Insider | Summer/Fall 2020

INSIDER SOUTH CAROLINA RESTAURANT AND LODGING ASSOCIATION

SUMMER/FALL 2020

Are you buying and eating local?

Learn how the Sc department of agriculture partners with restaurants Š2020 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 President & CEO 7 | SCRLA COVID-19 Suppliers Directory 8 | COVID-19: Restaurant Industry Outlook 10 | Restaurant Menus Slim Down to Maximize Efficiency 14 | Catching COVID-19 During a Hotel Stay is Low 16 COVER | Local is More Important Than Ever 18 | Common COVID-19 Misunderstandings That Can Place Your Company at Risk 21 | GSA Announces New Per Diem Rates FY21 23 | AHLA's Updated Safe Stay Guidelines 24 | Glove Supply to Feel Impact of COVID-19 30 | New SCRLA Members

Providing ServSafe Food Safety and Alcohol training across South Carolina Food safety and responsible alcohol service is important. Protect your guests, employees and business with ServSafe Food Safety and ServSafe Alcohol certifications.

Fall Classes: Sept. 9 - Bluffton/Hilton Head Sept. 10 - Charleston Sept. 14 - Florence Sept. 15 - Columbia Sept. 21 - Myrtle Beach Sept. 23 - Greenville/Spartanburg Sept. 28 - Charleston Oct. 6 - Columbia Oct. 8 - Charleston Oct. 13 - Myrtle Beach Oct. 14 - Greenville/Spartanburg Oct. 19 - Bluffton/Hilton Head Oct. 21 - Charleston Oct. 28 - Columbia Oct. 29 - Florence Nov. 4 - Greenville/Spartanburg Nov. 9 Charleston Nov. 10 - Myrtle Beach SCRLA members receive a 20% discount using the code SERV2.

Visit AtlanticFoodSafety.com or call 843.573.7935 to sign up for classes in your area.

As we transition back to business, the SCRLA has put together a directory of COVID-19 resources to help you reopen with the supplies you need. See Page 7.

South Carolina Restaurant & Lodging Association PO Box 7577 • Columbia, SC 29202 803.765.9000 • Fax 803.252.7136 Email info@scrla.org www.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 Athan Fokas, Old Towne Grill Chuck Lauer, Embassy Suites N. Charleston Sean McLaughlin, Forest Lake Club Tony Tam, IMIC Hotels

AH&LA Board Liaison John Munro, Sea Pines Resort, Hilton Head Island

Message from SCRLA President & CEO The descriptions have become all too familiar . . . deadly, unprecedented, spiking. Our industry is reeling from this ongoing health crisis and the economic fallout. Chip Rogers, president and CEO of the American Hotel & Lodging Association, very aptly described the challenges facing the hospitality industry by stating, “Our industry was among the first impacted by the pandemic and will be one of the last to recover. We are a major economic driver, supporting millions of jobs and generating billions in tax revenue.” He added, “We need Congress to continue to prioritize the industries and employees most affected by the crisis, so that help is directed to the businesses that need it most.”

Chip’s appeal lies at the heart of the messages we have participated in strategically bringing to the Congress, along with the National Restaurant Association (NRA), the United States Chamber of Commerce, and our counterparts nationwide. At the state level, under the banner of protecting your livelihood, we have collaborated with the Governor’s Office; the General Assembly; accelerateSC; the Department of Parks, Recreation and Tourism; the Department of Health and Environmental Control; the Department of Commerce; the Department of Employment and Workforce; the Department of Agriculture; the Department of Education; the Department of Revenue; the University of South Carolina’s College of Hospitality, Retail and Sport Management; the SC Golf Council, and the State Law Enforcement Division, among others. We have been credited also with taking the lead in preparing the guidelines to phase-in the reopening of our industry and are administering the Palmetto Priority program. We have worked non-stop and tirelessly to speed recovery and build on our industry’s resilience. We as an industry have crawled, are now walking and hopefully will soon break into a trot.

Our cautious optimism is based on in no small part on the fact that we and our colleagues are highly focused on getting additional relief for our industry. For example, mirroring the NRA’s “Blueprint for Restaurant Revival,” we are pushing at the state and federal levels for creation of a recovery and revitalization fund, enactment of a second installment of the PPP (including 501 c 6s becoming eligible to participate), tax relief, and liability protection, among others.

Carl Sobocinski, Table 301, Greenville

These priorities were discussed and reaffirmed during a recent meeting of the Executive Committee of our Board of Directors. Other issues on the front burner include addressing health insurance premiums, general liability premiums, employee retention tax credit, legalizing to-go cocktails, dram shop legislation and other alcohol law-related reforms, plus revising the guidelines related to self-service buffets. Consideration is also being given to encourage unemployed workers to serve as poll workers.

Association Staff

As Tom Bené, the NRA’s CEO, stated, “Restaurants have historically operated with highly regulated protocols based on the FDA’s Food Code and have taken new steps to meet social distancing guidelines required by state and federal officials.”

NRA Board Liaison

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

Initiatives launched at the federal, state and local levels have us pointed in the right direction. As we continue to use best practices and work together, we will be greeting more and more guests and demonstrating in every way that, “We’re glad you’re here.”

Sincerely,

Christal Van Wickler, Bookkeeper/Education Coordinator Randi Sullivan, Membership and Business Development Nichole Livengood, Upstate Membership Director

John Durst President and CEO

Through December, the SCRLA will be partnering with Highland Brewing Company for their "Giving Back with Gaelic" program.

Highland Brewing Company, based in Asheville, NC, will donate a portion of the proceeds of all Highland Gaelic Ale sales to the SCRLA's Hospitality Employee COVID-19 Relief Fund.

Established in 1994, Highland Brewing Company was the first brewery in Asheville, and is thought to be considered as the creator of the brewing culture surrounding the city. Gaelic Ale is the brewery’s Flagship Red Ale that has won countless awards since its inception.

Giving Back with Gaelic will run through December, with $0.25 per case, $1.00 per 1/6 barrel keg, and $2.00 per 1/2 barrel keg sold to Columbia bars, restaurants, grocery stores, gas stations, retail stores, etc. being donated to the Hospitality Employee COVID-19 Relief Fund.

Highland Brewing is proud to support the loyal Columbia Hospitality industry for their ardent work over the years.

The Hospitality Employee Relief Fund was created to help South Carolina hospitality industry employees experiencing hardship in the wake of the COVID-19 panemic. Through this fund, more than $50,000 in grants have been given to hospitality employees across the state.

Learn more about the the Hospitality Employee COVID-19 Relief Fund at SCRLA.org.

Learn more about Giving Back with Gaelic at HighlandBrewing.com/ GiveBack.

SCRLA Member Benefit

Through a partnership with Businesses Ending Slavery and Trafficking (BEST), the SCRLA provides free, comprehensive online human trafficking awareness training for all of our members and their staff.

BEST’s Inhospitable to Human Trafficking Training meets all state requirements.

Please visit SCRLA.org for more information regarding our member benefits.

6

SCRLA.org

Protective Barriers/ Social Distance Spacing Colite International Adam Reganthal 803-935-9008 Evo Environments Lisa Davidson 630-520-0715 The Mobile Attic Jeff Stallings 803-553-1663

Performance Food Group Joe Reynolds 800-800-6434 Sysco Columbia Kris Davis 803-239-4098 US. Foods Billy Herndon 803-951-4200

Touchless Systems

Personal Protection Equipment (PPE) PPE 4 Restaurants Adam Alfia 866-568-1411 Active Medical Supply Tim Matthews 336-473-1366 Cintas Angela Mallen 843-793-8003

T&S Brass Susan Albright 800-476-4103

Med Supply Paul Bode 866-633-7778

Global BioProtect LLC Jenna Rae Yates 843-226-0506

Cintas Angela Mallen 843-793-8003

Maxi-Clean Environmental Ronnie Maxey II 864-918-7009

Performance Food Group Karlyn McCarty 843-656-7895

Employee Health/PreScreening

Disinfecting/Cleaning Services and Products

Cintas Angela Mallen 843-793-8003

SCRLA.org

Modjoul Sarah Essich 864-380-6430 VettiFirst Bevin Studstill 803-233-2170

Sysco Columbia Kris Davis 803-239-4098 US. Foods Billy Herndon 803-951-4200

Office Depot Shontiniqua Freeman 512-651-2661 Say No More Promotions August Wittenberg 970-373-5382

Multi-Services— Payment, Payroll, POS, Customer Engagement, Capital Cornbread Consulting Julius Tolbert 864-350-0444 Heartland Jimmy Moore 813-476-5583 Fisher and Phillips J. Hagood Tighe 803-255-0000 Sysco Columbia Kris Davis 803-239-4098

7

COVID-19: Restaurant Industry Outlook How do things look for locally owned restaurants?

Because of the fluid situation with COVID-19 and the increasing number of cases in South Carolina and other states, things are difficult on many fronts.

With the initial shutdown, locally owned restaurants faced many issues. There was wasted food due to the short notice of the shutdown. Labor costs continued, which quickly led to layoffs and terminations. Rent and utilities still had to be paid. Government funds designated to help restaurants were difficult to come by and often went to corporations, like Shake Shack and Ruth’s Chris, rather than the small businesses they were meant to help. Loopholes prevented some locally owned restaurants from getting financial help as quickly as they needed it.

Once restaurants started to reopen in May, outside dining was OK with social distancing, and indoor dining opened soon after with limits on the number of people and required spacing between tables. This challenged many locally-owned restaurants because fewer customers were allowed inside. It is hard for an already small 50-seat restaurant to be limited to 15 seats and still pay its bills, labor costs and increased food prices stemming from limits in the supply chain.

Unfortunately, as the pandemic continues, the uncertainty of what will happen tomorrow has caused many owners to question how much longer they can

stay open without their full capacity of customers.

The biggest challenges right now are: •

a situation that changes almost daily with the virus and infection rates.

•

fear of the virus keeping people from going out to eat.

•

the difficulty of keeping restaurants open with such a small number of customers. There is a break-even number of customers and meals sold that allows restaurants to stay open and many restaurants have not been hitting that "sweet spot" for months.

Can restaurants survive long-term on curbside and delivery alone?

Curbside pickup and delivery are a good short-term fix for casual dining restaurants, fast-casual restaurants and limited-service restaurants. However, despite the fact that delivery containers and procedures have improved over the years, it still is not an option for some menus where food temperatures and presentation needs to be precise to ensure quality.

The concern is that many restaurants are not — or were not — set up for curbside pickup or delivery because of their menu and the perishability of the food, or the fact that they used the restaurant as part of the experience of their brand. For example, Planet

Hollywood is a restaurant that uses its environment and movie memorabilia as a part of the overall meal experience.

Some restaurants have very large dining rooms with rent based on the overall size of the restaurant, so switching to curbside and delivery alone is cost-prohibitive. Rent would not decrease, yet the underutilized space does not bring in revenue.

Other restaurants’ food would diminish in quality if they delivered it. For example, Ruth’s Chris’ steaks may not be able to make the 20-minute drive to your house with the same level of quality you would get in the restaurant. Upscale and fine dining restaurants count on the level of service and quality of the food as integral components of the dining experience.

Picking up food curbside or having it delivered does not compare to the dining room experience.

Are some sectors of the restaurant industry, like food trucks, doing well?

Food trucks and fast-food restaurants are doing very well, all things considered. With food trucks, the main challenge is to try to keep people socially distanced while waiting in line. Fast-food restaurants are already set up for success in this environment because about 70 percent of their business occurred through the drive-thru before COVID-19. They have mastered the drive-thru, double lane drive-thru and takeout orders. Over the past 20 years, many fastfood restaurants decreased the size of their dining rooms. I believe that fast food and other segments will decrease indoor dining room size even more as time goes on.

impacted by changes to the restaurant industry.

With the shutdown of restaurants in March and April, the demand for food products dried up. Products were expiring on the shelves of restaurants, and vending machines were left empty because no one was going out. Grocery stores had limited hours and high demand for certain items such as toilet paper, sanitizing wipes, canned goods and paper products.

But in other parts of the food chain, there was no longer a need for things like school system milk cartons, plates for fine dining restaurants and large quantities of cooking oil.

Food cannot be saved indefinitely and therefore production had to stop on many products until more was known about the pandemic and the potential reopening of restaurants. A system that normally worked without fail had finally broken down due to the pandemic.

What are the biggest challenges remaining?

Despite the fact that many people miss going out to eat, the restaurant industry will be slow to recover due to the inconsistencies in following COVID-19 protocol, as well as the moving target we are facing related to regulations and clear guidelines.

The big question remaining is, who can survive for the long haul? Large chain restaurants have deeper pockets and a better ability to survive financially. But the small, independently owned businesses have the advantage of being able to change their menu and marketing options much faster than the larger companies.

Home delivery meal services also have been successful during this time and I believe the trend will continue. The customer gets pre-portioned meals with fresh ingredients delivered to their home, helping them make fresher and healthier meals than they can get from some of the other dining options.

The biggest challenge right now is not knowing when the pandemic will end. With numbers not showing any sign of decreasing, it is hard to know when, or if, to roll back new regulations. Despite the fact that COVID-19 is not a food-borne illness, the restaurant industry has taken a substantial hit.

Many casual dining chains, such as Texas Roadhouse, have set up drive-thru and pickup areas in their parking lots to accommodate the changing requirements.

One step we can all take to help our favorite restaurants weather this storm is to follow health safety regulations to reduce the spread of the virus and continue to support local restaurants by frequenting their pick-up, delivery and socially distant dining options.

How does the fate of restaurants affect other businesses?

The restaurant industry is integral to many businesses. Food production, farming, the trucking industry, paper products production, fishing, food manufacturing and virtually everything we do is SCRLA.org

Article by Robin DiPietro, UofSC's Hotel, Restaurant and Tourism Management Director

9

Restaurant Menus Slim Down to Maximize Efficiency Call it menu simplication, streamlining or shrinkage. It’s happening in every segment of the industry, from quick-service to fine dining, as operators downsize menus to make them more efficient and profitable.

It started at the beginning of the pandemic when takeout and delivery was the only game in town.

Restaurants that remained open pared back their menus to items that traveled well and wouldn’t tax understaffed kitchens. Now that outdoor seating and limited dine-in service is available, smaller menus still make sense in many operations.

“When dining rooms began to close, we re-examined our menu and made the decision to reduce the menu and focus on guest favorites,” says Joel Yashinsky, CMO of Applebee’s. “In this time of uncertainty, we know our guests prefer to enjoy the food they are most familiar with. And a smaller menu helped our teams be able to meet the demand for Applebee’s Carside To Go, pick-up and delivery orders.”

Now that many Applebee’s locations allow reducedcapacity indoor dining, the more concise menu better addresses the challenges of current safety guidelines, supply constraints, speed of service and kitchen complexity, he added.

The incredible shrinking menu Applebee’s is just one of a slew of restaurants that has recently shaved its menu. In a survey conducted

by Rewards Network, a Chicago-based loyalty marketing company, 28% of restaurateurs said they were making menus smaller and more efficient for the kitchen. Cost-saving changes include removing lower-margin items, using less-expensive ingredients and including fewer meat options. Streamlined menus also help operators with cashflow, as cutting back on ingredients can help lower food costs.

Technomic data backs up the evidence that operators are eliminating SKUs and doubling down on core products. In Q2 of 2020, the menu categories that shrunk the most were adult beverages (-79.2%), kids menus (-18.9%), add-ons (-9.7%) and desserts (-4.5%), Technomic reported.

In Q2 earnings calls, much talk centered around menu simplification and shrinkage. Taco Bell announced plans to take a dozen items off of its menu, including standbys such as the 7-Layer Burrito and Nachos Supreme. Cheesy Fiesta Potatoes also got chopped, much to the dismay of vegetarians and snackers, as did the Grilled Steak Taco, an item with higher food costs.

In its announcement, Taco Bell said the downsized menu “will leave room for new fan favorites,” suggesting that the company could push out more new items and LTOs in the future.

McDonald’s cut all-day breakfast along with some of its lower-selling items. The move resulted in shaving 15 seconds off drive-thru speed—a key to sales during the pandemic with drive-thrus accounting for a big chunk of business.

At full-service concepts like Applebee’s, speedier service means quicker table turns when restaurant seating is cut in half. “We’ve designed the menu to focus on guest favorites and menu items that allow for seamless kitchen operations—whether guests are dining at home or in the restaurants,” says Yashinksy. Applebee’s offers the same menu for dine-in and takeout.

Olive Garden and Longhorn Steakhouse made a similar move. “When we went to an off-premise-only model, we focused on how we can serve our highest value items, our highest guest satisfaction items and what are the items that we can actually run with just managers,” said Rick Cardenas, CFO of parent company Darden Restaurants during its Q2 earnings call. “Without marketing and the different things that we do on menu development, guests are voting with what they’re buying,” he added. “We can actually see what the guest favorites really are.”

Focusing on guest favorites—the top sellers in many cases—is a smart route to menu streamlining, says David Hopkins, president of Fifteen Group Inc., a hospitality consulting agency. “But make sure you’re also streamlining efficiencies and execution at the time of the guest experience,” he adds.

Social distancing requirements mean there are fewer cooks on the line during peak times, but Hopkins suggests using the shoulder periods between service to do any complicated or advance prep. In addition to cutting back the number of choices in each menu category, include several simpler items that can be executed quickly. “A shrimp cocktail takes no time to get out, but an in-depth appetizer will slow service,” he says.

Along with guest favorites, focus on the most profitable items to create a more concise menu, Hopkins advises. That seems like a no-brainer, but he says that operators try to create a menu by hitting food cost percentages rather than profitability.

“That’s detrimental,” Hopkins believes. “Focus on profit margins and then drive guests toward those items by highlighting them on the menu with photos or special callouts.”

Article continued on page 12

Simplifying to curb confusion Cracker Barrel recently simplified its menu to make it easier for guests to find their favorites. The menu update was in test before the pandemic, but its release is especially timely for today’s dining-out scene.

“We used to have two sections—Fancy Fixin’s and Country Dinner Plates—that included the same entrees, but offered different protein portion sizes,” says Cammie Spillyards-Schaefer, VP of culinary and menu strategy at Cracker Barrel. “One section included two sides, compared to three sides in the other section. Now, those items are all listed in a new section called ‘Cracker Barrel Favorites.’”

Guests now have the choice of one protein portion and two or three sides, making it easier to customize preferences and price, she says. It reduces BOH confusion over portion sizes as well.

Cracker Barrel also eliminated its Wholesome Fixin’s category and now incorporates better-for-you items throughout the menu.

The new Cracker Barrel Favorites category is spotlighted in the center of the menu and contains the chain’s most popular dishes. “These items provide operational efficiency because they are our fastest ticket time items and they are higher margin menu items,” says Spillyards-Schaefer.

“The reorganization gives our team members the streamlined menu they need to ensure a great experience filled with genuine hospitality.”

Cracker Barrel also wanted to bring attention to its everyday value price points, critical for driving frequency, she adds. “We did this by highlighting a new category of menu items called Home Cooked Classics Starting at $7.99, our Weekday Lunch Features Starting at $5.99 and our Downhome Daily Dinners Under $10.”

All in all, 10 items were completely deleted from the new menu, eliminating several SKUs in the process.

“Plus we optimized procedures and recipes to be more efficient with this menu launch,” says SpillyardsSchaefer.

Fast casuals typically have smaller menus than casual restaurants, but Pita Mediterranean Street Food, a 34unit concept based in Atlanta, saw the need for further editing. Its goals were similar to those of restaurants in other segments.

“We scaled back on the more expensive, timeconsuming items to focus on speed of service and customer satisfaction,” says CEO and founder Nour Rabai. The result is fewer SKUS and higher profitability.

Everything at Pita is made to order, but some items are more labor intensive. These include the beef kofta kebab, certain rice bowls and platters and the grape leaves—all of which were axed. The highest volume item is the chicken gyro. Although it’s made from scratch, the chicken is marinated ahead and thrown on the grill or threaded on a skewer, says Rabi. And everything on the current menu is delivery-friendly.

The introduction of a new housemade sauce called shattah gives customers the option of making any pita sandwich or bowl spicy. “We created a spinoff of another sauce, adding jalapeno and ghost peppers, so execution is simple,” he says. Shattah was a simple way to meet consumer demand.

Pita’s new menu and a stronger focus on delivery have increased sales. “Our stores are back to 80% to 90% of pre-pandemic numbers,” says Rabai.

Reprinted from National Restaurant News

EASING BACK INTO BUSINESS Let’s get back to what we love.

Whether re-opening means picking up where you left off, or redefining the dining, restore and reconnect with your patrons in the best way possible. Check out the resources we have that can help you get back to doing what you love.

From front of the house to the back and more, explore our resources at performancefoodservice.com/restart

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Experts say the risk of catching COVID-19 during a hotel stay is low Sharing beds, silverware, and showers with strangers during a pandemic is understandably scary. That makes staying overnight in a hotel a no-no for many people these days.

But according to two experts, the risk of catching COVID-19 during a hotel stay is low — as long as the rooms have been thoroughly cleaned.

"Anything that we do that exposes us to other people is potentially risky, hotel stays included. But if proper precautions are taken, then it's unlikely that they're among the most risky things people could be doing," Caitlin Howell, a chemical and biomedical engineer at the University of Maine, told Business Insider.

Howell, who studies disinfection methods on surfaces, said a hotel's public areas — like the restaurant or lobby — are riskier than individual rooms, since the coronavirus typically spreads via airborne droplets (and likely aerosols as well), rather than shared surfaces.

"Aspects of hotel stays that put people close together, such as talking with other patrons or exercising in a small space with others, are more likely to be risky than sleeping in a room," she said.

and buttons in an apartment-building elevator. But Howell said that report "is so far the only one where it is possible that surfaces played a role — and it's not even confirmed."

You're unlikely to catch the coronavirus in a clean hotel room Concerns about encountering the virus in a hotel room are not completely unwarranted: A new study from the Centers for Disease Control and Prevention examined the hotel rooms of two coronavirus patients quarantined in China, and found genetic material from the virus on the light switch, faucet handles, sheets, and pillows after 24 hours.

"Given how widely spread this virus is, if sharedtouch surfaces were a major driver of spread, there should be far more of these types of reports with definitive conclusions that surfaces were involved," she added.

But according to Howell, the viral RNA on those surfaces probably "can't infect people — you need to have active virus present for that to happen."

What's more, the researchers swabbed the room's surfaces before it got cleaned and laundered.

"This virus is pretty efficiently inactivated by disinfectants and soap and water, so as long as the room has been properly cleaned, the risk there is likely to be low," Howell said.

Rachel Graham, an epidemiologist at the University of North Carolina, also said the chance that enough coronavirus remains in a room after it's been cleaned to sicken the next guest is fairly low. That's even true if someone previously stayed there while sick.

"It's not without risk, but I especially think established chains with reputations we depend on are going to do all they can to keep their customer base, which means cleaning as much as they can," Graham told Business Insider.

Even if virus particles persist on surfaces, they're unlikely to cause infections A person can get the coronavirus if they touch a surface or object that has viral particles on it then touch their mouth, nose, or eyes. The lifespan of the virus on objects depends on the type of material: One study found that it took three days for the virus to leave plastic and stainless steel, while other research suggests viral particles can live up to two days on cloth fabric and four days on glass.

A report from China described how the virus jumped between two people who touched the same surfaces

SCRLA.org

Indeed, the CDC says the virus "does not spread easily" from contaminated surfaces, though the agency continues to recommend that people "routinely clean and disinfect" high-touch surfaces just in case.

Howell also said studies analyzing how long the virus lingers on surfaces might not "accurately reflect what is happening in the real world," since researchers often start with very high virus concentrations.

"That's not likely to be what is being shed by most people who still feel well enough to stay at a hotel," Howell said.

Best practices to minimize risk for hotel guests and staff According to Graham, it's good to stock up on sanitizing wipes if you're going to stay in a hotel; that way, you can wipe down surfaces like phones, TV remotes, and door knobs.

In public areas, she added, "behave as you would at a grocery store or other 'high-touch area' — use your elbows to touch buttons."

Staff, meanwhile, should avoid shaking linens when stripping beds so that less of the virus disperses into the air, Graham said: "They should fold the contaminated bits into the middle. That kind of behavior does diminish the chance of aerosols."

Ultimately, staff are at greater overall risk than the guests.

"The risk of cleaning a room after someone who was potentially infected and shedding virus just left is likely to be higher than entering a freshly-cleaned room," Howell said.

Reprinted from BusinessInsider.com

15

Local is More Important Than Ever How the South Carolina Department of Agriculture Partners with Restaurants

As it has so many industries, the COVID-19 pandemic has had dramatic and long-lasting effects on farming. Early in the pandemic, the US Department of Homeland Security deemed food and agriculture “essential industries,” and South Carolina farmers continued planting and harvesting through the lockdown and gradual reopening.

But the business landscape was shifting around them. As restaurants closed, many farmers and wholesalers pivoted their business models to start selling directly to consumers – and as restaurants have opened back up, chefs and farmers have had to find a delicate balance amid shifting supply and demand. Meat processing shutdowns in other states slowed the supply chain temporarily and sent consumers searching for local meat sources.

Farmers have struggled, but many have also thrived.

Just like those in the hospitality industry, farmers are resilient.

As the pandemic has unfolded, the South Carolina Department of Agriculture has worked with the SCRLA to promote South Carolina restaurants, and we’ve stayed in close contact with our restaurant and wholesale partners, helping source food products as well as PPE and other resources. And we’ve continued to talk to the public about why eating local is so important, using our Certified South Carolina program and its companion program for restaurants, Fresh on the Menu, to help eaters find South Carolina food.

September What's in season Apples Arugula Basil Beans (Snap/Pole/Variety) Bok Choy Butter Beans Cilantro Collards Cucumbers Figs Herbs Kale Kohlrabi Microgreens Mushrooms

When consumers buy local food, they keep more money in their community and support farmers. That benefits restaurants, too.

Muscadine Grapes

The Certified South Carolina program is a cooperative effort with farmers, processors, wholesalers, retailers and the South Carolina Department of Agriculture (SCDA) to brand and promote South Carolina products. Market research has found an 80 percent recognition rate for the Certified South Carolina brand among in-state consumers. All farm producers, food manufacturers, specialty food producers, packing facilities and others engaged in the production or manufacture of agricultural products in South Carolina are eligible to apply for membership in the program.

Onions

Fresh on the Menu, meanwhile, was created to help increase the per capita income of rural South Carolinians by generating agricultural commerce, and to help restaurants promote their commitment to local food and farmers. Member restaurants are required to commit to sourcing at least 25% of their ingredients from Certified South Carolina products that are in season. If your restaurant already meets that goal, then we’d love to have you as a part of team. If you are looking for ways to increase your local food sourcing, we can help with that too.

To sign up for the Fresh on the Menu program or learn more about Certified South Carolina, please contact Ansley Turnblad at aturnblad@scda.sc.gov or 803-734-2200.

Okra Parsley Peaches Peanuts (Green) Pears Peas Peppers (Variety) Radishes Squash (Variety) Sweet Potatoes Swiss Chard Tomatoes Watermelon Zucchini Visit certifiedsc.com to find in-season Certified South Carolina produce, proteins and food products.

4 Common COVID-19 Misunderstandings That Could Place Your Company At Legal Risk Throughout the COVID-19 pandemic, the Centers for Disease Control and Prevention has issued constantly changing guidance for employers that many view as complex, confusing, and impractical. In its perplexing web of guidelines, the CDC recommends that your company take several actions to protect workers from contracting COVID-19, like self-isolating sick employees, quarantining exposed employees, screening employees for symptoms prior to work, and installing partitions to protect public-facing employees.

Given their complexity, some of these directives are often not fully understood by companies. Further complicating matters, many of the recommendations have never been previously undertaken by employers, leading to misapplication. Worst of all, other guidelines are simply not feasible for some employers, leaving them with the tough decision of not following the CDC directive in order to stay in business.

Unfortunately, ignoring or misunderstanding these confusing guidelines, like the four commonly misinterpreted guidance listed below, could lead to legal risks for your company.

Returning Exposed Employees To Work Too Early After A Negative Test Of the innumerable companies that have sought our assistance during the COVID-19 pandemic, the most common misunderstanding of CDC guidance we see involves returning to work employees who have been directly exposed to COVID-19 too early following a negative test. As noted in our previous article concerning contact tracing in the workplace, employers falling under the CDC’s general business guidance (not critical infrastructure employers) should quarantine employees for 14 days since their last direct exposure to a confirmed or suspected COVID-19 case, defined as being within 6 feet of the infected person, for 15 minutes or more, within the 48 hours prior to the sick individual showing symptoms, until the infected person is released from self-isolation (“6-15-48”).

Critically, the 14-day quarantine period cannot be cut short by a negative test due to the lengthy incubation period of COVID-19. This is an often-misunderstood CDC guideline, which even the agency has recognized: Note that recommendations for discontinuing isolation in persons known to be infected with SARS- CoV-2

could, in some circumstances, appear to conflict with recommendations on when to discontinue quarantine for persons known to have been exposed to SARSCoV-2. CDC recommends 14 days of quarantine after exposure based on the time it takes to develop illness if infected. Thus, it is possible that a person known to be infected could leave isolation earlier than a person who is quarantined because of the possibility they are infected.

Thus, an exposed employee cannot return to work during the 14-day quarantine period following a negative COVID-19 test received on, for example, day three, seven, or 12 of that period. Returning exposed employees too early due to a negative test could lead to preventable COVID-19 infections if co-workers are exposed to individuals who should be quarantined and develop the virus after a negative test.

Miscalculating The Appropriate Quarantine Period For Those Exposed To An Infected Household Member Along those same lines, employers often misunderstand CDC guidance when calculating the length of the quarantine period for a worker who has been exposed to an infected spouse or household member. The key here is that the 14-day quarantine period does not begin until the last day the employee was directly exposed, using the 6-15-48 analysis above, to the spouse or household member prior to the infected person being released from self-isolation. Thus, if the employee is directly exposed to the spouse or household member on days one through 10, the quarantine period does not begin until day 10.

Accordingly, the worker may ultimately miss 24 days of work, instead of 14, if directly exposed to the spouse or household member every day until the spouse is released from self-isolation. The CDC addresses this confusing guidance here, noting that the exposed employee should stay home until 14 days have elapsed after the last exposure.

Not Notifying Employees Of A Confirmed COVID-19 Case In Your Workplace The Fisher Phillips COVID-19 litigation tracker has been following closely the number of lawsuits filed with COVID-19-related claims. The prevalence of claims relating to an employer’s failure to notify employees of a confirmed case of COVID-19 in the workplace is a trou-

bling trend. Throughout the pandemic, transparency by employers has been a critical tool in maintaining positive employee morale. Failure to do so can lead to negative consequences, including not only lawsuits, but Occupational Safety and Health Administration (OSHA) complaints and employees refusing to work, as well.

Although it may not be clear to some employers, the CDC recommends not only informing directly exposed employees (6-15-48) of a confirmed COVID-19 case in the workplace, but also to inform other “employees of their possible exposure to COVID-19 in the workplace but maintain confidentiality as required by the Americans with Disabilities Act (ADA).” The CDC defines “possible exposure” to COVID-19 as those who do not meet the 6-15-48 parameters. Thus, when a confirmed COVID-19 case occurs in your workplace, remember to inform those employees who worked near the infected worker (e.g., the same hallway, area, or corridor), even though they weren’t directly exposed.

Incorrectly Believing That Wearing Face Coverings Trumps The 6-15-48 Analysis When analyzing whether an employee has been exposed to an infected co-worker, employers often misconstrue the impact of wearing face coverings to prevent the spread of the virus. Although the CDC recommends wearing masks to slow the spread of COVID-19, whether employees are wearing masks while directly exposed (6-15-48) to an infected person does not change that analysis. The determination of whether someone should be quarantined for 14 days does not change if the individuals at issue are wearing masks, another point of confusion specifically clarified by the CDC: Note: This is irrespective of whether the person with COVID-19 or the contact was wearing a mask or whether the contact was wearing respiratory personal protective equipment (PPE).

To ensure the safety of your workers, remember to quarantine all employees who meet the 6-15-48 analysis, even if they were wearing a face covering while exposed.

Legal Risks For Not Following CDC Guidelines Although CDC guidance is not a law or regulation, such guidelines can be construed by OSHA and the courts as the legal standard that defines what actions a company should take to protect its workers during this unprecedented time. In fact, the Assistant Secretary for the U.S. Department of Labor has already indicated that OSHA could rely upon the general duty clause, which

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the agency can enforce in the absence of a standard on point, to enforce the CDC’s guidelines for employers on COVID-19.

If your company fails to follow a CDC guideline, it could receive a citation under OSHA’s general duty clause and, if classified as willful (e.g., reckless disregard for, or deliberate indifference towards, employee safety), the maximum penalty for each citation would be $134,937. Keep in mind that state OSHA plans, not regulated by the federal government, can adopt emergency COVID-19 regulations, which have the same impact as any other OSHA regulation, and enforce those against employers who fail to comply with them. Virginia recently became the first state adopt such a regulation, which includes notification requirements that vary from those of the CDC. Although it is an evolving area of the law, claimants’ counsel will argue to courts that the violation of a CDC guideline is evidence of negligence, willfulness, or intent on behalf of the employer. Plaintiffs’ counsel will assert that the CDC guideline has established the level of care or duty owed to an employee or other claimant, and that the duty was breached by the company.

This argument will be made regardless of the jurisdiction, venue, or type of claim, including workers’ compensation claims, claims filed directly by an employee seeking recovery above and beyond workers’ compensation benefits, and those filed by third-parties (e.g. visitors, employee spouses) against companies. To protect your company from such claims, remember to follow these steps to minimize your exposure.

Conclusion This a constantly evolving area, with new guidance being issued nearly every day. Fisher Phillips will continue to monitor the rapidly developing COVID-19 situation and provide updates as appropriate. Make sure you are subscribed to Fisher Phillips’ Alert System to get the most up-to-date information. For further information, contact your Fisher Phillips attorney, or any member of our Post-Pandemic Strategy Group Roster. You can also review the FP BEYOND THE CURVE: Post- Pandemic Back-To-Business FAQs For Employers and our FP Resource Center For Employers.

19

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General Services Administration Announces New Per Diem Rates FY21 In a significant shift, the General Services Administration (GSA) released the FY21 per diem rates for government travel in the Continental United States (CONUS) which reflect pre-COVID-19 rates. The move to hold per diem rates is a big victory for the hospitality industry.

The FY21 CONUS per diem rate is $151— $96 for lodging and $55 for meals. This is the same as FY20 and there are 319 Non-Standard Areas (NSAs) that have per diem rates higher than the standard CONUS rate as compared to 322 NSAs in FY20.

The American Hotel and Lodging Association (AHLA) actively engaged with the GSA, and sounded the alarm about the negative impacts the COVID-19 pandemic has had on hotel occupancy, rates and government travel and the further impact the pandemic would have on FY21 per diem rates. The SCRLA and AHLA worked with a bipartisan group of Congressional leaders to send multiple letters to the GSA and supported the introduction of legislation that would freeze FY21 and FY22 rates at FY20 levels.

GSA has adjusted the FY21 data window for rate setting by one month (i.e. March 2019 through February 2020 in lieu of the standard April 2019 through March

2020) to not negatively depress FY21 rates due to COVID-19.

Government travel is extremely important to the hotel industry, supporting tens of thousands of jobs, and billions in travel spending that benefits communities across the country. Government per diem rates are also often used as a guide by other businesses and organizations in setting their own travel standards. It is critical that GSA established reasonable rates for FY21 that adjust for the devastating impact of the pandemic, especially at a time when our industry is fighting for survival.

Federal per diem rates, used by government travelers to obtain hotel rooms at a standard discount, are established each year based on actual market data compiled and provided by Smith Travel Research.

South Carolina has four destinations that are classified as non-standard areas (NSAs). The designation means the regions—frequently traveled by government employees—will get unique per diem rates rather than being lumped together with the rest of the county. The reimbursement levels are determined by the average daily industry rate.

Sysco is committed to supporting our customers, and we’re working tirelessly to provide you with the information, tools, and products you need to stay current in this rapidly evolving market.

As restrictions and local mandates are lifted and operators are allowed to slowly reopen their dining rooms, Sysco is hard at work developing resources and solutions to help our customers ease back into full-service operations and return to the community

#FoodserviceStrong

Please visit foodie.sysco.com to learn more about how Sysco can help!

AHLA Releases Updated Safe Stay Guidelines The American Hotel and Lodging Association released an updated version of their Safe Stay Guidelines, an industry-wide, enhanced set of health and safety protocols designed to provide a safe and clean environment for all hotel guests and employees. Safe Stay represents the top priority for the industry, the health and safety of guests and employees.

The Safe Stay guidelines include guidance on the following: • • • •

Employee & guest health Employee responsibilities Cleaning products and protocols Physical distancing

The updated Safe Stay Guidelines include the following: • • •

Information on face coverings requirement in all indoor public spaces Updated overview on events and meetings protocols Member resource information on collateral available on the Safe Stay website

In addition, there has been far-reaching engagement from the hospitality industry to train staff on the elements of the Safe Stay Guidelines. For those who have not yet utilized the recently launched COVID-19 Precautions for Hotels, an online course developed in partnership with the American Hotel & Lodging Educational Institute (AHLEI), we encourage you to take advantage of this opportunity to properly train hotel staff on the enhanced safety and cleanliness guidelines.

Utilizing these best practices, including requiring face coverings and practicing social distancing in public spaces, will create an even safer environment for all our guests and employees.

Visit ServSafe.com

Glove supply to feel impact of COVID-19 until mid-2021 With healthcare, government, business, hospitality, and personal use all competing for the global glove supply, shortages remain a problem, and industry suppliers do not expect a change in tide anytime soon.

Increased demand started in March 2020, when COVID-19 became an international health threat and a social media buzz word. Glove producers were quickly operating at capacity, and supply chains were coming to a standstill. Buyer’s supplies dwindled and their warehouses were emptied, as they were informed of backorders and shipping delays from factories.

China shut down manufacturing for 60 days, and with the country producing 95% of the world’s vinyl gloves, smaller global manufacturers scrambled to keep up with demand. When Chinese factories began production again, the demand within that country itself prevented export.

Malaysia, Thailand, and Indonesia, the world’s leading nitrile and latex glove producers, were also hit hard by COVID-19. Factories were forced to cut back to as much as 50% production, as lockdowns and movement restrictions spread across Asian countries.

Glove prices continue to soar as unprecedented demand, decreased production, raw material shortages, and shipping issues plague the industry.

ture-resistant Nitrile gloves remain optimal to protect against cross-contamination. Vinyl gloves are not an effective barrier during food handling and have three times the cross-contamination potential of quality nitrile gloves.

Buyers are having to weigh employee and customer health with glove costs up as much as 130%. Poly gloves are relatively cheap to produce and have remained relatively affordable, but for the hospitality industry, just are not a viable option for workers.

As countries continue to reopen and heightened concerns over hygiene and safety increase, glove use will only continue to rise. Glove manufacturers foresee production problems through the first half or 2021.

Even as glove production returns to pre-COVID-19 levels, suppliers expect intermittent shortages.

As buyers navigate shortages and are on the lookout for a deal, they should beware of scammers who are cashing in on rising demand. Scammers are selling faulty products, accepting orders, and failing to ship the product. Buyers should research new suppliers and be wary of an unbelievable deal.

With a limited supply of Nitrile and Vinyl gloves, buyers are turning to lower-cost Polyethylene gloves.

Poly gloves are only intended for single-use, should not be used for prolonged periods, and are not safe for cleaning or food preparation.

Tips to avoid a scam include checking the company’s address to ensure it is an existing business location, and not a personal residence or empty lot. Also, check company reviews online. Overseas companies offering immediate shipment on goods should be a red flag. Factory lead times for shipments are currently at 180 days or longer.

A general misconception of gloves is that they are to protect the wearer. This is not true. Gloves are worn to prevent cross-contamination. If not worn appropriately, gloves become part of the problem. Thicker, punc

The best industry advice? Trust your tried-and-true suppliers and plan. Food and equipment suppliers have preestablished relationships with reputable glove importers.

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SCRLA.org

John Durst Appointed to State Workforce Development Board SCRLA's President and CEO, John Durst, was recently appointed by Governor McMaster to the State Workforce Development Board (SWDB).

Equipment • Supplies • Design Custom Fabrication

The mission of the SWDB is to create a competitive workforce advantage for South Carolina by ensuring that a quality and effective workforce system exists to improve the prosperity of businesses and the lives of South Carolinians.

SWDB’s aim is to drive workforce development by providing direction to the S.C. Department of Employment and Workforce (DEW) and the workforce system on workforce development issues, particularly those pertaining to the Workforce Innovation and Opportunity Act.

Our new address is:

105 Shaw St, Greenville, SC 29609

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There are four committees that comprise SWDB. Each committee has a specific goal in order to execute all of the necessary SWDB functions: • Board Governance Committee • SC Works Management Committee • Collaboration and Partnership Committee • Priority Populations Committee In addition to providing direction about workforce development, SWDB identifies, invests in and supports proven and successful strategies through a skilled workforce for current and emerging jobs through workforce grant opportunities.

“We are proud of John on his appointment to the State Workforce Development Board and are confident he will represent us well," said Bobby Williams, SCRLA Board Chair and President and CEO of Lizards Thicket. "This seat gives the SCRLA a very important seat at the table for the first time and allows the hospitality industry to have a voice when it comes to workforce development initiatives.”

Durst has also been re-elected to serve on the board of the Columbia Chamber of Commerce and is a member of its Public Policy Commitee.

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STR: U.S. Hotel Performance Continues Upward Creep in the First Week of August U.S. hotel performance data for the week of August 2-8, 2020, showed slightly higher occupancy and room rates from the previous week, according to STR. Compared to the week of August 4-10, 2019, occupancy declined 32.6 percent to 49.9 percent, average daily rate (ADR) dropped 24.9 percent to $100.88, and revenue per available room (RevPAR) fell 49.4 percent to $50.37.

U.S. occupancy has risen week over week for 16 of the last 17 weeks, although growth in demand (i.e., room nights sold) has slowed.

Aggregate data for the Top 25 Markets during the week of August 2-8, 2020, showed lower occupancy (41.7 percent) and ADR ($98.90) than all other markets.

Norfolk/Virginia Beach, Virginia, was the only one of those major markets to reach a 60 percent occupancy level (66.9 percent). Three additional markets reached or surpassed 50 percent occupancy: Philadelphia, Pennsylvania-New Jersey (58.5 percent); Detroit, Michigan (52.5 percent); and San Diego, California (51.1 percent).

Markets with the lowest occupancy levels for the week included Oahu Island, Hawaii (20.2 percent), and Orlando, Florida (29.6 percent).

Feel better. Be well.

Take care of your team.

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.

IInsurance 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. ©2020 United HealthCare Services, Inc.

Bobby Higdon robert.higdon@heartland.us 812-989-6044 heartland.us/restaurant Š 2019 Heartland Payment Systems, LLC

Reputation Equals Revenue A few keystrokes on social media can have a powerful effect on your business.

Did you know...

•

Over 80 percent of potential guests read local business reviews before deciding where to eat.

Nearly 70 percent trust online reviews as much as they trust personal recommendations.

•

A positive review makes 68 percent of consumers more likely to visit a business. Meanwhile, 87 percent of people won’t consider a restaurant with low ratings.

•

A 1-star increase in online reputation yields up to a 9 percent increase in revenue.

This makes regular monitoring of your online reputation mandatory. These five tricks will ensure your social presence isn’t driving your customers to competitors.

Run a search It’s been said that your brand isn’t what you say it is, it’s what Google says it is. Online search results are today’s digital storefront, and you need to make sure you’re creating a good first impression. Run a Google search on your name and your restaurant’s name. What types of comments, news, and images pop up? If you don’t want customers to see things that should have stayed in Vegas, don’t post them on your social media pages.

Help customers find you Make sure your name, phone number, menus, URLs, and operating hours are consistent across all of your online touchpoints (website, social media, local listing sites, etc.). This ensures that when someone searches for your business online, they can find you—as well as accurate information about what you offer.

Respond to reviews A 1-star difference on Yelp between you and a competitor represents about $90,000 in lost sales each year for restaurants earning $1 million annually. So it’s important to

nurture good reviews.

Over 50 percent of customers leaving reviews expect a business response within a week. Thus, whenever someone sings your praises, go out of your way to thank them. Positive reviews are a more important purchase consideration for consumers than discounting or business location.

If a customer leaves a negative review, don’t ignore it.

When you respond respectfully to a negative review, people are more likely to visit your business. Meanwhile, online complaints that go unanswered make consumers distrust your business. Instead take a non-defensive attitude and apologize publicly to the customer. Offer to find a solution, and invite the individual to contact you to resolve the problem together. When a business tries to make things right, 89 percent of consumers are willing to change a review.

Make your website current, mobile friendly More than half of consumers view websites with their smartphones. Is your website mobile-optimized? No one wants to squint to read a menu or scroll 10 times to find your phone number. Also, when was the last time you updated your site? Does it showcase your current specials and menus? When consumers see old, stale content, they are less inclined to visit.

Auto post and monitor content If you aren’t already using a social media management platform, you may want to start. It’s a time saver by consolidating all of your social media site content in one place for you to review. It can show you which posts are popular, shared, liked, and commented on. It also empowers you to post to multiple social channels at once.

Everyday consumers are window shopping your digital storefront. How you manage your social reputation either invites them in the door or sends them someplace else.

Use these simple steps to build a positive online presence.

Join us in welcoming our new members!

Bantam Chef of Union LLC Union, SC

Maxi Clean Environmental Simpsonville, SC

East North Beverages Greenville, SC

Med Supply Corporation Rochester Hills, MI

Farm Boys BBQ Chapin, SC

Organically You LLC North Augusta, SC

Korea Garden Columbia, SC

Quincy's Family Steakhouse Florence, SC

Local Eat Drink Celebrate Pawleys Island, SC

Stanley Steemer - HHI Ridgeland, SC

We all want safe food.

Clemson University food safety and nutrition agents and specialists conduct training in safe food-handling for individuals, restaurants and commercial food processors to prevent outbreaks of foodborne illnesses.

Other programs focus on using and preserving fresh fruits and vegetables, and on dietary considerations and budget management for limited resource families.

Food Safety Training:

• ServSafe® Manager Certification • ServSafe® Employee Safe Food Handler Training • Food Safety Modernization Act (FSMA), Preventive Controls for Human Food Certification • Food2Market, Food Safety for Food Entrepreneurs • Better Process Control School • Carolina Canning™ and Youth Food Preservation • Food4Gatherings, Food Safety for Large Groups

Nutrition Training:

• Expanded Food and Nutrition Education Program • Healthy Lifestyles • Healthy Lifestyles for Senior Centers

www.clemson.edu/extension/food For more information contact us at cesfsn@clemson.edu

ARE YOU committed?

Join more than 2,800 restaurants and foodservice operations who have already made the commitment to making safety and health a priority.

All establishments that have a DHEC retail foodservice permit are eligible.

Visit PalmettoPriority.com to learn how you can earn your Palmetto Priority seal.

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PO Box 7577, Columbia, SC 29202

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