Insider | Winter 2022

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Today, I looked back on my first Insider welcome message, scripted shortly after assuming my new role last September. It is an understatement to say that 2022 brought us a mixed bag of opportunities and challenges, some of which we will continue to address in 2023.

High spots this year included the return of Hospitality Day at the State House, with nearly 1,000 industry leaders and legislators mingling and enjoying a taste of South Carolina. We also added three new member services and benefits:

• Hotel Employee Rate offering discounted travel for you and your employees at participating hotels around the world;

• Empower Solutions offering focused professional guidance to ensure you receive tax credits like the Employee Retention Tax Credit; and

• EMPLOYERS offering a 5% premium credit on workers compensation insurance

In addition, we completed the first phase of our Wage and Benefits Study. It’s not too late to add your data or review data on positions across the industry but with “local filters”.

We also took bold steps to elevate our focus on advocacy by hiring a Vice President of Government Affairs to lead our efforts in-house. Communications on key issues were enhanced by a weekly Legislative Insight e-blast and the addition of real time alerts via texts to more than 4,800 advocates, along with emails, tweets and phone calls to elected officials. If you have not signed on to be a part of this important communication network, please go to SCRLA.org/ga to sign up today! We established our PAC and look to use those funds to reach even more legislators. If you haven't alraedy, please consider the investment of a contribution and reach out to Hank Davis if you have questions.

We’ve heard you! One of the most significant ongoing challenges for both the restaurant and lodging industries is workforce. The South Carolina Department of Employment and Workforce recently reported that 13,244 restaurants and accommodations workers had moved to other industries... and that by 2030, we would need 50,000 more. For perspective, the industry increase between 2017 and 2022 was only 9,000 workers. We are working with local, state and federal partners to identify new pools of potential employees, while also engaging with high school and college students to show the appeal of our industry as a career, not just a summer job.

While much groundwork was laid in 2021, we will continue to attack several issues representing significant threats to our industry. Increases in the cost, and decreases in the availability, of liability insurance have actually forced some small businesses to close. Still, others are struggling to absorb the increased expenses on top of increased costs of business that have been reported as high as 35% since the pandemic. In South Carolina, the insurance issue is exacerbated by a high-mandated minimum coverage and the state's system of Joint and Several Liability.

Other legislative priorities being carried over relate to protecting local oversight of short-term rentals, early school start dates, cocktails to go and delivery, alcohol licenses for caterers with on premise licenses, and funding for additional hospitality curriculum and training facilities. We will have more updates as we move into the general session in January.

My “broken record statement” is this, “This is your association, and your voice matters more than anyone on staff." We ask that you help us make 2023 the most impactful year ever for the SCRLA by communicating, participating, and contributing... together we are stronger.

WELCOME

Susan H. Cohen President & CEO

MEET YOUR SCRLA TEAM & EXECUTIVE COMMITTEE

The South Carolina Restaurant and Lodging Association provides superior value and effective communication by being the voice of the foodservice and lodging industry in government and public relations, educational programs, offering operational benefits, and creating opportunities for member involvement.

Susan Cohen

President & CEO

Douglas OFlaherty Chief Operating Officer

Hank Davis VP of Governmental Affairs & Community Development

Lenza Jolley

Director of Marketing & Communications

AnnMarie McManus

Meetings & Events Manager

Christal VanWickler

Bookkeeper/Education Coordinator

Michael Frits

Chairman

DoubleTree by Hilton Myrtle Beach Resort

Carl Sobocinski

Vice Chairman Table 301

Sam Agee Treasurer Gateway Hospitality

Bobby Williams

Immediate Past Chairman Lizard's Thicket

Members

Bill Ellen, Experience Columbia SC

John Keener, Charleston Crab House

Sean McLaughlin, Forest Lake Club

Tony Tam, IMIC Hotels

Heidi Vukov, Croissants Bakery & Bistro

John Munro

AHLA Board Liason Sea Pines Resort

Carl Sobocinski

NRA Board Liason Table 301

PO Box7577 Columbia, SC 29202 803.765.9000

Scott and Sarah Gayle McConnell, Chris Winn Tradesman Brewing Co.

Charleston Area SBDC Client

CREDITS FROM COAST TO COAST

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Copyright © 2022 EMPLOYERS. All rights reserved. Employers Holdings, Inc. is a holding company with subsidiaries that are specialty providers of workers’ compensation insurance and services focused on select, small businesses engaged in low-to-medium hazard industries. The Company operates throughout the United States, with the exception of four states that are served exclusively by their state funds. Insurance is offered through Employers Insurance Company of Nevada, Employers Compensation Insurance Company, Employers Preferred Insurance Company, Employers Assurance Company and Cerity Insurance Company, all rated A- (Excellent) by the A.M. Best Company. Not all companies do business in all jurisdictions. See employers.com and cerity.com for coverage availability.

Do I Really Need to File a Workers' Compensation Claim?

On-the-job injuries and illnesses happen every day in a variety of workplaces across the United States. Data from the U.S. Bureau of Labor Statistics shows nearly 3 million American workers get hurt on the job every year. But how many injuries or illnesses at work rise to the level of needing to involve an insurance company?

Small business owners, or policyholders, who wonder “should I file a workers’ comp claim?” can rely on a simple rule of thumb: any worker injury that requires medical help beyond self-treating first-aid is an injury that should be filed.

Stated another way, if a worker seeks treatment where they incur a bill, that should be filed. This would include lacerations requiring stitches; broken bones; deep bruises; muscle, tendon and ligament damages or tears; concussions, or any injury where an employee is rendered unconscious; or injuries where bleeding cannot be stopped, such as an impalement, stab wound or gunshot wound.

Some employers also require their workers to report “nearmisses” be filed so they can keep track of safety code violations. These are accidents where workers escaped serious injury, but a correction must take place to prevent another similar accident from reoccurring.

Every state has different reporting deadlines for workrelated injuries. Some are as liberal as two years, other as strict as five days. Regardless, filing workers’ comp claims promptly is always the best course of action.

Delayed reporting can also hurt a business owner, as it can affect their Experience Modification Rate to a certain degree. An Experience Modification Rate (also known as a Modifier, Mod or Ex-Mod) is an adjustment of an employer’s premium for workers’ comp coverage based on the losses the insurer has experienced from that employer.

Carriers sometimes incentivize owners to report claims early by offering a discount within their program. So, policyholders could potentially lose their discount if they report a claim late. Additionally, in some states, it’s a misdemeanor for employers to fail to report worker injuries in a timely manner.

Every employer is required to post on-site for workers the name of their workers’ comp insurance carrier and where to go to seek medical treatment covered under the policy. The business owner must also provide the employee with the correct forms to file to the workers’ compensation provider, forms to report to the state workers’ compensation board (if state law requires it) and information about their rights, benefits and returning to work. The business owner will then file the claim with the insurance provider.

When filing claims, owners can expect to be asked to provide some standard information to their workers’ comp providers:

• The company’s name and address

• The injured worker’s name, address, Social Security number and birth date

• State in which the injured worker was hired

• Injured worker’s occupation (job title) at the time of injury

• Date of injury

• Address/location of accident (Was the accident on the employer’s premises?)

• How did the accident occur?

• How many people were injured in the accident?

• Part(s) of the body injured

• Did the injured worker return to their next scheduled shift after the accident?

• Is the validity of the claim doubted? If so, tell us why.

• Are the injured worker’s wages being paid during disability?

• Does the employee hold a full time (40 hours per week) position?

• Injured worker’s wage on the date of injury (salary or hourly pay amount)

Shortly after reporting a claim, a claims professional with the insurance provider will call the owner to discuss the next steps.

EMPLOYERS® is committed to helping small businesses operate safer, more efficient workplaces. If you have workers’ compensation claim, start by reporting with us and downloading your state claim kit. Contact EMPLOYERS® today to learn more about our cost-effective workers’ compensation insurance.

The information provided is intended to provide a general overview. This information is not legal advice and should not be relied on as such. EMPLOYERS® makes no warranties for the accuracy, adequacy, or completeness of the information provided, and will not be responsible for any actions taken based on the information contained herein. If you have legal questions or need legal advice, please consult an attorney.

SCRLA Hosts Community Conversation Events Around the State

This fall, the SCRLA staff hit the road, traveling across the state to meet with local chapters and discuss both the challenges and opportunities facing our industry. While the hospitality industry continues to recover from the ongoing effects of the pandemic, our elected officials need to know that while dining out and hotel occupancy may be on the rise, we as an industry still have a long way to go in terms of getting back to pre-pandemic staffing levels and net profitability. That is why the SCRLA put together "Community Conversations"— a HospitalityFocused Discussion.” These locally focused, communitybased conversations brought together community leaders, small business owners, restaurateurs, hoteliers, and elected officials to have a candid dialogue about what the hospitality industry is experiencing and how our elected officials can play an integral role in our industry’s continued recovery.

Community Conversations were held in Greenville, Spartanburg, Myrtle Beach, Columbia, and Charleston, bringing together more than 150 individuals and over 30 elected officials at both the municipal and state levels. At the beginning of each conversation, a brief survey was conducted where those in attendance were asked several questions in order to gain a better understanding of current business conditions. The survey questions primarily focused on current staffing levels, workforce development, cost of doing business, net-profitability, public school start dates, joint and several liability, tort reform, curbside delivery and alcohol to-go, hospitality and accommodations taxes, and short-term rental regulation. At the conclusion of the survey, we also asked those in attendance to rank what they believe should be the top three issues that we as an association should focus on moving into the next legislative session. Overwhelmingly, workforce development, alcohol and dram shop law reform, and short-term rental regulation were the top ranking issues to be addressed at the statelevel.

The conversations were engaging and robust, giving our elected officials critical insight into how our industry is faring and how they can shape future policy that is friendly to our sector. The elected officials in attendance were able to hear first-hand, real-life examples of what our members are experiencing daily. They heard how difficult it has been to find quality staff; how restaurants are taking tables out of service because they don’t have the staff on hand to provide their guests with the highquality dining experience they have come to expect; how hotels are having to take rooms out of service because

they can’t turn rooms over fast enough due to low staffing levels. They heard that supply chain disruptions are still a very real issue our industry is dealing with, including hotels not being able to obtain the needed soaps and shampoos they typically provide to guests; and restaurants not being able to consistently find the foods they were offering on their menus just three years ago or the to-go packaging supplies they need in order to fulfill carryout orders. They heard about how the rise in commodities are negatively impacting our industries’ bottom line. The list goes on and on...

After one of the Community Conversation events, a legislator in attendance mentioned that he had no idea about some of the challenges the hospitality industry in South Carolina was facing because every time he went out to eat at a restaurant with his spouse, the restaurants they went to were “packed.” If he had not been at our event and had not heard first-hand from our members about what is really happening in our industry, he would not have known about these issues. His comment proves once again that our elected officials need to hear from us and how we as an industry must be vigilant in continuing to tell our side of the story. If we are not engaging with our elected officials on an ongoing basis, they will be unaware that there are still strides to be made and work still to be done to help support our industry.

These Community Conversations would not have been possible without the generous financial support of the National Restaurant Association’s Kitchen Cabinet initiative. The Kitchen Cabinet is a grassroots network of industry leaders across the country that work to amplify the role of restaurants in local communities. The goal is to develop meaningful relationships with elected officials and community-based organizations.

In partnership with the SCRLA, members work together to become advocates for the hospitality industry to their local lawmakers and the public. The Kitchen Cabinet also provides a way for members to grow their network both in the industry and in their local community. Now more than ever, it’s vital that our state and local elected officials understand the situation restaurants, hotels, and their employees find themselves in and Kitchen Cabinet plays a critical role by giving our industry a voice in the cities they work and live in.

Many thanks to all those involved in the Kitchen Cabinet initiative and to all who attended one of our Community Conversations!

Midterm Election Recap

Republicans celebrated victories in three of four major races in South Carolina on election night this year. The midterm elections put every seat in the U.S. House of Representatives on the ballot following redistricting after the 2020 census. U.S. First District Congresswoman Nancy Mace won re-election to her second term and fellow Republican Tim Scott was reelected to hold his U.S. Senate seat in what he has said will be his final term in that seat.

Republican Gov. Henry McMaster won re-election for his second full term over Democrat Joe Cunningham. McMaster’s victory is set to make him the longest-serving governor in state history by the time his term ends at over 10 years in office. Democrat Jim Clyburn, the House Majority Whip, won re-election as well — his 16th term in the U.S. House. U.S. Second District Congressman Joe Wilson, U.S. Third District Congressman Jeff Duncan, U.S. fourth District Congressman William Timmons, and U.S. Fifth District Congressman Ralph Norman easily won their elections and SC House member Russell Fry rounded out the evening winning his race for U.S. District 7. This will be his first term in national office. Longtime Secretary of State Mark Hammond easily won re-election, along with State Treasurer Curtis Loftis, Attorney General Alan Wilson, Commissioner of Agriculture Hugh Weathers, and Comptroller General Richard Eckstrom. The tightest race for much of the evening was the race for the South Carolina Superintendent of Education. Democrat Lisa Ellis and Republican Ellen Weaver were competing to succeed Republican Molly Spearman, who was not seeking re-election. Weaver defeated Ellis, a veteran teacher and founder of grassroots teachers group SC for Ed, by nearly 13 points.

All 124 seats of the South Carolina House of Representatives were up for election and Republicans picked up seven additional seats. The S.C. Senate was not up for re-election this year. When Republicans return to Columbia in January to begin next year's legislative session, they will return with an 88-36 majority. House leadership, including Speaker of the House Murrell Smith (R-Sumter), Speaker Pro Tempore Tommy Pope (R-York), Majority Leader Davey Hiott (R-Pickens), and Minority Leader Todd Rutherford (D-Richland) all faced no opposition in their general election races and were re-elected. All told, there will be 27 new representatives when the S.C. House returns.

A large portion of the historic wins for the GOP is attributed to the straight ticket vote. Republicans beat Democrats on the straight ticket vote by a record-breaking 27 points. Roughly one million people voted straight ticket, with 62% being Republican. Almost 60% of all Republican votes were cast straight ticket. In 2016, Republicans beat Democrats on straight-ticket voting for the first time in state history by 2.5 points. In 2018, Republicans beat Democrats on straight-ticket by eight points. In 2020, Republicans beat Democrats on straight-ticket by 17 points.

Many election night “experts” thought the 2022 midterm elections would result in a “red

UPDATES

wave” of Republican success in numerous races but according to South Carolina Republican Sen. Lindsey Graham, that “definitely” didn't happen. On NBC News, Graham was asked how he's “reading these tea leaves” as polling results started to come in. “Definitely not a Republican wave, that's for darn sure,” Graham said. “I think we're [going to] be at 51, 52 when it's all said and done in the Senate.” Many Republicans (and national polls) suggested that election night was going to be a major victory for the GOP, with 40-year high inflation, along with high gas and commodity prices eating up so many of American’s monthly budgets, but that was not the case. Democrats were able to flip Pennsylvania with a win by Lt. Governor John Fetterman over TV personality Dr. Oz. Arizona. Nevada and Georgia were also too close

to call at the end of the night. Republicans may still win the House, but if the 2022 election was going to be a “red wave” as many predicted, it was likely to come through suburban victories that did not materialize.

With the midterm elections now firmly in the rearview, it is time to pivot to 2023 and craft the SCRLA’s legislative agenda for the upcoming 125th session at the State House. Bill prefile dates for the upcoming legislative session are slated for Wednesday, November 30th, and Wednesday November 7th. Be on the lookout in our weekly Legislative Insight emails and check out our Governmental Affairs page on our website to stay up-todate on the latest developments for both bills relevant to our industry and our formal legislative agenda.

Reduce Turnover. Improve Retention.

Reducing and managing your turnover doesn’t have to be an epic battle in your restaurant or hotel. When you’re handling employees from full-time to hourly to seasonal, plus different job duties and training require ments, it’s easy to see how change within the restau rant industry is common.

Although it’s a never-ending issue, there are several ways managers and owners can reduce their turnover while increasing employee retention and satisfaction. Here are a few ideas that could alter your turnover per centages from astronomical to minimal.

WHEN TURNOVER TAKES OVER

If you can’t retain staff, then the only person working consistently at your business is you. Each time an em ployee leaves, you’re losing money.

It’s a trickle down because if you’re constantly turn ing over that means owner/managers are constantly spending time interviewing, hiring, and training new people. The larger economic impact is the fact that your operation is in constant training mode, having people who are learning and don’t know things very

well. In this case, the execution of running the busi nesses at peak performance is not going to happen. And if that not enough, your guests aren’t having good experiences and eventually your sales decline.

Sara Bray, director of workforce development at the National Restaurant Association, says the frustration from longer-tenured employees from constantly pick ing up a new hire’s slack can make it difficult for them to continue to perform well and deliver on the restau rant’s core values.

“If you don’t have time to get a seasoned team, and develop them to understand what you’re trying to drive with your mission and your culture, and get that guest frequency, then you’re constantly spinning your wheels, training and recruiting and hiring, and that costs a lot of money,” explains Bray, “In order to have a successful restaurant, you have to have a great cul ture that is not only people centric with your employ ees, but also your guests…If you’re constantly turning staff over, they don’t get that experience to shine and excel in their job.”

REDUCE YOUR RESTAURANT’S TURNOVER

Managing and reducing your turnover isn’t as compli cated as it seems. At Woodstock’s Pizza, owner Lau ra Ambrose uses a multifaceted approach, which in cludes enhanced, customized onboarding that helps team members “not only understand who we are and our culture, but to buy in to the company as whole; therefore, feel more investment in the company quick ly.”

Once new employees have completed their initial training and are proficient, Ambrose gives them an ex tra dollar raise. Her intent is to train quickly to create valuable employees, then reward that investment with regular raises because “it’s a better proposition finan cially to pay our valuable team members more as they go along than to continually see turnover and therefore start all over again.”

When considering culture and work environment, how is your restaurant doing in terms of respect and com munications? Are employees treated fairly, and is there

transparency about what’s going on in the business? Honesty, transparency, fairness, equity, and equal op portunity are crucial for you to deliver to staff mem bers, say experts, as are opportunities to grow and learn. Creating career paths showing staff ways to stay in your restaurant or the restaurant business in gen eral can not only help reduce turnover, but increase retention and prove to your employees that you love investing in their success.

One strategy to consider ways to reduce turnover are to hire within a 10-mile radius of your restaurant/hotel and give employees at least two weeks of notice of their schedule. The closer the employees are to your business, the less likely they are to leave. A student conducted by Homebase, a human resource compa ny, shows that businesses that published schedules with one to three days of notice, had turnover of 42 per cent while businesses that posted schedules at least eight days in advance had turnover of 26 percent.

The study shows that turnover drops because when employees feel their schedule is respected, they re turn that respect. The current employee/employer rela tionship is leaning in favor of the employee. Adjusting the mindset will provide dividends to your business.

Owners may know the issues that come with excessive employee turnover in restaurants, but how can they manage and reduce it?

GIVE YOUR RETENTION RATE A BOOST

Restaurant owners may think high pay and frequent raises would improve retention rates, but it’s not all about the money when you’re working to keep em ployees around. What matters most is establishing a people-centric culture, as it not only shows staff they fit in, but empowers them to perform at their best. These types of cultures also make it clear what the employee’s direct role is and encourage managers to engage staff throughout each shift. A positive workplace where all employees feel in cluded and respected translates into an amazing ex perience for your patrons. It has been said by many that a good, happy, healthy workplaces mean happy employees that take care of their guests resulting in happy customers.

Another step is creating career trajectories. Not only do they reduce turnover, but they increase retention because employees see how they can forge longev ity as well as move up and gain knowledge. Career paths keep employees engaged and create a profes sional team that lasts. , Be sure to make clear what positions align with which specific careers. Consider using a Registered Apprenticeship program, such as cook, kitchen manager, lodging or restaurant manag er to have a more formalized training program.

Research shows that across all industries, 87 percent of our Millennials, who make up a large part of our Hospitality workforce, feel that training development is crucial to the job and 93 percent of employees will stay with you longer if you invest in their career. En gaged employees are seeking continued learning so that they can grow with you.

SHOW EMPLOYEES YOU’RE INVESTED IN THEIR SUCCESS

Do you and your managers know what your employ ees’ goals are and where they want to be headed in life? You should, because letting employees know you care about where they want to go next, may keep that employee around longer.

Recognizing employee wins is another way to show you care about them succeeding and this can be a great way to make it known to the entire team that you’re all winning and therefore, you can boost mo rale.

Managers and owners who want to reduce turnover and increase retention must think about the success of their employees. By investing in different areas that prove to employees you’re in their corner, turnover will plummet, employment tenure will grow, and employ ees will continue to give their best to your restaurant.

4 Ways Recognition Improves Employee Retention

1. Recognition strengthens connection to your company culture – while reducing burnout. When employees have a strong connection to company culture, it drives a sense of purpose and collaboration, reduces burnout, and is strongly associated with decreased employee turnover. In short, when workers are recognized and thanked, they feel more connected and are more likely to stay with your organization – and that means fewer employees leave.

2. Recognition supports and advances your DE&I initiatives. Making DE&I central to your organization’s DNA has a profound and very real power to attract and retain the kind of top talent your organization needs to thrive. Knowing that an organization is genuinely committed to DE&I as one of its company’s values is a key consideration for many of your most valued employees. What’s the best way to give more than just lip service to your DE&I initiatives? Operationalize them through a unified, cohesive employee recognition program. Such programs are open to all and thereby engage everyone in a social experience – creating a more inclusive culture where people want to stay.

3. Recognition builds your work community by celebrating life events. Bringing people together from across your organization deepens social connections, gives them a sense of belonging, and builds a culture that people want to be a part of – and stay a part of celebrations and life events. That’s why an employee recognition program that embraces community celebrations and life events is an important tool in retaining valuable employees.

4. Public recognition creates a psychologically safe, connected work environment. Witnessing colleagues being thanked publicly makes employees feel more grateful. And that translates into other benefits such as greater appreciation for their achievements and a stronger connection to colleagues and culture. When you recognize employees publicly, it also creates a psychologically safe working environment in which humans feel empowered to share opinions and ideas. And that’s the kind of work culture which can help improve employee turnover rates. Employees who witness moments of appreciation feel more respected at work, are more inclined to grade their manager favorably, and report less burnout and stress.

2023 South Carolina ProStart Invitational to be Held in Myrtle Beach

The 19th Annual South Carolina ProStart Invitational will be held in Myrtle Beach, March 5-7, 2023. ProS tart students from across South Carolina are already preparing and practicing their skills for competition by crafting their menus and concepts. Each team logs many hours of practice, and we need your help evaluating their skills.

We are seeking qualified individuals to judge high school culinary and management teams in catego ries such as restaurant concept, menu and recipe presentation, knife skills, teamwork, safety and san itation, costing, marketing, operations, and critical thinking.

If you are looking to be inspired, this is the right vol unteer opportunity for you. Many judges and vol unteers return every year because it is so exciting to be part of the day’s energy and to witness the results of our students’ four months of hard work. It truly is amazing!

It doesn’t matter where you work in our industry, we have a spot for you. There are two components to the competition, Culinary Arts and Restaurant Man

agement. Culinary Teams will create a three-course meal in one hour using only two butane burners, two eight-foot tables, no electricity or running water think of “Iron Chef “; and the Restaurant Management Teams develop a restaurant concept to pitch to a panel of industry judges using critical thinking and verbal presentation skills by defending their written proposal think of “shark tank”.

Each judge is critical to the success of the event by selecting the top teams to take home medals, tro phies, scholarships, and, of course, bragging rights. The first place teams in each category will go on to represent South Carolina at the National ProStart Invitational in Washington, D.C. in May 2023 where they will battle it out with teams from across the coun try for the top culinary and restaurant management honors, as well as almost $200,000 in scholarships to support their future aspirations in the restaurant and hospitality industry.

We hope you will join us in Myrtle Beach in March. Please scan the QR code below to complete the volunteer sign up form and to learn more about the competition.

Trends We are Likely to See in 2023

It goes without saying that the last two years have been challenging at best for our industry. It’s expected that the foodservice and lodging operations will continue to face significant challenges— largely due to the eco nomic headwinds, including inflation and the threat of a recession. Post-pandemic operational issues such as workforce shortage to supply chain issues remain hurdles for operators to navigate, but the hospitality industry is resilient and will continue to move forward and adapt to the new normal.

YEAR OF THE MUSHROOM

Looking forward and adjusting to consumer trends, the industry will continue to see vegetables steadily gain more prominence and attention on the plate. Specif ically, forecasters are saying that 2023 is the year of the mushroom.

RISE OF THE MOCKTAIL & RTDS

At the bar, we will begin to see the rise of non-alcohol ic cocktails and spirits (also known as mocktails), the explosion of wine in cans, followed by canned, readyto-drink (RTD) cocktails.

INCREASE IN NEW TECHNOLOGIES

Consumers are demanding more connectivity, forging increased integration of new technologies in both the foodservice and lodging operations. We will see this by way of self-check-in, mobile ordering, and robotic staffing to name a few to enhance service and limit physical contact between staff and guests.

Consumers will be looking for value due to the current economic state that includes the cost of living, which will no doubt impact our industry. Operators will need to adapt and react to remain relevant and show value. As a side note, value does not mean that consumers are not willing to pay; it means that they are seeking social benefits in exchange for the price they pay. In a recent report from Resy, they predict restaurants will find creative ways to keep costs down, such as using more ‘humble’ and ‘overlooked’ ingredients – from al ternative cuts of meat to the parts of vegetables we tend to throw away, like carrot tops, to keep costs down.

DIVERSIFYING THE DINING SCENE

International flair will continue to rise as the world be comes increasingly interconnected, and South Caro lina's dining scene becomes more diverse. New res idents are moving here daily from other states and different countries, resulting in them sharing their cui sines. A greater desire to have the dining experience

being one of culture and experience is a growing trend.

From a tourism perspective, global tourism arrivals in the United States are expected to increase by 30% in 2023 following 60% growth in 2022, but will remain below pre-pandemic levels according to a report re leased by the Economist Intelligence Unit (EIU).

INCREASE IN FOOD HALLS

Communal dining is the place to be in 2023. The num ber of food halls has soared in recent years, with new spaces popping up in cities across the state. But it's not just food halls, communal tables in restaurants are one of the biggest emerging trends making a come back. Today’s diners seemingly want a side of social interaction served with their meals, providing restau rants with an opportunity to better utilize their space(s).

PRIORITIZING WORK-LIFE BALANCE

People first... because we are in the people business. Staffing shortages are one of the biggest issues in hospitality right now, triggered by the pandemic. This means hospitality businesses are having to up their game when it comes to employee happiness, being more accommodating with things like long hours, and encouraging progression to give staff a better work-life balance. According to reports by Society for Human Resource Management (SHRM), healthcare emerged as the most important type of benefit offered by em ployers, followed by retirement and leave/PTO/vaca tion. Furthermore, career development has grown sig nificantly as a priority for the majority of employers and job seekers.

SOLO DINING & DATING

Table for one, please! Would you go out for dinner alone? If not, perhaps 2023 will be your year. In the age of selfcare, solo dining is growing, with the hashtags #SoloDate and #DiningAlone amassing over 150 mil lion views on TikTok. According to Resy’s report, one in three of people have dined alone. Restaurants are making it easier for them to do so with counter seating and communal dining becoming more common.

PLANT-BASED MEALS

Plant-based meals are here to stay as the consum er demand for plant-based cooking remains high. Restaurants no longer feel the need to pigeonhole themselves into the vegetarian category. We are see ing more restaurants open up entirely meat-free, being viewed simply as a great restaurant in their own right and attracting diners of all culinary inclination. Main stream restaurants will continue to increase the num

ber of plant-based options on their menus. Hotels can also adapt to the demands by offering plant-based meats on their breakfast menus and in their market place offerings.

EMBRACING TECHNOLOGY

Customers are connected more than ever as the indus try is starting to embrace technology with open arms. While the hospitality industry has been a little slower than others to embrace technology, things are chang ing... spurred on by the pandemic. Emerging technol ogies like chatbots, cybersecurity, mobile check-in, and automated service by robots are expected to be emerging technology trends. Calling to place an order or make a reservation will soon be obsolete, as book ing your table or placing an order online is common practice. Digital platforms like OpenTable, SpotOn, and Heartland are creating new opportunities to em

brace technology to keep the consumer connected. Just two short years ago, the thought of looking at your mobile device for a menu or checking yourself into a hotel using your phone as a key was out of the ques tion. Today QR codes and self-check-in are changing the game and they are here to stay, allowing access to online menus, as well as an easy way to pay, and offering dynamic pricing and room selection.

You may not wish to embrace all these emerging trends, however staying informed on trends is import ant to help your business build credibility and value. Do your best to keep up with trends, and you will con stantly be learning new tools to increase your compa ny’s flexibility and profits, streamline operations, help you cope with changes in the marketplace, and keep your company relevant in the eyes of consumers.

The National Restaurant Association recently released the What’s Hot 2023 Culinary Forecast report, identifying what more than 500 professional chefs from the American Culinary Foundation and Association programs predict will be hot in the coming year. Chefs weighed in on 110 items in 11 menu categories curated by the Association and Technomic’s Menu Research & Insights Division.

The report is free to download and SCRLA members are invited to download the What’s Hot 2023 Culinary Forecast to discover this year's hottest food and beverage trends.

Building Relationships: Creative Ways to Impact Customer Retention

Hospitality was one of the industries hardest hit by pandemic shutdowns, travel restrictions, and can celed events. As demand returns for leisure travel, events including corporate travel, conferences, and more have not yet returned to normal, and inflation could have some consumers rethinking their vaca tion plans. While the hotel industry is positioned to protect profits against inflation by adjusting daily room rates and the cost of labor, consumers’ budgets cannot be simply managed. Preserving the progress of recovery as fuel prices remain high, airline tick et costs increase, and paychecks are stretched to cover monthly living expenses could become a chal lenge for the industry. Guest spending has become more valuable, and hotels need to manage the effec tiveness of sales and marketing efforts.

Most marketing and sales experts would agree that customer retention is more cost-effective for a busi ness than new customer acquisition. As consumers and businesses watch their discretionary spending and cut back on perceived extras, companies can invest more effort into maintaining positive relation ships to protect their bottom lines. However, if ho tels try to maintain that relationship through an email, text, or phone call, guests might miss that interaction and it might ultimately be counterproductive.

The number of promotional emails the average per son receives daily can be overwhelming, and email services now allow users to filter emails considered to be promotional into folders where they may never

be seen, let alone opened and read. Text messag es from unknown numbers could create suspicion. An unexpected text message might even be viewed as a scam to steal personal information. One way in which hotels can market to and retain relationships with repeat customers is through physical means, like handwritten notes.

Physical, handwritten notes can stand out from dig ital means of communication. Among bills, graphic postcards, and advertisements, handwritten notes, in general, stand out in a mailbox and are usually opened immediately. The nature of a handwritten en velope stands out more than advertisements. Hand written notes or letters can be enhanced by integra tions with CRMs systems that automate the process of sending a handwritten note. For example, a CRM system can alert hotels when it’s a guest’s anniver sary or birthday, when there are events taking place near the property, or when there are special deals available on rooms.

Businesses are still recovering from pandemic impli cations heightened by inflation. While it remains to be seen if consumer spending habits will be deep ly impacted by inflation, identifying ways to recruit and retain employees as costs increase will allow hoteliers to be creative with new approaches. The need for effective communication will be consistent throughout the year, and making the most of upcom ing opportunities is critical to making 2022 as suc cessful as possible

Food Allergen Facts Restaurant Operators Need to Know

Did you know that more than 32 million people currently experience food allergies in the U.S? That’s 32 million people who could potentially experience an allergic reaction while dining at your restaurant. Staying up to date on current food allergen information not only helps you better accommodate restaurant guests—it could help save a life.

Food Allergies in the U.S.

32 Million

32 million

2.5%

200,000+

170 foods

32 million people currently experience food allergies in the U.S. – 26 million adults and 5.6 million children.

Milk is the most common food allergy among children, affecting 2.5% of all children under 3 years old.

200,000+ people visit the emergency room each year due to food allergy reactions.

More than 170 foods have been reported to cause reactions in the U.S.

More than 1 in 10 managers and staff incorrectly believed that someone with a food allergy could safely eat a small amount of that allergen.

Food Allergies and Restuarants

Most restaurants did not have separate areas and equipment for preparing and cooking allergenfree food.

A recent survey conducted by the CDC’s Environmental Health Specialists Network found that:

More than half the staff interviewed did not have specific training on food allergies, and training often didn’t cover important information like what to do if a customer had an allergic reaction.

Some food workers thought their restaurant might not know what to do if a customer has a food allergy emergency.

Introduction to Visual Storytelling for the Hospitality Industry

From the joy of waking up in a soft, luxurious bed, to the thought of a delicious meal by the sea, the hospi tality industry relies on storytelling.

From the moment a guest logs onto your website, en ters your establishment or starts to interact with you and your employees, there are stories being told.

However, these stories can very easily be lost in trans lation if they aren’t properly communicated through the use of effective visual storytelling techniques.

WHAT IS VISUAL STORYTELLING?

I really like the definition used by the Content Market ing Institute, which explains visual storytelling in a sin gle sentence:

“Visual storytelling involves the use of graphics, im ages, pictures, and videos to engage with viewers to drive emotions, engage intercommunication, and mo tivate an audience to action.”

When it comes to the hospitality industry, we can also add that visuals are a useful tool for creating memo rable first impressions - travel brands and businesses can use them to stand out uniquely and authentically.

A great story can delight, amaze and even move peo ple - and when you complement it with the right vi suals, you have a powerful tool that can help you to convert lookers into bookers.

WHY IS VISUAL STORYTELLING IMPORTANT FOR THE HOSPITALITY INDUSTRY?

We all know that the hospitality industry is highly com petitive. To stand out, you have to keep innovating, pushing the boundaries of creativity, and coming up with fresh new ideas.

Let’s imagine an antique, century-old hotel as an ex ample. For many people, the fact that the hotel has such a long history is reason alone to book a stay there, especially if there is a compelling story being told.

Just saying it’s a century-old hotel is not all that in triguing. It's important to tell the stories that have hap pened in it and around it over the years or even the centuries - let guests see how it has evolved over time

but still held onto its roots, or how it has adapted and changed.

By showcasing how much history there is behind your hotel, you can create an authentically rich experience for your guests. Making their stay at your property a highlight of their trip.

You must keep your guests as the main characters of your visual story, however.

In our example, it's about making your guests feel that they are not just staying at a hotel, but rather living in a piece of history. You can emphasise that by showing, for example, what kind of events it has witnessed over the years - perhaps there are photos from when it first opened back in the day, photos of famous people who have stayed at your hotel throughout its existence. Be creative and use what you have available to establish a connection between your guests and your hotelmaking them feel as though they are also part of the story.

HOW TO ENGAGE YOUR AUDIENCE WITH VISUAL STORYTELLING?

Done right, a good visual story can tell more than any other marketing medium and it's often far more per suasive.

It’s more than just sharing nicely-edited photos though - you need to understand how people process infor mation visually first.

When we look at a picture or read words on paper or see something moving on the screen, our brains go into 'processing' mode - we take in the information pre sented, and then we respond emotionally based on what we see (or hear).

So engaging visual storytelling involves combining dif ferent visual elements like graphics, photos, videos, illustrations, and text, to tell an interesting narrativeone that captivates the viewer’s eye and keeps their attention until the end.

THINK LIKE A FILMMAKER WHEN CREATING STORIES ABOUT YOUR HOTEL

Next time you are trying to tell a story to promote your

hotel or highlight a specific feature, think like a film maker.

For example, creating a video of an empty pool won’t make you stand out. You want to make viewers imag ine teleporting themselves into your hotel when they see it.

How you can do that? By, for example, creating a vid eo where you can see guests relaxing in the pool with a cocktail and nice music, enjoying their stay. Another way is to make the most out of influencer marketing and user-generated content (UGC) such as photos and videos created by influencers and your guests, which tell the story of your hotel through their lens.

Just remember that authenticity is key to successful vi sual storytelling for hotels - make sure you are convey ing stories that represent the true personality of your property!

VISUAL STORYTELLING EXAMPLES

There are many businesses in the travel and hospital ity industry that know how to create an effective visual story. Let’s take a look at a couple of them.

Hotel Chocolat uses its social channels to showcase the authentic experience they offer to anyone who comes through its doors.

They are making their passion for chocolate the core of every story. You will find them regularly posting photos and videos of chocolate-themed activities, such as a chocolate-making workshop, and recipes, to engage with their audience.

Because they pride themselves on growing cocoa on their own farms, they introduce the people who work at their farm. Of course, they are also promoting their products by showing off their best chocolates, high lighting the high quality and taste of each piece.

This transparency is helping them build trust with their audience, and show they care about both their cus tomers as well as employees.

What better way to capture a cruise experience than to show it through the eyes of your guests - and that’s what Oceania Cruises do brilliantly.

They regularly share photos and videos created by their guests on their main account and collaborate with travel bloggers and influencers by giving them the full experience of one of their cruises, letting them share their experience in their own way.

Not only do they get authentic, and original visual sto ries that way, but also get in front of a wider audience.

MASTER OF INTERNATIONAL HOSPITALITY AND TOURISM MANAGEMENT

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30 credit-hour program: earn your master’s degree in one year!

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William S. Disssen, ’06 Executive Chef, Owner The Market Place Restaurant, Asheville

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Bernie Kaelin, Strategic Partner Manager

Bernie.Kaelin@e-hps.com

Bernie.Kaelin@e-hps.com

(502) 888-4731

Bernie Kaelin, Strategic Partner Manager (502) 888-4731

Planning & Prepping Are a Must for Food Safety During the Holidays

Holidays, parties, and other events often bring families, friends, and coworkers together for fun and celebration! Since many of these occasions include eating, catering gives retail food establishments opportunities to promote themselves to a wider audience. Catering generally involves providing foods, prepared in a retail food establishment, to a remote site for service.

Items to discuss with customer include the location and date of the event, number of people to be served, the menu (discussion of food allergens), and time the food is to be served.

Before the event, if not familiar with the location, it is important to visit the site to plan for safe food service. Limitations at the site may result in the need for menu changes. Is a catering kitchen available? If yes, Is the space large enough to accommodate the catering needs of the event? What types and quantities of equipment (ex., ovens, refrigeration) are available onsite for storage/cooking prior to service? Is a sink with hot and cold water under pressure available? If you plan to use your own equipment at the site, are there enough electrical outlets available? Will food service occur indoors or outdoors? How far is the event location from the retail food establishment?

Sufficient storage capacity, preparation space, and equipment must be available in the retail food establishment to safely store

and prepare the additional quantities of foods needed for the event. All bulk food preparation should occur at the retail food establishment. Preparation and handling at the event site should be limited to reduce the potential of foodborne illness.

Food storage containers should be in good condition with tight fitting lids to prevent leakage and cross-contamination. Insulated food carriers in sufficient numbers should be used to ensure proper temperatures of TC foods are maintained during transport. Insulated carriers must remain closed until time for foods to be served or cooked to maintain temperatures at event locations where refrigeration or cooking/heating equipment is not available. Clean equipment and other supplies (ex., probe food thermometer(s), utensils, tongs, disposable gloves) that are to be used for the event should be packaged to prevent contamination during transport.

Using catering food safety check lists are helpful in monitoring temperatures and food safety procedures. They also help confirm food staff are following their training. Check list examples may be found online.

From the retail food establishment through service at the event location, temperature controls and proper food handling must be maintained.

Food Safety by Events and Seasons

Whether you’re planning a small summer cookout or a big holiday celebration, a camping trip or a potluck dinner, make sure your plans include food safety.

Download Your Map to a Food-Safe Holiday

No matter what's on your menu, food is always a central part of holiday festivities. Whether you're an experienced cook, a first-time party host, or bringing a dish to a potluck dinner check out these resources for ensuring that holiday buffets and mailorder food are free from the germs that cause foodborne illness:

SCRLA Board of Directors Seeking Nominations

The Nominating Committee of the South Carolina Restaurant and Lodging Association is seeking highly motivated and qualified candidates to serve on its Board of Directors.

The Board of Directors provides strategic guidance to the Association as it seeks to advance and protect the interests of the foodservice and lodging industry. The board members provide the necessary governance for the Association to develop a platform for statewide cooperation and leadership on workforce development, advocacy issues, along with guidance to provide valuable support services to SCRLA members.

The Nominating Committee encourages you to bring forward that expertise through the nominations process and through participating in the Association’s elections at the Annual Meeting in January. Consider nominating yourself or a colleague for possible inclusion on the 2023 Candidate Slate.

Board members must be employees of SCRLA-member companies, who are in good standing. Board terms are a minimum of two years, with the eligibility of serving three consecutive terms (six years).

Please consult Susan Cohen, President and CEO, at scohen@scrla.org with any questions you may have. To submit a nomination, please visit scrla.org/nomination.

Upcoming Events

Our customers are at the heart of everything we do. We understand what it means to be on the front lines of foodservice, and we’re here to help you find the best products to meet your individual needs. We don’t just help feed people, we feed dreams.

For more information, visit PerformanceFoodservice.com today.

January 12-22

Restaurant Week South Carolina

January 19

SCRLA Annual Meeting

January 24-26

Hotel Motel Restaurant Supply Showcase of the Southeast

February 20

Stars of the Hospitality Industry Gala

March 5-7

South Carolina ProStart Invitational

April 18

SCRLA Board of Directors Meeting

April 19

Hospitality Day at the State House South Carolina State House

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