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Lessons Learned From The Novartis FCPA Settlement

Posted: July 25th, 2016

Published In: The Suffolk Lawyer

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Last spring, Swiss pharmaceutical giant Novartis AG paid $25 million to the SEC to settle Foreign Corrupt Practices Act (“FCPA”) charges relating to its operations in China.  According to the SEC’s internal administrative order, Novartis subsidiaries in China bribed government-affiliated doctors and healthcare professionals—who qualify as “foreign officials” under the FCPA—to increase sales of their products.  The Swiss company and its Chinese subsidiaries are subject to the FCPA’s jurisdiction because Novartis trades on the New York Stock Exchange.

The FCPA is an important but little understood U.S. statute that can severely impact any business that operates internationally.  The FCPA prohibits U.S. persons, companies, and issuers—such as Novartis—from, among other things, bribing or attempting to bribe a foreign official to secure an improper business advantage.  FCPA violations can result in steep criminal and civil fines, imprisonment, reputational harm, and a host of other ills.  The recent Novartis settlement highlights one of the most common FCPA pitfalls: travel and entertainment expenses.

The FCPA allows companies to pay for “reasonable and bona fide” expenditures of government officials, specifically referencing “travel and lodging expenses.”  But when do travel and entertainment expenses become unreasonable and subject to sanction under the FCPA?  Companies often struggle with this question.

In the case of Novartis, many of the problematic expenses were made in connection with otherwise reasonable expenditures.  For instance, in 2009, Novartis’ Chinese subsidiary sponsored 20 Chinese healthcare officials to attend a clinical conference in Chicago.  While paying for foreign officials to attend an educational conference may be reasonable, paying for purely recreational activities, such as an excursion to Niagara Falls, is not.  The subsidiary also paid for the spouses of the officials to travel to the United States and provided them with $150 in “walking around” money.  In another example, in 2011, a Chinese travel company submitted invoices to Novartis totaling $25,000 in connection with healthcare officials giving lectures to other officials.  But the invoices were recorded as legitimate expenses without any confirmation that Novartis’ subsidiary organized the lecture or that any healthcare officials actually attended the lectures.

Companies paying for the travel and entertainment of foreign officials must do so cautiously and ensure that all expenses are related to a legitimate purpose.  For instance, if your company is seeking authority to build a manufacturing facility in a foreign country, it may be perfectly legitimate to fly the approving officials to the United States to tour a similar facility.  However, it would violate the FCPA to fly those officials to the United States to tour the facility for one hour, but pay for five nights in a luxury hotel and three rounds of golf.  In that case, the travel and entertainment expense is vastly disproportionate to the business purpose.

Not only did Novartis improperly induce the healthcare officials to prescribe its products through the use of travel and entertainment, but the company improperly recorded these payments as legitimate selling and marketing costs, violating the FCPA’s “books and record” provisions.  According to the SEC, Novartis violated Section 13(b)(2)(A) of the Exchange Act requiring issuers to keep accurate books and records, as well as Section 13(b)(2)(B) requiring issuers to devise and maintain a system of internal accounting controls sufficient to detect and prevent the making of improper payments to foreign officials.  Be aware that even if the DOJ and SEC cannot bring a charge for violating the FCPA’s anti-bribery provisions, there may be sufficient evidence to demonstrate a violation of the books and record provisions.  Undocumented or vague reimbursement descriptions for travel and entertainment expenses may indicate an underlying corrupt payment.

Novartis is not the first, and certainly will not be the last, healthcare company to come under scrutiny for providing gifts, travel, and entertainment to employees of state-owned hospitals in foreign countries.  In 2012, as part of a deferred prosecution agreement, Pfizer paid $15 million to settle similar FCPA charges in connection with its subsidiaries’ activities in Eastern Europe and Russia.  Travel and entertainment expenses are among the most challenging FCPA issues, in part, because they are commonplace and because the FCPA does not provide bright-line rules for what constitutes reasonable expenses.

As with any item “of value,” travel and entertainment expenses may not be given with a corrupt intent, meaning that the expenses are not part of a quid pro quo for any particular official action.  Companies should always err on the side of transparency and prudence, and keep in mind that what may be reasonable in the United States may not necessarily be reasonable in a foreign country.  Companies should always ensure that the travel and entertainment are proportional to the legitimate business purpose and avoid paying the expenses of officials’ family members.  All travel and entertainment expenses should be well documented and accurately reported in the company’s books and records.  Companies should never provide foreign officials with cash, and payments for inappropriate activities, such as the cover charges at strip clubs paid by Novartis’ subsidiary, should be avoided.  In today’s global business environment, companies must be vigilant to ensure that their travel and entertainment practices align with regulatory requirements.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

What to Do When a Loved One Dies

Posted: July 25th, 2016

By: Martin Glass, Esq. email

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Of course, it’s always tough when a loved one dies.  It’s already emotionally draining, but if you are immediate next of kin and/or the named Executor, there’s even more stress.  Depending on the complexity of the estate, there could be an enormous amount of work required to handle the person’s estate.

A few things should be done as soon as possible.  If there is a house or property, that means changing the locks if necessary.  It’s your job to protect the estate.  The next biggest thing is to find and gather documents.  Hopefully there’s a Will, along with some sort of filing system for bills, tax receipts, and other financial information.  Collect as much of this paperwork as you can, plus credit card statements, bank statements, life insurance policies, car titles, and anything else you can think of.  It can always be thrown out later.

While you’re searching for documents, check to see if your loved one pre-planned his or her funeral with a pre-needs agreement with a funeral home.  Even if there is one, you need to determine if it was fully paid for or if there was a life insurance policy for this purpose.

At the time of the funeral, you will be asked about death certificates.  I always advise my clients to get at least 10 of them.  If you know that there are complicated finances involved with a multitude of financial institutions, you may want to get more.  They’re pretty inexpensive and are much harder to obtain after the fact.

If you are the named Executor in the Will, you need to begin the probate process as soon as possible to get appointed.  If there is no Will, then an Administration proceeding will need to be commenced for you to become the Administrator of the estate.

Many things can wait until you become appointed, but if a loved one lived alone, it will be important to call the electric company, water provider, cable provider, phone companies, etc. to stop service and avoid any additional charges.  Make sure that automatic payments are stopped.  If any bills are due, you have the choice of paying them personally and then being reimbursed by the estate or letting the creditor know that the person has passed and that they will be paid as soon as possible.  This should be done by phone and in writing just to make sure.

If you have access to the online accounts of the deceased, you may want to consider changing the passwords for access.  This will guard against anyone looking to steal your loved one’s identity, and prevent others from gaining access to account information they should not have.

Once you have been appointed as Executor or Administrator, you need to get in touch with all of the financial institutions.  Unfortunately, unless you’re the spouse, most of these companies won’t talk to you until you have the appointment.  Finding all the banks, etc. is often a challenge, because most people have multiple bank accounts, plus various investment accounts, pension providers, loans, credit cards, and insurance companies.  If you’re not sure of all the accounts, check back tax returns.  They often have a wealth of information.

With respect to the decedent’s income, often the funeral home will contact the Social Security Administration to stop payments.  Check to see if they have done this.  You’ll also need to see if the decedent’s pensions stop or roll to a spouse or child.  If there is an IRA or other type of retirement account, see if it becomes an inherited account or if it can be rolled over into yours.  This can normally only be done for spouses.

Lastly, as counter intuitive as it may sound, do as little as possible and only what you need to do.  As I said in the beginning of this article, losing a loved one is a stressful, tiring, and emotional experience.  You may be pressured to move assets or open new financial accounts.  Unless you absolutely have to, don’t.  Decisions about money and property should be made with a clear head.  You need to take care of the past before you can think about the future.

The information contained in this article is provided for informational purposes only and is not and should not be construed as legal advice on any subject matter. The firm provides legal advice and other services only to persons or entities with which it has established an attorney-client relationship.

3 Steps to Take After an Unsuccessful Negotiation

Posted: July 25th, 2016

By: Joe Campolo, Esq. email

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Over lunch last month, a friend and fellow attorney was obsessing over a recent negotiation that hadn’t gone well.  I watched his meal get cold as he shared the cringe-worthy story.

His client was buying out his partner’s shares in their company, and the negotiations had been smooth sailing in the weeks leading up to the closing.  The business breakup was amicable, my friend had dealt with opposing counsel on a prior matter, and the agreements had been drafted without too much pushback.  At the closing table, however, all hell suddenly broke loose.  Seemingly overnight, his client had decided that he wasn’t getting such a good deal after all.  He challenged almost everything and made demands that he had never raised previously.  As my friend advocated for his client’s new position, he felt that he lost credibility with the other attorney, and while his client was busy yelling at everyone, my friend began to seriously doubt himself.  How could he have misread his client so badly?

The deal eventually closed somewhere in the middle of what had initially been contemplated and what the client ultimately wanted.  But my friend still had a bad taste in his mouth weeks later.  Here, the advice I gave him:

  • Relax… One lackluster negotiation (or more) doesn’t mean your career is over or that you’re a terrible negotiator. Unfortunately, no matter how well you may prepare for a negotiation, some negotiations just won’t go your way.  Try to put things in perspective and realize that one unsuccessful negotiation doesn’t define your entire career.
  • …but do figure out what happened… I am not a fan of complaining.  Instead, when a negotiation turns sour, analyze the experience and figure out why things turned out as they did.  Were you unprepared?  Did you spend enough time actively listening to your client and the other side?  Did you let your expectations cloud your judgment?  Even if you believe the bad outcome was someone else’s doing, there’s always something that you can focus on improving for the next negotiation.
  • …and focus on training. I firmly believe that good negotiators are made, not born, and that everyone can use a periodic refresher on how to negotiate effectively.  I recently attended a negotiation workshop at Harvard Law School’s Program on Negotiation and picked up so many new strategies, even though I consider myself an experienced negotiator and negotiate every day.  There’s always something to learn.  Use this disappointing negotiation as an opportunity to identify where you should focus your training.  Training will always pay off.

Innovate Long Island: On LI Innovation, Alessi Is More

Posted: July 17th, 2016

Still trying to cram 27 hours into every day, former New York State Assemblyman Marc Alessi has added another hat to his collection, heading efforts to support and grow the state’s network of economic-foundation-laying business incubators. Already hard at it chairing the economic development practice group at Ronkonkoma law firm Campolo, Middleton & McCormick and ushering Stony Brook-based SynchroPET’s breakthrough MRI/PET scanning technology to market, Alessi – who also squeezes in a few hours as executive director of Shoreham’s coming-soon Tesla Science Center – is one of the Long Island innovation economy’s busiest participants. And he likes what he sees:

OLD FRIENDS: When I was in the New York State Assembly, when I got really interested in the innovation economy and helping entrepreneurs, I began working with the Business Incubator Association on ways to incentivize investments in startups and spin more technologies out of our laboratories. David Hochman was the executive director then and I credit him with helping me form some of my policy positions on the innovation economy and entrepreneurship. When I was back in the private sector, mentors like David helped me a lot as I started my own company and got involved with the Long Island Angel Network and other groups.

THE RIGHT MAN: I’ve continued to interface with them for more than nine years. When David announced to the board last year that he was going to transition out, they started an RFP process and encouraged me to participate, because they felt I had a professional plate that would enable me to work well with the organization and help grow it.

TRANSITION OF POWER: I worked very closely with David during the transition. I’ve been flying solo since July 15 and I’m enjoying every day, traveling throughout the state and meeting with various incubators in each region.

INSPECTOR, IN GENERAL: There are over 40 incubators in the network right now, with over 70 locations, and I want to see every one of them by next summer. My job is to grow that network and bring in more incubators, so first I need to see what we already have in the network and how they’re working. I’m on a family vacation upstate right now and I’ll probably bounce over to Rochester and Buffalo and check out some locations there.

INCUBATION ISLAND: Long Island is one of the more vibrant regions when it comes to the innovation economy and incubating. With institutions like Stony Brook University and Farmingdale State College creating business-incubator programs and some of the private-sector incubators – like LaunchPad, which in May became one of the Business Incubator Association’s newest members – there’s a lot happening.

MIX AND MATCH: LaunchPad Long Island coming in is important. University incubators take on more high-risk companies, often coming out of their own labs, but private incubators in New York City and on Long Island, like LaunchPad, take on early-stage companies that are a little leaner and meaner. Private-sector incubators could learn a great deal from university incubators, while university incubators can learn about best practices and the real challenges of entrepreneurship, when you don’t have government funding and you have to thrive and make a profit.

STUDYING SYNCHROPET: Since the first tests at the University of Buffalo, they’ve done some additional studies and they’re about to release another paper based on our SynchroPET device. We’ve changed some of our performance metrics based on the testing, and we’re happy with how it’s coming along.

SYNCHROPET-IZE YOUR WATCHES: We’re now building another round of devices to test at new beta sites, and we’re in active talks with larger imaging companies that are looking to form manufacturing or distribution partnerships with us. We’re probably in the second stages of talks now and they’re doing their due diligence. If we’re going to come to any agreements, it should happen by early fall.

DON’T GIVE UP YOUR DAY JOB: Things are very busy at Campolo Middleton, where I meet 10 to 20 companies that are just starting up every month. It really keeps my finger on the pulse of what’s starting up and what’s bubbling up.

DRIVING TESLA: The Tesla Science Center at Wardenclyffe has been a passion of mine and I’ve been involved as a board observer. They got to a point where they needed an entrepreneur with startup experience to start putting together a staff and help with the capital fundraising. The board understood that I get the mindset of successful entrepreneurs and innovators. As the part-time executive director, it’s my job to pull together this plan so we can get the museum of the ground in the next year-and-a-half.

LIKE THEY DID ON “THE WEST WING:” I’ve grown accustomed to 12-hour days and 60-hour weeks have always been the norm for me. I’m getting really good at time management. All of these jobs get an equal slice of my time. I just don’t have too many discussions standing at the water cooler … most of my discussions are done walking.

FRONT ROW: All of these projects give me a footprint in the innovation economy. From the SynchroPET standpoint, I get a firsthand view of what entrepreneurs are up against. From the point of view of the incubator association, I get a more macro view of government policies that affect the entire ecosystem. And the law firm puts me in touch with all these startups every month, so I get their perspectives.

GROWTH MODE: The Long Island innovation economy has matured a great deal in the last seven or eight years. I remember when we were first exploring how to create this kind of ecosystem – we had some incubators and we had the laboratories and we had some folks starting to invest in early-stage companies. Now, I’m impressed by the frequency of it, and what organizations like Accelerate Long Island and people like Mark Lesko have been able to accomplish. Long Island is coming together with a common goal, and we’re lightyears ahead of where we were just eight years ago.

Interview by Gregory Zeller

http://www.innovateli.com/debrief-li-innovation-alessi/

Campolo Honors American Ex-POWs at Red Cross Gala

Posted: June 29th, 2016

red cross LI Dinner Dance
red cross LI Dinner Dance

The American Red Cross on Long Island honored members of the local American Ex-Prisoners of War chapter on June 9, 2016 at the Red and White Dinner Dance, the annual fundraiser for Long Island branch of the 135-year-old nonprofit.  In a special recognition ceremony, the Red Cross paid tribute to Joe Abbondondelo, Ben Chrzanoski, Steve Kirtyan, Joseph Manoni, and Bernie Rader, who valiantly served their country in World War II and were held captive in Europe until 1944 and 1945 under unimaginable conditions.  Stanley Kosierowski, who passed away on March 22, 2016 shortly after being awarded the prestigious POW medal, was also recognized.  Joe Campolo, Red Cross board member and managing partner of Campolo, Middleton & McCormick, LLP, Suffolk County’s premier law firm, was honored to present medals to these American heroes at the event.

Members of the “greatest generation,” many of these former POWs credit the rations they received from the American Red Cross with helping to save their lives.  The ceremony was a tribute to the original line of service on which the Red Cross was founded in 1881.  For more than 130 years, the Red Cross has been a steadfast supporter of the military and their families.  Today, through its Service to the Armed Forces program, the Red Cross serves as a communication link to deployed military members, provides pre- and post-deployment support, and works with veterans in an ever-changing and demanding environment.

Campolo was selected to present the tribute medals to the ex-POWs in recognition of his work as a board member of the American Red Cross on Long Island.  Prior to starting Campolo, Middleton & McCormick, he served honorably in the U.S. Marine Corps.

At the ceremony, Campolo said that he was “humbled to help recognize a group of American heroes.  Each of these servicemen valiantly protected the liberties and freedoms we hold dear as Americans.  Their sacrifice, resolve, and bravery continue to serve as an inspiration to us all.”

Alessi Named Executive Director of Business Incubator Association of New York State

Posted: June 23rd, 2016


BIANYSMarc Alessi
, chair of the Startups and Economic Development practice groups at Campolo, Middleton & McCormick, LLP, Suffolk County’s premier law firm, has been selected to lead the Business Incubator Association of New York State, Inc. (BIA/NYS).  A nonprofit trade association, BIA/NYS is the state’s largest organization dedicated to strengthening and expanding the facilities and programs that foster the growth and development of startup and incubator-based enterprises throughout New York.  As Executive Director, Alessi is charged with furthering the association’s mission to promote networking, knowledge-sharing, and advocacy among organizations operating business incubators throughout the state.

The organization is a natural fit for Alessi, an experienced navigator of the local and regional entrepreneurial ecosystem.  The recipient of the Innovator of the Year Award from Innovate Long Island, Alessi has helped launch and finance a number of early stage companies across a variety of industries including biotechnology, IT, construction, and real estate.  Alessi helped establish Accelerate Long Island, a unique collaboration among the region’s research institutions and business community to foster startup growth.  He currently serves as Chairman and Founding CEO of one of their portfolio companies, SynchroPET, which is advancing its technology and developing its business as a tenant in the Long Island High Technology Incubator (LIHTI) at Stony Brook University. The company’s medical imaging products, based on intellectual property licensed from Brookhaven National Laboratory, are the smallest, lightest PET scanners in the world, facilitating research via non-invasive PET and simultaneous PET/MRI imaging.

Alessi, a resident of Shoreham, has a long history of public service, including serving three terms in the New York State Assembly representing the First Assembly District, which included the Towns of Brookhaven, Riverhead, Southold, and Shelter Island.

“After a decade of impressive growth, the BIA Board was seeking an Executive Director to take the organization to the next level in scale, support for our constituencies, and recognition. Marc’s diverse background, as well as his personal skills and talents, are a terrific match for our vision. We all look forward to making great strides with him in the years ahead,” said Ann-Marie Scheidt, Chair of the Board of Directors of the BIA/NYS and Director of Economic Development at Stony Brook.

No-Fault Carrier Not At Fault for Faulty Billing: Billing Confusion Creates Potential Liability for Healthcare Providers

Posted: June 23rd, 2016

By Scott Middleton

A recent New York State Court of Appeals decision, Aetna Health Plans v. Hanover Insurance Company (NY Slip Op 04658, June 14, 2016), creates yet another worry for doctors and patients with respect to medical billing and ultimate responsibility for those bills.

The issue presented is whether a health insurer that pays for medical treatment that should have been covered by the insured’s no-fault automobile insurance carrier may maintain a reimbursement claim against the no-fault insurer within the framework of the Comprehensive Motor Vehicle Reparations Act (New York Insurance Law section 5101).

The insured in this case, Luz Herrera, sustained personal injuries while operating a vehicle insured by defendant Hanover Insurance Company. At the time of the accident, Herrera had private health insurance through plaintiff Aetna. The Aetna plan was an ERISA-based plan, which means that any payments made by the plan are subject to a lien against any third party recovery.

Some of Herrera’s medical providers submitted bills to her Aetna health plan as opposed to the Hanover no-fault insurance policy. Aetna wrote to Hanover seeking reimbursement for medical bills erroneously paid by Aetna that should have been billed to the no-fault carrier. Simultaneously, Aetna filed a lien for reimbursement should Herrera be successful in resolving the personal injury case. Herrera herself sent bills that were erroneously paid by Aetna to Hanover demanding reimbursement. Hanover did not respond to either request.

Herrera demanded arbitration pursuant to her policy with Hanover, claiming that she was entitled to no-fault benefits based upon Aetna’s lien. The arbitrator ruled against Herrera, stating that she lacked standing because Aetna paid the bills and Aetna’s lien was unsatisfied at the time.

Initially, medical bills totaling over $19,000 were incorrectly submitted to Aetna. Herrera’s medical providers continue to submit additional medical bills to Aetna, incorrectly, totaling another $23,500. Herrera then assigned her rights against Hanover to Aetna. Aetna then commenced the action against Hanover seeking reimbursement for the amounts paid on Herrera’s behalf.

Aetna conceded that as a health insurer or plan, it was not a provider of health services as contemplated by the insurance regulations, which permit only an insured or providers of health services to receive direct no-fault payments. Because Aetna is not a healthcare provider, Herrera could not assign her rights.

The court concluded that because Aetna is not a healthcare provider under the no-fault statute, it was not entitled to direct payment of no-fault benefits. Furthermore, the court held that Aetna was “not in privity of contract with Hanover and had not shown that it was an intended third-party beneficiary of Hanover’s contract with Herrera.” Finally, the court determined that Aetna could not sustain a cause of action under subrogation principles because there was no authority permitting a health insurer to bring a subrogation action against the no-fault insurer for sums the health insurer was contractually obligated to pay its insured.  Judge Stein aptly points out in her concurring opinion that Aetna should have denied and not paid the benefits.

The decision does not go into any detail with respect to whether Herrera satisfied the lien out of any third party recovery relating to her personal injury case. This decision, however, raises interesting questions. Assuming Herrera was successful in her personal injury case, she would be contractually obligated to repay Aetna based upon the lien. Does she now have a claim against her no-fault carrier for reimbursement or does she have a claim against her medical providers for incorrectly billing her health insurance plan? Judge Stein asked a similar question in her concurrence. Does Aetna now have a cause of action against the providers who incorrectly and improperly billed Aetna as opposed to the no-fault carrier?

In any event, the medical providers, due to a mistake in billing practices, may be exposed to litigation. Doctors, healthcare providers, and medical billers are therefore cautioned to obtain the appropriate information from the patient when it comes to submitting bills to the proper insurance carrier or health plan. It would appear that even an honest mistake could expose the medical provider to otherwise unnecessary litigation.

Tips for Hosting a Workplace Summer Soirée

Posted: June 22nd, 2016

malafi summer office party

By Christine Malafi

Fireworks.  Barbecues.  Lemonade.  A refreshing dip in the pool.  Summer has a way of bringing out the “sunshine” in everybody.  Hosting a summer event is a fun, enjoyable way to thank employees for their efforts and celebrate the pleasures of summer on Long Island.  But before you dive in, it’s important to consider potential legal issues that could quickly make you forget the fun.

Serving alcohol is always a risk, raising the potential for accidents and injuries, as well as inappropriate behavior and lawsuits.  But employers can reduce risk through advanced planning.  While liability generally does not attach to “social hosts” for accidents or injuries suffered off-premises by third parties as a result of alcohol served by the host, at least in New York, if an employee leaves an office party and travels directly to another state, New York law may not prevent liability.  Additionally, no one under the age of 21 may be served alcohol at a party, or the host may be held liable if someone is injured by that underage drinker.  The safest way to prevent potential liability relative to physical injuries involving alcohol use at a summer office party is to hire bartenders to serve the alcohol and ensure that alcohol is not served to underage party guests.

Another risk associated with alcohol consumption is the level of “celebration.”  As an employer, you do not want managers and/or supervisors acting inappropriately or provocatively, or flirting, with your staff.  The warm weather and laid back atmosphere of summer can make some people feel it’s okay to act inappropriately in a party setting.  It’s not.  The same workplace standards of a non-hostile work environment and non-harassing conduct apply to and should be enforced at all office gatherings.  On a related note, if the party will have music, employers should check the song list for offensive material.

Employers are also advised to carefully consider the nature of the party itself.  Depending on the size and dynamics of your group, it may not be worth the headaches and potential exposure (literally) to have a pool party, which comes with its own set of issues involving appropriate clothing/swimsuit choices, as well as safety risks.  An outdoor picnic with a casual dress code may be a better option.  You don’t want to return from July 4th weekend facing a lawsuit alleging a hostile work environment or discrimination.

Additionally, it is probable that a court would find that employees’ attendance at an office party relates to their employment, even if attendance is voluntary, potentially triggering workers’ compensation benefits for injuries sustained during the party (and potentially afterwards).  To avoid potential wage claims, if attendance is required, the party should be held during normal work hours.  Employers must take reasonable steps to protect their employees and guests from injury, whether at the workplace or an off-site location where the party is held.

To help set your mind at ease before your summer event, consider doing the following:

  • Skip pool-related events
  • Have transportation to and from the party available
  • Hire a professional bartender or caterer with sufficient liability insurance
  • Provide non-alcoholic drinks
  • Have management/supervisors at the party on the lookout for excessive drinking and/or inappropriate behavior
  • Invite employees’ family members to participate
  • Make sure employees know that they are not required to attend

A little advance planning can go a long way.  If you have any questions, please feel free to contact us.