The Dish | February 2022

The Dish A

P U B L I C A T I O N O F T H E N E W H A M P S H I R E L O D G I N G & R E S T A U R A N T A S S O C I A T I O N

Issue No. 2 •

February 2022

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Cover Photo: 815 Cocktails & Provisions

Medical Marijuana

De-Escalating Conflict

Upgrade Outdoor Dining

NH Supreme Court rules on employer accomodations.

Tips and guidance for the COVID-19 era.

An interview on how to upgrade the experience with lights.

page 7

page 11

page 15

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Inside YOUR GUIDE TO ISSUE NO. 2

6

Members Around Town

New additions to dining and generous donations

7

Medical Marijuana and Employers

How a new ruling from the NH Supreme Court affects employers

Vintage throwback photo of Scott Rice at Woodstock Inn & Brewery.

11 De-escalating

Tips and guidance in the COVID19 era

13 New BOP Program

A response to industry demand for streamlined insurance coverage options

15 Upgrade Your

An interview with the President of Fuel Lighting

17 HR Insights from

The case for considering "boomerang" employees

19 Supreme Court

What this means for employers

22 Finding Peace and

A Tino's Kitchen and Bar employee's experience with Easterseal's Youth Transitional Services

Tough Situations

from Hospitality Insurance

Smiles on a snowy day in Spyglass Brewing's tap room.

Outdoor Dining Experience

Clark-Mortenson

Blocks OSHA Vaccine/Testing Mandate Purpose at Work

Cover photo of 815 Cocktails and Provisions in Manchester.

Drool-worthy seafood platters at The Beach Plum.

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2022 Chair of the Board

John Dunn Michael Timothy's Dining Group 2022 VIce Chair of Lodging

Molly Rice-Norby Woodstock Inn Station & Brewery 2022 Vice Chair of Restaurants

Nicole Barreira Great NH Restaurants NHLRA President and CEO

Mike Somers NHLRA Director of Education and Workforce Development

Amie Pariseau NHLRA Membership & Business Development Director

Samantha MacDonald NHLRA Social Media and Marketing Manager

Pamela Baker NHLRA Office and Events Manager

AubreyLynn Goodale 815 raised $728 for the FMAS Animal Shelter at their “Down for Dogs” yoga and brunch.

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NHLRA

MEMBERS AROUND TOWN STONEFACE BREWERY CO. PLANS NEW FACILITY WITH LARGER RESTAURANT

toneface Brewing S Company in Newington is planning a new, 23,400 square foot brewing facility on the same street as their current facility, which would feature a ground floor restaurant and beer tasting room with an outdoor beer garden and outdoor patio dining.

NH TRAVEL AND TOURISM DIRECTOR TO SERVE ON NATIONAL BOARD

ew Hampshire’s Division N of Travel and Tourism director has been elected to serve on the U.S. Travel Association’s board of directors. Lori Harnois has started serving a two-year term.

RED ARROW DINER CELEBRATES 100 YEARS IN BUSINESS

T he Red Arrow Diner is celebrating

100 years of operation in Manchester throughout 2022. To kick-off its commemorative plans, the restaurant is offering monthly menu discounts corresponding to popular foods of each decade over the past century and is conducting a Facebook campaign to honor other local businesses.

THE COMMON MAN GUESTS AND STAFF RALLY BEHIND KINDNESS FOR KENTUCKY FUNDRAISER ranite Staters eager to help G Kentucky residents displaced by a

devastating tornado got behind The Common Man restaurants’ “Kindness for Kentucky” fundraiser, donating more than $56,000 to the Do Good effort, which was matched by the hospitality family for a total of more than $112,000 raised.

As Common Man owner Alex Ray and volunteers from New Hampshire headed to the tornado-ravaged Mayfield, Kentucky to assist with recovery efforts, Common Man locations across New Hampshire collected donations in-store and via two online donation sites that were set up for the American Red Cross and World Central Kitchen. In-store donations totaled more than $12,500, while online donations for American Red Cross exceeded $11,000 and World Central Kitchen donations totaled more than $31,000. The Common Man family matched all donations.

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New Hampshire Supreme Court Says Employers Will Sometimes Have to Grant Accommodation Requests to Use Medical Marijuana

By Christopher T. Vrountas, Esquire and Allison C. Ayer, Esquire, Vrountas, Ayer & Chandler, P.C.

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ver since New Hampshire legalized medical marijuana, employers have struggled with how to manage employees prescribed cannabis by their doctors. There was concern that businesses might be violating the Federal Controlled Substances Act if they were perceived as permitting employees to use medical marijuana. That is because the Controlled Substances Act characterizes pot as a Schedule I substance and accordingly prohibits its distribution, possession and use, and criminalizes those who aid and abet such

conduct. For this reason, many employers took the position that the use of medical marijuana was per se unreasonable as an accommodation for a disability. Last month, the New Hampshire Supreme Court weighed in on the issue, finding that position wrong.

In a case called Paine v. Ride-Away, Inc., the New Hampshire Supreme Court said that use of medical marijuana prescribed in accordance with New Hampshire law may be a reasonable accommodation for an www.nhlra.com | 7

employee’s disability under New Hampshire law. Here is what happened: Plaintiff, Scott Paine, suffered from PostTraumatic Stress Disorder (“PTSD”). He enrolled in New Hampshire’s therapeutic cannabis program and was prescribed cannabis as part of this treatment for PTSD. His employer was an automotive dealer which had a drug testing policy permitting the employer to test employees for and restrict employee drug use. Clearly knowing that he would test positive for marijuana if tested, Paine made a written request to his employer for an exception to drug testing as a reasonable accommodation for his disability.

Paine explained that he was not requiring permission to use cannabis during work hours or to possess cannabis while on the work premises. He simply was asking to be excluded from testing given that he was using marijuana for medical reasons to treat his PTSD. The employer denied the request, and told Paine that if he intended to use medical marijuana he could not work for the Company. Paine notified the employer that he was going to treat his PTSD with cannabis, and the employer terminated him. Thereafter, Paine sued his employer for disability discrimination under R.S.A. 354-A.

Initially, the employer won the lawsuit. The trial court concluded that although New Hampshire statute allowed medical marijuana, employers were not obligated to accommodate such use given that it was illegal under federal law. The court reasoned that New Hampshire’s anti-discrimination statute defined “disability” as excluding current, illegal use of, or addiction to controlled substances, and therefore, as a matter of law, employers did not have to make reasonable accommodations for marijuana use. Paine appealed, and the New Hampshire Supreme Court reversed.

The Supreme Court agreed with the lower court that New Hampshire’s antidiscrimination statute clearly excludes from the term “disability” illegal drug use and addiction. But the Court said illegal drug use or addiction was not Mr. Paine’s disability. Mr. Paine’s disability was PTSD. In that case, Paine had a qualifying disability for which the use of medical marijuana may be a reasonable accommodation, and furthermore the employer must assess such a request on a case-by-case basis looking at the particular facts of the request.

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The Paine case is consistent with Appeal of Andrew Panaggio, a 2021 case where the New Hampshire Supreme Court held that workers’ compensation insurers must reimburse employees for medical marijuana if its use is reasonable and medically necessary.[1]

drug as accommodation. Employers will have to conduct an individualized assessment in each and every case to determine if the requested accommodation regarding medical marijuana use is reasonable in the circumstances.

So, what does this mean for employers going forward?

Of course, employers are not automatically required to accept an accommodation request to use medical marijuana either.

There may well be circumstances where the use of medical marijuana to treat cancer, PTSD or another medical condition, is not reasonable. One such example might when the employee operates a vehicle as an essential part of his/her job. The main point of Paine is that employers actually consider and evaluate each and every request for an accommodation, including requests regarding the therapeutic use of cannabis.

First, nothing in the decision requires employers to allow illicit drug use or possession in the workplace. Indeed, the plaintiff in Paine specified in his request for accommodation that he would not be using cannabis while he worked or possess marijuana on site. The use of recreational marijuana also is unlikely to be a reasonable accommodation even under Paine.

Employers also may still prohibit the use or possession of marijuana (even when prescribed and used therapeutically) at work or during work hours. Employers may also still administer reasonable drug testing policies where appropriate.

The decision also makes clear that a request to use medical marijuana is not a reasonable accommodation if drug use or addiction itself is the disability to be accommodated. This means that if an employee using medical marijuana asks to be excluded from drug testing, for example, because he or she is addicted to marijuana, the employer may reject this accommodation. In that situation where the employee’s disability is illegal drug use or addiction, the employee is not considered disabled under New Hampshire law.

But when the disability for which an accommodation requested is a different medical condition, like PSTD, cancer, or chronic pain, for example, which a licensed medical provider prescribes marijuana to treat, New Hampshire employers are no longer allowed to automatically reject an employee request for therapeutic use of that

These assessments are inherently factintensive, and they also can be complicated.

Reasonableness may turn on a very small but relevant factor concerning the details of the employee’s request and/or job duties.

Employers are therefore well advised to seek legal counsel, as appropriate, before making any final decisions regarding accommodations which relate to marijuana or other drug use. Employers may also wish to review written drug and alcohol policies, drug testing policies, or written policies that address how the employer responds to requests for accommodations to ensure they are compliant with Paine.

250 Commercial Street, Suite 4004 Manchester, NH 03101 (603) 782-8444 www.vaclegal.com www.nhlra.com | 9

DE-ESCALATING TOUGH SITUATIONS IN THE COVID-19 ERA Video course offers tips on how to diffuse negative reactions during difficult dining situations.

By the National Restaurant Association

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f you ask customers to describe a great dining experience, 9 times out of 10 they’ll probably say it included some combination of good food, hospitable service and ambience. But, as we enter our third year of the COVID-19 pandemic, those basic tenets are sometimes challenged.

Some diners, perhaps a little edgier now than they were before the pandemic, act out frustrations with certain policies they oppose, like wearing face masks indoors or adhering to vaccination-proof requirements.

Even though everyone, from restaurant owners to managers to the front-of-house workers, wants to provide good service, in many jurisdictions today, they’re charged with following local mandates that may have them turning customers away.

When that happens, customers can react.

To help employees understand how best to deal with those challenging situations, the Association offers a ServSafe Conflict De-escalation: COVID-19 Precautions(Opens in a new window) course that teaches how to restore calm during conflict. The video, which is free, explains what to do and not do during a confrontation.

De-escalating tense situations at your restaurant • Resolve the confrontation before it starts. Let guests know the management’s requirements before their arrival. Post any requirements related to face masks, vaccination or negative test proof, or social distancing on social media, websites, signage, and menus. This will help prepare guests.

• Be clear in messaging about what forms of proof and I.D. are and aren’t accepted, if you need to see an actual vaccination card or whether a photocopy will do, if they also need to present I.D., and what forms would be acceptable.

• Prepare yourself in advance. You don’t want to find yourself in the middle of a situation without having any advance preparation. One critical step is to be aware. Recognizing disruptive behavior will help you solve the problem before it grows, whether it’s with another employee, a vendor, or a guest.

• Focus on nonverbal cues. If you see anything like clenched fists or jaws, a puffed out chest, increased physical motion or animation, red face or sweating, give the person space. www.nhlra.com | 11

• Stay calm. You can’t de-escalate a situation if you can’t control your own emotions. It’s not always easy to do and takes practice.

Restaurant employees deal in hospitality and are held to a higher standard. They need to stay professional. If the employee is calm, others will be, too. The goal is to find a solution and calm a tense situation. It’s important not to engage in any aggressiveness.

What to do when tensions rise The de-escalation course also shares best practices on how to respond if a difficult situation arises. Here are 4 tips on diffusing anger at your restaurant.

1. Listen to the guest and let him or her explain their position. After he or she has explained their upset, tell them you understand their perspective. Then explain what needs to be done. If the guest is upset about wearing a face covering, share what the requirement is and your management’s policy. Let them know it’s not personal, and try to offer an alternative that works for everyone. For example, if a guest wishes to dine indoors without a mask, offer takeout, drive-thru or curbside pickup service, or direct them to an outdoor dining area. After you’ve explained all options, give them space to think.

2. Monitor the situation. Stay neutral and don’t make the dispute personal. Maintain contact; don’t turn your back as it could be considered disrespectful. At the same time, keep things as private as possible. If the situation becomes public, it could cause belligerence. Avoid embarrassment, and avoid blame and stress.

3. Trust your instincts. If you feel threatened, maintain physical space between you and the guest. If necessary, remove yourself and get help. In some cases, the presence of a manager might be enough to resolve the tensions.

4. Know your company’s policies. Trying to explain to guests that you can’t accommodate them is never easy, but sometimes, it’s necessary. After explaining the rules, most guests will choose to accept them.

After all, they go to a restaurant to enjoy a great meal, not get in a fight. But if a guest still won’t follow requirements, you must follow your operation’s policies.

The bottom line is, do everything possible to de-escalate the situation, stay calm, and find a solution that works for everyone. way of the French language.

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HOSPITALITY INSURANCE GROUP ANNOUNCES NEW BOP PROGRAM Created in Response to Industry Demand for Streamlined Insurance Coverage Options

By Hospitality Insurance Group, an NHLRA preferred vendor

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ospitality Insurance Group has announced the creation of its first-ever Businessowners Policy (BOP) for commercial policyholders. Effective January 2022, this specialized insurance coverage is now available to existing liquor liability policyholders as well as a variety of other main street businesses.

Hospitality Insurance Group specializes in providing liquor liability

coverage to businesses that serve or sell alcohol.

They also offer a CPP policy and Excess liability coverage.These products generally fit well for establishments with higher alcohol sales and where the client may have needs that require special placement of the other lines of business. Liquor liability is available on a monoline basis or as part of the CPP policy. The new BOP was created for

clients with lower alcohol sales levels in lower hazard classes of business and for businesses that do not sell alcohol. The program provides Hospitality Insurance Group with the opportunity to now offer coverage to restaurants from fast food to fine dining, with or without alcohol, liquor stores, convenience stores (without gas) and many “Main Street” businesses, www.nhlra.com | 13

whether they sell alcohol or not.

“We are pleased to enhance our commercial insurance coverage options at a time when so many small businesses need trusted guidance,” said Richard Welch, Jr., President & CEO of Hospitality Insurance Group. “The addition of the new BOP program will allow us to further support our existing liquor liability policyholders, and also expand our service to all small businesses looking to safeguard their livelihoods.”

The BOP Program will be available in the following states that Hospitality Insurance Group currently writes insurance, including; Connecticut, Massachusetts, New Hampshire, North Carolina, Pennsylvania, and Rhode Island.

Hospitality Insurance Group is now accepting new agency appointments and will be launching an innovative agent portal to provide instant access to quoting, issuance capability, policy documents, and billing and loss information.

Hospitality Insurance Group is also maintaining an FAQ page to answer questions relating to the new BOP Program.

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UPGRADE YOUR OUTDOOR DINING EXPERIENCE

WITH LIGHTING Fuel Lighting is an allied member of both the NHLRA and Florida Restaurant & Lodging Association.

This interview originally appeared in the FR&L Magazine.

FR&L Magazine Editor Susie McKinely's interview with Paul Therrien, the owner and principal systems developer for Fuel Lighting.

Q: Can you explain to readers about Fuel Lighting and its wide array of products?

A. We started FUEL in 2011 when I developed the lighting industry's first battery-powered LED spotlight, named the Angle Light, dedicated to highlighting decor and floral arrangements at special events. From there, I set out to develop a series of lights that complemented the Angle Light with the goal of making other key lighting elements such as wireless light bulbs, lamps and umbrella lighting that were simple to install and use in any event setting you are challenged with.

Q; You recently launched the Dual Beam (TM) Umbrella Lighting System. Can you NOMADIC | 24 tell us more about it?

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A: Yes, with the goal of bringing outdoor dining experience to the same refined level as the indoor dining experience, we have developed a unique battery-powered light that simultaneously highlights both the dinner table and umbrella surface. This amazing light is all battery powered is designed to aesthetically blend in with the umbrella pole, yet has enough brightness to light your entire table and umbrella surface.

Umbrellas are big, beautiful and have style, but having to keep your umbrellas open at night introduces a major problem since it often creates a dark and lifeless dining experience for your guests. The Dual-Beam totally changes how it looks and feels to socialize and dine at night making the umbrella and table once again become a visually stunning and appealing experience your guests will love.

A; It's easy. We designed a series of pole clips to fit different size umbrella poles. Simply measure the pole diameter, and we will make sure your order includes what you need.

If you have a specific manufacturer of your umbrellas, such as Fiberbuilt, we have designed clips to fit any of their pole diameters, so you can tell us the manufacturer and the model, and we will verify what you need.

Fuel Lighting offers unique batterypowered LED lighting solutions for restaurants, hotels, and resorts. They specialize in lighting for outdoor dining, such as their recently launched Dual-Beam Wireless Umbrella Light, as well options specifically for catering and food displays, dining table, and floral highlighting.

Learn more at fuellighting.com.

Q: There are many styles of umbrellas. How do you go about ordering the right system to fit what each location needs?

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THE CASE FOR CONSIDERING "BOOMERANG" EMPLOYEES HR Insights Brought to you by Clark-Mortenson Agency/Hilb

"In other words, some employees voluntarily leave without harboring dissatisfaction with the organization."

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mployers are having a hard time finding talent right now. Talent pools that have proven successful for years have suddenly dried up, forcing workplaces to get creative. One recent approach has been to hire, seek out or re-recruit “boomerang” employees— workers who used to work at an organization, left voluntarily and now wish to return.

Boomerang employees might not immediately

seem like viable candidates; after all, they’ve left the company before. In some cases, an employee may have left an organization voluntarily due to incompatibility, and bringing this employee back may not be the best course of action.

However, many employees leave due to exigent circumstances, not incompatibility. For instance, they may have left to care for a sick family

member, seek higher wages or try growing their careers in a new industry.

In other words, some employees voluntarily leave without harboring dissatisfaction with the organization.

With that in mind, boomerang workers can generally offer a number of benefits that make them worth considering, including those below.

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Easier Vetting One of the biggest challenges when recruiting is getting the full picture about a candidate—their work ethic, past performance, temperament, soft skills and various other factors.

Essentially, employers only have the candidate’s resume and interview to help glean this information. With boomerang employees, it’s very likely some of the individual’s co-workers are still present with the company. Or, at the very least, their past performance reviews should still be on file. If an employer routinely conducts exit interviews, this file may even be on hand.

Verifying that a boomerang employee had stellar performance when they were first with an organization is a key indicator of future success. If an employee wasn’t a great performer when they were initially hired, it’s unlikely they will have grown into a better performer now.

Faster Onboarding Since boomerang employees have worked at the company before,

they are already familiar with the company culture.

And, if they’re reapplying to the same position they held previously, training will take much less time than with a brand-new hire. Having this familiarity means a boomerang employee already has a significant head start during onboarding and can begin making meaningful contributions sooner.

Summary

Ultimately, it’s impossible to say why a boomerang employee left unless they’re asked. But, by reapplying to their former organization, they’re saying, “I’ve tried other workplaces, and I didn’t realize how good I had it here.” Employers would be wise to hear these candidates out, especially when brand-new hires are scarce.

Greater Skill Sets Boomerang employees will have different reasons for previously leaving an organization. Some may have left in search of greater compensation; others may have quit to try and grow their careers.

In any case, these workers are returning with the skills they learned from other companies. Now, these boomerang employees have additional experiences and expertise on top of the skills they demonstrated when they were initially hired. In other words, boomerang employees are basically guaranteed to have the skills needed for a given position (if it’s one they’ve held before), in addition to everything else they’ve learned while they’ve been gone.

Boomerang employees can help add quality talent to a workforce.

Employers should keep these valuable candidates in mind when assessing their recruiting strategies.

This HR Insights is not intended to be exhaustive nor should any discussion or opinions be construed as professional advice. © 2022 Zywave, Inc. All rights reserved. www.nhlra.com | 18

Supreme Court I Blocks OSHA Vaccine/Testing Mandate WHAT DOES THIS MEAN FOR EMPLOYERS?

By Christopher T. Vrountas, Esquire and Allison C. Ayer, Esquire, Vrountas, Ayer & Chandler, P.C.

t is finally official. After months of uncertainty, today the Supreme Court blocked the vaccine/testing mandate published back in November by the Occupational Health and Safety Administration (OSHA) to deal with what the agency perceived as workplace dangers caused by the ongoing COVID-19 pandemic.

As a reminder, OSHA issued the nationwide “Emergency Temporary Standard” (ETS) which required employees of large private employers

(employers with more than 100 employees) to be vaccinated for COVID or in the alternative submit to regular COVID testing.

In its decision, the Supreme Court essentially held that OSHA is not allowed to make such a mandate, even as an ETS, because the vaccine/testing mandate was effectively a public health measure which exceeded the agency’s authority to regulate safety in the workplace. The Court stated:

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"Although COVID– 19 is a risk that occurs in many workplaces, it is not an occupational hazard in most. COVID–19 can and does spread at home, in schools, during sporting events, and everywhere else that people gather. That kind of universal risk is no different from the day-today dangers that all face from crime, air pollution, or any number of communicable diseases. Permitting OSHA to regulate the hazards of daily life —simply because most Americans have jobs and face those same risks while on the clock—would significantly expand OSHA’s regulatory authority without clear congressional authorization….

Although Congress has indisputably given OSHA the power to regulate occupational dangers, it has not given that agency the power to regulate public health more broadly.

Requiring the vaccination of 84 million Americans, selected simply because they work for employers with more than 100 employees, certainly falls in the latter category."

Importantly, the Court did not say that OSHA lacked authority to make any kind of regulation concerning COVID-19. On the contrary, the Court acknowledged that OSHA likely did have the authority to implement a vaccine/testing mandate, or other protocols in some workplaces. But the Court plainly stated that any such regulations would have to be much narrower in order for the Court to uphold it.

"That is not to say OSHA lacks authority to regulate occupationspecific risks related to COVID–19.

Where the virus poses a special danger because of the particular features of an employee’s job or workplace, targeted regulations are plainly permissible. We do not doubt, for example, that OSHA could regulate researchers who work with the COVID–19 virus. So too could OSHA regulate risks associated with working in particularly crowded or cramped environments. But the danger present in such workplaces differs in both degree and kind from the everyday risk of contracting COVID–19 that all face. OSHA’s indiscriminate approach fails to account for this crucial distinction— between occupational risk and risk more generally—and accordingly the mandate takes on the character of a general public health measure, rather than an “occupational safety or health standard.”

What does all this mean for employers? It means that unless they are a health care facility that receives federal funding (the Supreme Court upheld the healthcare worker mandate) they are not federally mandated to develop vaccination policies, monitor vaccination status of their employees, or mandate that their workers be vaccinated or submit to weekly testing.

Employers still would have to comply with any state rules regarding COVID testing, masking, vaccines, and testing, if any. Importantly, the Supreme Court historically and during this pandemic has been inclined to uphold such state-made vaccine and testing rules. Employees are also free to implement their own workplace rules regarding COVID, as they see fit.

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SERVING THOSE WHO SERVE US.

NEW HAMPSHIRE HOSPITALITY EMPLOYEE RELIEF FUND Helping over 800 hospitality employees and distributing over $200,000 in relief grants since 2020.

Voted "Most Significant Industry Resource"

Emergencies happen.

We're here to help.

Relief grants of up to $250 are available to hospitality employees experiencing a crisis like an illness or natural disaster. These grants cover housing, living, and medical expenses.

Apply at nhlra.com/relief-fund www.nhlra.com | 21

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HAVE A QUESTION OR CONCERN? Membership in the NHLRA means being a part of the only organization in the state dedicated to protecting, promoting, and educating our hospitality industry.

Contact us for questions or to share what issues are affecting your business. We're here for you.

GOVERNMENT AFFAIRS: Mike Somers msomers@nhlra.com MEMBERSHIP AND BUSINESS DEVELOPMENT: Samantha MacDonald smacdonald@nhlra.com EDUCATION AND WORKFORCE DEVELOPMENT: Amie Pariseau apariseau@nhlra.com SOCIAL MEDIA AND MARKETING: Pamela Baker pbaker@nhlra.com OFFICE AND EVENTS: AubreyLynn Goodale apaquette@nhlra.com

MEMBER SOLUTIONS Save time and money with the NHLRA's endorsed service providers.

MUSIC LICENSING Members save up to 20% off music licensing fees for BMI and 10% off SESAC. GROUP PURCHASING ORGANIZATION NHLRA members receive cash back on manufacturer rebates normally unavailable.

COMPLIANCE PORTAL Including risk management and safety tools, compliance support, and templates for training and safety manuals.

DENTAL & VISION INSURANCE Save up to 15% on dental and vision insurance rates through our group buying program.

401(k) PROGRAM Establish a 401(k) program with minimal overhead under a NHLRA umbrella plan.

CREDIT CARD PROCESSING Receive a discount of up to 10% off of processing fees.

LIQUOR LIABILITY INSURANCE Save up to 20% off your liquor liability insurance premium.

PROPERTY INSURANCE You may be eligible for a 5% discount on property insurance.

MUSIC LICENSING

NHLRA OFFICE: (603) 228 - 9585 info@nhlra.com

Members receive an exclusive 10% discount on the subscription price and a 30-day free trial.

LEGAL SERVICES 30 minutes of free legal advice per incident, issue, or matter.

Need to retain their services? Receive a discounted rate.

WORKERS' COMP INSURANCE Our self-funded, not-for-profit, worker's compensation trust returns dividends (on average) of 20-35%.

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FEBRUARY RENEWALS Thank you to these renewing members!

110 Grill 815 Cocktails & Provisions 900 Degrees Neapolitan Pizzeria Adair Country Inn and Restaurant Aldworth Manor Belmont Hall Restaurant BG's Boat House Restaurant Blue Latitudes Bar & Grill Boardwalk Inn & Cafe Cabot Inn & Suites Candia Springs Adventure Park CGI Business Insurance Cross Insurance

Five Guys Burgers & Fries Flying Goose Brew Pub & Grille Four Seasons Motor Inn Hooked & Ignite Island Hospitality Management LaBelle Winery Logan's Run Restaurant Machina Kitchen & ArtBar Martingale Wharf Mill Falls at the Lake MMG Insurance Nordic Inn Condominium Resort Puritan Backroom Restaurant

ROOST Sea Ketch Shooters Tavern & Pizzeria Three Chimneys Inn Tidewater Catering Group Vito Marcello's Italian Bistro Vrountas, Ayer & Chandler, P.C.

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16 Centre Street Concord, NH 03301 | (603) 228 - 9585 | nhlra.com