We have all been there – a long shift, the team have really pushed themselves, guests have been challenging, perhaps no breaks have been given due to business levels, everyone is tired, but we STILL have the close to do … what do we do as managers? More often than not, we reach for some alcoholic drinks for ourselves and the team. This scenario is one played out daily in most hospitality businesses. Having a shift drink is so ingrained into our culture that it would feel stranger to NOT have one. We use alcohol to celebrate a fantastic shift, to console if the shift has been very stressful, to relax and bond as a team, as a way to mentally ‘sign off.’ And what’s the harm? If people don’t want a drink they can just opt out, right?

Well, it’s not quite that easy. The fact is we do use alcohol to excessive levels in the industry, and this can have an impact on our team’s overall mental and physical health both short and long term. You do not need to have alcohol misuse disorder to feel the negative effects from daily drinking, including poor sleep, reduced dopamine levels, liver and cardiovascular damage, weakened immune system, cognitive impairment and increased risk of mood disorders. There is also the potential negative impact that drinking has on our behaviours, the things we might say or do that we wouldn’t when sober… doing this in the company of work colleagues can sometimes result in a rather awkward morning-after.

It’s important to bring a balance to how our teams use alcohol, safeguarding them against potential future issues. If we want to do this, it is vital that we change the current culture and attitude around alcohol use. Below are a few tips that will help make those changes and positive impact.


It starts from the top. Get your managers in the business on board with any changes and have them set an example themselves around responsible drinking. Instead of sitting and cashing up with a glass of wine while your team watch on and invariably copy you, grab a decaf tea and start that process of unwinding in a nourishing and supported way.

Make sure you develop and communicate clear policies regarding alcohol use in the workplace so there is no ambiguity, and enforce consequences at all levels.  No more managers ‘say one thing but do another’, which takes away authority.


While most of your team can drink and have little to no negative long-term effects from their alcohol use, we do have very high incidents of addiction in the industry, which means it’s important the team are aware of the effects of alcohol misuse. Make it less of a tick box exercise, and really ensure your team understands how damaging excessive use is on mental and physical health.

Encourage open discussions about addiction and create an environment where team members feel safe to discuss issues relating to alcohol and drug use without fear of judgement or repercussions. Quiz the team on recommended units in briefings, and ensure your alcohol policy is one that everyone is very clear on.

If there are guests who are intoxicated, make sure that the language used around that is one of compassion and care and not ridicule – “god did you see the state of table 4?!” This language supports a culture that says excessive alcohol use is something to be joked about rather than something that should raise concern.


One of the reasons people turn to substances is due to stress brought on by over-working. You must ensure your team have a healthy work-life balance with their rotas, and lead by example by not working unsustainable hours as managers and leaders either. Check in with the team, make sure their rotas are manageable, and be flexible for the times when they are not.

Make training for stress management part of your induction with new team members, and regularly revisit this as part of a wellbeing package that you have in place for all departments. The Burnt Chef Project are fantastic at creating bespoke services in this regard. Check them out for guidance.

We are all unique and the way that this is embraced by the industry is one of the best parts about working in it. This does mean we also need to support team members that way, so get to know them and ensure you are supporting them in the way that allows them to succeed.


Signs that people are struggling with drinking are very similar to other mental health challenges. You may notice that the team member is more tired, gets frustrated easily, less conscientious, arrives to work late, stops taking care of personal hygiene, becomes introverted etc. They may express statements such as “I cannot wait for a drink after work” and be the first to pour the pints. While this alone does not indicate alcohol misuse disorder, it is something to be aware of and a sign to check in with that person.


Don’t hide the support that is on offer to your team – have it easily accessible in staff rooms, notice boards, community apps, training portals etc.  Normalise the conversation.

Look into providing EAP programs such as counselling for team members who are dealing with addiction issues.

Ensure team members who are in treatment/therapy/recovery programs for their addictions are given that necessary time off work – it is vital that they commit to these programs, so support with positivity.


Get the team excited about No/Low products through education and have a great range of drink menu options to encourage a positive relationship with these drinks for your guests.  This inclusive attitude will filter backwards into the team and influence the way they think about their own drinking choices.

Ensure that team members serving alcohol are trained in serving alcohol responsibly and can identify signs of overconsumption.  Make sure they know how to handle these situations and offer guests No/Low alternatives to encourage balanced drinking behaviours.

Limit the amount of after work drinks and have lots of NA options.

By implementing these changes, and by being both consistent and flexible in your approach you will be creating a new culture in the workplace, one that is balanced, inclusive and sustainable.

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