Hospitality & Restaurants

Review the property, people, customers, and operations behind the guest experience.

Piedmont helps restaurants, restaurant groups, cafés, fast casual and QSR operators, franchisees, hotels, caterers, hospitality and event operators, and food and beverage businesses connect the guest experience to the property and operational risks behind it.

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Operating context

The guest experience depends on a connected operating picture.

A hospitality review should consider the building and tenant improvements, people, guests, food and beverage operations, equipment, inventory, delivery, technology, and the revenue assumptions behind each location.

Restaurant and hospitality model

Restaurants, groups, cafés, fast casual and QSR operators, franchisees, hotels, caterers, and event operators have different locations, services, hours, and operating responsibilities.

Property and tenant improvements

Buildings, tenant improvements, business personal property, furnishings, signage, kitchen layouts, and leased premises shape the property program.

People, guests, and operations

Employees, managers, temporary or seasonal staffing, guests, vendors, events, food handling, and service patterns influence liability and employment exposures.

Equipment, inventory, and revenue

Kitchen equipment, refrigeration, perishable inventory, delivery, point-of-sale systems, utilities, and business income connect a small physical issue to a wider interruption.

Material exposures

Look beyond the dining room to the systems that keep service moving.

A focused review considers property, people, customers, equipment, food and beverage operations, technology, vehicles, vendors, and the revenue impact of a disruption.

Property and business personal property

Review the building interest, tenant improvements, furniture, fixtures, business personal property, signage, and location-specific values.

Kitchen equipment and refrigeration

Kitchen systems, refrigeration, cooking equipment, and equipment breakdown can affect operations even when the visible physical loss is limited.

Spoilage and contamination

Refrigerated or perishable inventory may spoil from a covered failure, while contamination response may involve disposal, cleanup, interruption, and related expense where coverage is available.

Guests, employees, and employment

Guests, employees, seasonal staffing, workplace practices, food service, events, and customer interactions create distinct people and liability considerations.

POS, crime, and delivery

Point-of-sale systems, payment instructions, employee theft, social engineering, delivery, catering vehicles, and third-party platforms can shape the operational risk.

Coverage considerations

Compare coverage around the location, the people, and the operation.

Property, equipment breakdown, spoilage, contamination, utility or service interruption, business income, general liability, and applicable specialty coverages should be considered against the way each operation actually runs.

Property, tenant improvements, and BPP

Compare building interests, tenant improvements, business personal property, furnishings, equipment, values, and location-specific assumptions.

Equipment breakdown and spoilage

Review refrigeration, kitchen equipment, equipment breakdown, and spoilage of refrigerated or perishable inventory from covered failure where applicable.

Contamination and interruption

Contamination response, disposal or cleanup, utility or service interruption, business income, and extra expense may matter where coverage is available.

General liability and people exposures

Consider general liability, liquor liability where applicable, workers’ compensation, employment practices, guests, employees, events, and food and beverage operations.

Cyber, crime, auto, and umbrella/excess

Review cyber and POS, crime, social engineering, commercial auto for delivery or catering where applicable, and umbrella/excess needs against the operation.

Relevant coverage categories

Compare the categories that reflect the operation.

Property, tenant improvements, and business personal property

Equipment breakdown, refrigeration, spoilage, and contamination

Business income and extra expense

General liability and liquor liability where applicable

Workers’ compensation and employment practices

Cyber/POS, crime, commercial auto, and umbrella/excess where applicable

Contractual and customer requirements

Leases, franchises, vendors, and events can shape responsibility.

Landlords, franchisors, lenders, vendors, delivery partners, event customers, and food suppliers may set requirements for insurance, evidence, property responsibility, indemnity, and continuity. Review those requirements in the context of the actual operation.

Leases and franchise terms

Review tenant responsibilities, tenant improvements, property values, additional insured treatment, indemnity, and franchise requirements where applicable.

Vendors and food suppliers

Supplier, service, equipment, utility, technology, and delivery relationships may set evidence, responsibility, recall, or continuity expectations.

Events and customer requirements

Catering, events, private functions, liquor service, venues, and customer contracts can introduce distinct limits, evidence, and operational requirements.

Business lifecycle

Each new location, concept, and service model can change the program.

Growth may add locations, states, brands, menus, hours, equipment, employees, deliveries, events, and customer requirements that should be reflected before the next review.

New locations or concepts

A new restaurant, hotel, café, QSR, franchise location, or event venue can change property, people, equipment, contracts, and income assumptions.

New services and channels

Adding catering, delivery, alcohol service, events, mobile operations, or third-party ordering can change liability, auto, staffing, and technology exposures.

Equipment and operational change

New kitchen equipment, refrigeration, vendors, hours, menus, utilities, or food processes merit a coordinated review of property and interruption assumptions.

Piedmont’s hospitality and restaurants advisory approach

Understand the operation and stay connected as it changes.

We approach insurance in the context of the business itself—its priorities, exposures, changes, and the risks that deserve attention.

Understand the business

Identify meaningful risk

Structure the program

Evaluate the options

Stay engaged

Start with the property, people, customers, equipment, inventory, contracts, and operations behind the guest experience; coverage depends on the actual terms and circumstances.

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