By Jason Jordan
For the Oregon Beer Growler
A bartender is legally liable for serving alcohol to a patron who becomes intoxicated and then injures a third party. Does a business face similar exposure when it hosts a social event where alcohol is served, such as an open house or employee picnic?
According to the Insurance Information Institute, liquor liability exposure is not limited to those whose primary business is the sale of alcoholic beverages. Most states currently have social host statutes or common law that holds private event hosts liable for the actions of their guests. You are considered a social host if you provide alcohol to individuals in a non-commercial manner. It is important to know the law in your jurisdiction and to take the appropriate steps to control your risk.
Create a Risk-Management Program
An important first step in limiting your liquor liability is to implement a risk-management program. The liquor liability program must have the support of management, be communicated to supervisors and employees and include a policy advising employees to drink responsibly at company events.
The program should describe the procedures for handling intoxicated guests. This includes delegating who will assess the situation, such as hotel security or someone from your organization, and outlining appropriate actions for dealing with or removing a guest who has overindulged.
In the Event of an Incident
If an incident occurs, fill out a liquor liability incident report documenting measures taken to control the intoxicated person. This helps your defense in the event of an alcohol-related accident.
In addition to proper liquor liability planning and education, review your company’s current general liability insurance policy to determine your coverage in social-host situations.
Remember, even with the proper coverage, a liquor liability policy does not eliminate your exposure if alcohol service is in violation of a statute or a minor/intoxicated person is served.
It’s also important to have a program in place that includes the following recommendations when working with third-party vendors:
· When working with a vendor, such as a caterer or bartender, verify they are licensed and insured.
· Stipulate in your vendor’s contract that only those who have received alcohol-awareness training should serve or sell alcohol at your event.
· Require the vendor to provide a certificate of liability insurance to include liquor liability coverage naming your company as additional insured.
Promoting Safety and Sobriety at Company-Sponsored Events
To promote the safety and sobriety of your employees and guests at company-sponsored events, review the following recommended control measures:
· Serve drinks to guests rather than offering a self-serve bar.
· Set up bar stations instead of having servers circulating the room; if offered, people are inclined to accept drinks they wouldn’t have otherwise ordered.
· Place table tents at each bar reminding employees and guests to drink responsibly.
· Don’t price alcohol too low, as it encourages over-consumption.
· Offer a range of low-alcohol and alcohol-free drinks at no charge.
· Require servers to measure spirits.
· Always serve food with alcohol.
· Close the bar an hour before the scheduled end of the party.
· Do not offer a “last call,” as this promotes rapid consumption.
· Never raffle alcohol or hold contests that involve buying or drinking alcohol.
· Entice guests to take advantage of safe transportation options by subsidizing taxis or promoting a designated driver program.
· If your event includes a program or speaker, schedule it after dinner and drinks are served. This allows additional time for alcohol to wear off.
Before your company hosts its next event, contact Propel Insurance. We can review your coverage and assist in developing a risk-management plan that keeps safety at the center of your company-sponsored events.
As a classically trained chef and insurance expert in the craft beverage industry, Jason has honed his palate for flavors as well as his skills in risk assessment. And he prides himself on his expertise in delivering the quality of service and knowledge, carefully crafted and tested over time, which his clients expect and deserve.
By Martin Perrier
For the Oregon Beer Growler
Employers can help reduce their workers’ compensation claims costs by encouraging injured employees to report incidents as soon as possible.
Strict reporting deadlines may cause workers to hide their injuries. This can allow an untreated condition to worsen or it can encourage injured workers to hire an attorney to avoid repercussions because they delayed reporting.
A study released by the National Council on Compensation Insurance (NCCI) in May 2015 showed that delayed injury reporting can increase claim costs up to 51 percent. The study showed that costs for workplace injuries for claims reported within one week were the lowest, and were higher for incidents reported one week or longer after an incident. Costs may balloon a few weeks after an incident because the small cut a worker got on his or her arm became infected, requiring surgery and antibiotics, or the pain in the knee that resulted when an employee stepped off a platform has developed into tendon or ligament damage. Workers may wait to report what seem to be minor sprains, strains or other injuries in the hope they will heal on their own. Encouraging employees to report these injuries to their supervisor as soon as possible can help these incidents from developing into costlier claims that could, for example, require surgery instead of physical therapy.
Early reporting of a workplace incident allows employees to better investigate by collecting evidence and interviewing witnesses soon after it happens. It also benefits the injured worker. Employers can help those individuals better understand the claims process, such as how they access medical care and, in more serious cases, time-loss (temporary disability) payments. Moreover, this approach pays dividends because employers are easing a worker’s concerns and employers are letting their employees know that someone cares about them. This translates into more content employees and helps with workplace morale. Late reporting of claims can not only affect an injured employee’s financial security, but it can also cause unnecessary anxiety and uncertainty.
It’s ideal to report an injury within 24-48 hours after a workplace incident in order to keep claim costs down. While early reporting is best to manage claim costs, NCCI and safety experts say that employers should work to avoid being punitive. Harsh accident reporting policies may have the opposite effect if employees feel they could face negative consequences for missing a reporting deadline. It is vital that employers take the time to discuss early reporting with workers, and look at ways to reduce lag time for incident reports that occur weeks after an accident.
The Caputo Group makes the claims reporting process as simple as possible for our clients. We encourage our clients to report claims in a timely manner. This has a two-fold benefit: it allows the employee to enter care and treatment quickly, which can lead to a faster return to work, and it improves the bottom line for our clients.
Martin is a native of Fallon, Nev. He has been the claims manager for The Caputo Group since 2013.
By Douglas D. Morris
For the Oregon Beer Growler
Brewers may need to devote time and attention to other aspects of their business, besides making great beer, as the craft beer industry continues to be in transition.
After multiple years of double-digit production growth, that paced slowed in 2016, and production growth could be in single digits again in 2017. This slowing has many craft breweries rethinking their strategy. Breweries that have been using fast-growing revenue to pay for new facilities and equipment might need to raise future capital from new investors.
Also, recent sales of numerous craft breweries have attracted a lot of attention. There is every reason to think that those acquisitions will continue. These transactions may have some breweries considering a sale or merger of their own.
In this climate, it is important to discuss practical steps to take to be ready for a strategic transaction, such as a new investment or sale. The bigger questions of "Should you bring on new investors?" or "Should you sell your brewery?" need to be examined and discussed among the ownership group and perhaps a qualified business adviser, so we will forgo that discussion here.
A typical investor or buyer will conduct a due-diligence investigation into your business as part of any transaction. The investor or buyer will look for any risks that might affect the value of your business during an investigation that can be quite detailed and thorough. But the process will go more smoothly if certain issues are addressed before your first meeting with a potential investor or buyer.
Clear Ownership of the Company
Start-up breweries may have some ambiguity about who owns what. Some friends and family may have provided start-up capital; were those amounts loans or equity investments? Some contractors might provide artwork, design or construction services; were they going to be paid in cash or equity? People's memories may change when money is on the line. Now is the time to sit down and put any oral agreements and understandings in writing.
Clear Ownership of Brands
Branding and trademarks are as valuable to brewers as their great recipes. Obviously, breweries should ensure that their brands are protected in the places where they currently sell product. Breweries should also confirm that there is a clear path to protection in places targeted for future expansion after an investment or acquisition. A brand idea that works great in Oregon might not be available in Idaho or California. It is frustrating to invest in a brand that cannot work in the long run. Reviewing your brand and product strategy with an intellectual property lawyer will help your brewery plan for future growth and resolve potential difficulties early on.
Good Business Policies and Legal Compliance
Good general operating practices and legal compliance will naturally help lead to good business results, less risk and better profitability. Proper financial and accounting reporting and procedures will help you stay informed about your company's business and help reduce fraud and embezzlement. Appropriate insurance coverage is another important layer of protection.
Naturally, legal compliance is important as well. One vital component of this is following updated employment policies. As your brewery grows, you may add more staff. And as your staff head count increases, more and more federal, state and city employment laws will apply to your company. It can be especially difficult to track the different laws relating to medical and sick leave. Reviewing your current situation and future growth plans with professionals who track and understand these laws will help to ensure that your business has the right policies and procedures in place and to minimize claims and liability.
Understanding Important Agreements
It is also important to review the brewery's key agreements, such as leases and distribution. Good landlords and distributors will want to be good business partners with your brewery and help you grow your business. The language in some distribution agreements may unintentionally interfere with that growth by making it difficult to expand with new products, owners or in different territories. For example, contracts might limit changes of control or assignments, or might grant exclusive rights. As your brewery's strategies shift, it will be helpful to review your key agreements to ensure that they are flexible and meet your needs.
Some of these projects might take some time to address. Meanwhile, you also have the rest of your brewery's normal day-to-day operations to handle. It could benefit both you and your business to begin to resolve any issues now rather than waiting until a transaction is underway. If time is urgent, then you might be forced to make rushed decisions and unnecessary compromises.
You may ultimately decide not to bring on investors or sell your brewery. But if you consider these suggestions, and run your business so that it is attractive to investors or buyers, it may make your business run more smoothly and profitably for your current ownership group.
Doug Morris is a member of Miller Nash Graham & Dunn’s business and alcoholic beverage law teams in Portland. His practice focuses on general corporate representation of businesses, from high-technology and high-growth companies to breweries, nonprofits, and social enterprises. Doug can be reached by phone at 503-205-2533 or by email at firstname.lastname@example.org.