guidelines (which will vary depending on the vaccination status of those who came in close contact with anyone testing positive).

Option 4: Install Additional Safety Restrictions for the Non-Vaccinated Taking it one step further, you can also require those who do not prove vaccinated status to comply with additional safety restrictions as necessary to maintain a safe working environment. These can include renewed masking requirements, social distancing rules, restrictions on business-related travel, and other concepts relevant to your work environment. Whatever you decide, you will want to announce these requirements ahead of time, so it does not appear as if you are individually targeting certain workers who test positive. Just as with the testing regimen described above, you will want to craft your policies thoughtfully and with regard to your specific workplace so as not to create the perception that your rules are punitive or coercive.

Option 5: Mandate the Vaccine Your final option is one that has been gaining steam in recent weeks: mandating that your workers receive

SCRLA.org

the COVID-19 vaccine as a condition of their employment. While many employers were hesitant to impose a mandate in the early months of vaccination due to legal concerns or the unknown nature of the inoculation process, a series of events have lessened these concerns. For one, over 191 million Americans have received one or more both doses of the vaccine with only very rare side effects causing anything more than minor complications. Moreover, a series of legal victories and last week’s announcement from the Department of Justice that the current Emergency Use Authorization status of the vaccines does not prevent employers from mandating them have eased many employers’ fears regarding legal liability.

If you decide to proceed with a vaccine mandate, consider these lessons learned from other employers that have successfully rolled out a mandatory program at their workplaces: •

Figure out the best way to communicate your policy to employees, including how much notice to provide before implementing the requirement.

•

Consider related logistics, including compensation issues that may be implicated for the time spent traveling to and receiving the vaccine.

•

Develop a robust and clear reasonable accommodation policy to address religious and disability issues. Take special care to communicate and administer the accommodation process in a thoughtful way, with emphasis on individualized, confidential consideration of each request.

•

Spend time considering how your employees, customers, and other constituents are likely to respond to the policy, including how you will handle pushback. Anticipate and prepare for certain levels and forms of anxiety and or resistance.

•

Be wary about the issues raised by posing prescreening vaccination questions that may trigger ADA requirements (more detail found here).

•

Develop a designated “vaccine coordinating this entire process.

team”

5 Options for Employers Wanting to Improve Vaccination Rates Launch an informational campaign Evaluate whether you can make progress in your drive to improve vaccination rates by offering targeted informational opportunities to your workers about the vaccines.

Offer incentives Offer incentives to any worker who can prove they are fully vaccinated. The most common incentives employers offer include cash, gifts, or paid time off.

Implement COVID-19 testing for the non-vaccinated You can require all non-vaccinated personnel to be subjected to regular COVID-19 testing to ensure the highest level of workplace safety.

for

If you have questions about how to ensure that your vaccine policies comply with workplace and other applicable laws, visit the Vaccine Resource Center for Employers or contact your Fisher Phillips attorney or any attorney on our FP Vaccine Subcommittee.

Install additional safety restrictions You can also require those who do not prove vaccinated status to comply with additional safety restrictions as necessary to maintain a safe working environment.

Mandate the vaccine For a list of FAQs on COVID-19 and vaccinations, please visit SCDHEC.gov/health/vaccinations

Mandate that your workers receive the COVID-19 vaccine as a condition of their employment.

South Carolina Chef Competed for the Title of American Seafood King in August Chef Nicholas Huckabee from A Difference in Dining in Myrtle Beach, competed against 12 other chefs from around the country in the nation’s ultimate seafood cooking competition. Since the age of 14, Nick has worked in professional kitchens. He began his professional culinary career by attending Horry-Georgetown Technical College and has worked in the culinary industry in the Myrtle Beach area for the last 20 years. Nick strives for excellence in food quality and an overall memorable experience for every guest that he serves through his passion for culinary arts. Nick is always looking for new ways to prepare local and regional food with his concept of “simple is best,” prepare it well and let the food speak for itself.

The 2021 Great American Seafood Cook-Off was held at the Ernest N. Morial Convention Center in New Orleans on Saturday, August 7. At the 17th annual event, 13 chefs, each representing their home state or territory, cooked in front of a live audience and a panel of nationally acclaimed judges.

“Following a challenging year for all of us, the Great American Seafood Cook-Off is the perfect stage to celebrate Louisiana and America’s domestic seafood industry – the best in the world,” said Louisiana Lt. Governor Billy Nungesser. “This year we were excited to welcome a very talented field of chefs from all over the country vying to be crowned the next ‘King or Queen of American Seafood’ right here in New Orleans. Each chef showcased their skills with domestic seafood to present the best seafood dishes.”

The 2021 Great American Seafood Cook-Off competitors were: • • • • • • • • • • • • •

Chef Scott Simpson; The Depot, Auburn, AL Chef Wes Choy; Alyseka Resort Kitchens; Girdwood, AK Chef Edgar Teran; Someburros Restaurant; Phoenix, AZ Chef Jordan Scott; Perdido Key Breakfast Club; Pensacola, FL Chef Peter Duenas; Meskla Chamoru Fusion Bistro; Hagatna, Guam Chef Robert Vasquez; Forks & Corks; Covington, LA Chef Leon Vuong; Seven Seas Food & Company; Portland, ME Chef Denise Herrera; Red Heat Tavern; Boston, MA Chef Austin Sumrall; White Pillars Restaurant; Biloxi, MS Chef Tory McPhail; Revelry Plate + Pour; Bozeman, MT Chef Jackie Paige; Love Rocks Café; McKees Rocks, PA Chef Nicholas Huckabee; A Difference in Dining; Myrtle Beach, SC Chef Jesse Cavazos; Nick’s Fish Dive + Oyster Bar; The Woodlands, TX

During the competition, each chef prepared a dish highlighting the use of domestic seafood while interacting with the live audience, celebrity hosts Chef Cory Bahr – Food Network Star Finalist, Food Network Chopped! Champion, and a former King of Louisiana Seafood – and KLFY TV10’s Gerald Gruenig, and “chef ref” Chef Michael Brewer, also a former King of Louisiana Seafood. Each dish was presented to a panel of nationally renowned judges who scored based on presentation, creativity, composition, craftsmanship, and flavor. The Great American Seafood Cook-Off promotes the quality and variety of domestic seafood found in the United States.

To be eligible to compete in the event, chefs must either hold the current title of King or Queen of Seafood or be appointed by the lieutenant governor of their respective state or territory. The 2021 King of American Seafood, Mississippi's Chef Austin Sumrall of White Pillars Restaurant & Wine Bar, won the title with his dish of "Gulf Snapper Three Ways" knocking out 12 of the nation’s best chefs. Second place went to Denise Herrera of Red Heat Tavern in Massachusetts.

Turn customer data into revenue.

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heartland.us/customer-engagement © 2021 Heartland Payment Systems, LLC

Analytics Validate marketing effectiveness to determine if campaigns are attracting new or repeat customers, and gain insight into customer purchasing habits to know if you’re increasing average spend.

Benefits • Harness payment data with concise analysis on a

simple-to-use dashboard

• Better understand your customers by tracking visits,

sales, and average ticket metrics

• Compare new vs. returning customers to determine

whether promotions are bringing in new business or just giving discounts to regulars

• Positively impact sales by spending your marketing and

advertising dollars where they’re most effective

• Increase marketing effectiveness by seeing campaign

performance spikes and dips

Customer Intelligence Attract customers by leveraging data and insights to build personalized marketing offers, discounts and promotions.

Benefits • Know your customers, including average spend and top

postal codes

• Market smarter using advanced demographics to

precisely target customers and fine-tune messages

• Increase profits by validating your instincts with data

on what drives the most revenue

Reputation Improve sales by proactively managing your social reputation across popular social media platforms, including Yelp, Google, Facebook and more.

Benefits • Follow social posts about your business from a central

dashboard

• Respond to social reviews by fans and critics using an

advanced response library

• Validate the impact of replying to social reviews or

making pricing changes

• Compare your social performance between stores and

the competition

Bobby Higdon robert.higdon@heartland.us 812‑989‑6044 heartland.us/customer-engagement © 2021 Heartland Payment Systems, LLC

You take care of your community.

We help take care of you.

UnitedHealthcare offers exclusive members-only pricing and benefits, including: • Medical coverage • Dental and vision insurance • Disability, life and critical illness insurance

Contact your broker today or visit us at scrla.org/page/InsuranceCenter for more information.

Benefits and programs may not be available in all states or for all group sizes. Components subject to change.

These plans have exclusions and limitations. Contact your UnitedHealthcare broker or the company for more details.

Insurance coverage provided by or through UnitedHealthcare Insurance Company, UnitedHealthcare Insurance Company of Illinois or their affiliates. Administrative services provided

by United HealthCare Services, Inc. or their affiliates.

EI20266454.0 08/20 ©2020 United HealthCare Services, Inc.

READY TO BE THE BOSS? Finish up your college degree with us!

On your own time On your own terms Around your busy schedule Maria squeezes lectures in between shifts Charlie gets his discussion boards done while the kids are sleeping

Sue likes to get her homework done on the beach

Uof SC Palmetto College at USCB

Online Bachelor’s Program in Hospitality Management Take advantage of open enrollment, with new classes starting every 8 weeks We accept transfer credits from your previous Associate- and Bachelor-level coursework Contact Su Gibson, Assistant Director, USCB’s Center for Event Management & Hospitality Training at gibsonsl@uscb.edu

www.uscb.edu/academics/online_programs

Join us in welcoming our new members!

13 Stripes River Lodge Easley, SC

Coral Greenville, SC

Let us Nudge Columbus, NJ

Savage Craft Ale Works Columbia, SC

3001 Nightlife Myrtle Beach, SC

Exclusive Properties of Myrtle Beach, LLC Myrtle Beach, SC

McDonalds Corporate Marietta, GA

Sully's Steamers Clemson, SC

Merchants Foodservice Newberry, SC

The Crepe Factory Boiling Springs, SC

New Realm Brewing Co. Charleston, SC

The Grill @ Bulls Bay Golf Club Awendaw, SC

AC Hotel - Greenville Greenville, SC Brunswick Entertainment Solutions Muskegon, MI Carolina Social Bar Myrtle Beach, SC Chef 21 Sushi Burger Greenville, SC CHI (Truist Culinary & Hospitality Innovation Center) Greenville, SC Chive Blossom Restaurant & Bar Pawleys Island, SC

Floyd D. Johnson Technology Center York, SC Georgetown High School Georgetown, SC HRS Hospitality & Retail Systems Deerfield Beach, FL

NFP - Charleston Charleston, SC Poogan's Southern Kitchen Charleston, SC

Johnny D's Waffles & Benedicts Surfside Beach, SC Home 2 Suites Downtown Columbia Columbia, SC

Root Loud Mt. Pleasant, SC

The Longboard Restaurant Mt. Pleasant, SC The Loutrel Hotel Charleston, SC Zavarella's Pizza Charleston, SC

Rudy Royale Charleston, SC Rytech of the Upstate Duncan, SC

Impacted by COVID-19? Let our SC SBDC network of over 50 highly-trained professionals across the state help adapt your business to the current climate.

You can rely on us to provide: loan assistance strategic planning cash flow management sales & growth strategies marketing/social media strategies We offer no-fee individual, confidential business consulting; affordable educational workshops and provide access to useful business resources.

SC SBDC Client Star Chappell President, The Cotton Loft

Ask us. We can help. Visit SCSBDC.com

HOSPITALITY LEADERS GOLF TOURNAMENT September 20 ∙ The Cliffs at Keowee Vineyards presented by

At The Cliffs at Keowee Vineyards, you’ll navigate tree-lined fairways, ravines, and coves that tuck in from the lake. With eight holes overlooking Lake Keowee and just about every teebox and green showcasing views of the Blue Ridge Mountains, this magnificent course takes full advantage of one of the most beautiful pieces of land found in the world. It comes as no surprise that Golf Digest ranked The Cliffs at Keowee Vineyards among the Best in the State.

The deadline to reserve your tee time and sponsorships for our 2021 Hospitality Leaders Golf Tournament is Monday, September 13. Visit SCRLA.org/events for more information!

PRSRT STD US POSTAGE PAID COLUMBIA, SC PERMIT 168

PO Box 7577, Columbia, SC 29202

US FOODS® IS PROUD TO SPONSOR

THE HOSPITALITY LEADERS GOLF TOURNAMENT As one of America’s great food companies, we serve over 300,000 restaurants and operations, helping them to succeed. We believe in the power of food – including sustainable, local and simple ingredients – to unite us all, and improve the state of our planet, people and communities. Supporting the SCRLA is just one way we’re helping our customers and communities make it.