Hawaii Business Magazine May 2024

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CONTENTS

12

Building Outrigger Canoes Locally

In our My Job column, the production manager at Kamanu Composites describes the company’s canoes, processes and customers.

13 Companies Make 2024’s Best of Small Business These companies keep us moving, repair our problems, fill hotel rooms, feed, heal and entertain us, and help create a better future.

29

Pentagon Program Creates Conservation Partnerships Tens of millions in defense spending goes locally to habitat preservation, reforestation, watershed protection, flood and wildfire mitigation, and other projects.

47 What’s Being Done to Fix Hawai‘i’s Deadly Roads Protecting drivers, passengers, pedestrians and bicyclists from speeding vehicles, drunken and distracted driving, and other killers.

50

Combining Local Culture & Science to Heal Our Brains An eclectic group creates an institute that draws on many disciplines and traditions to improve people’s cognitive well-being.

65 Affordable Apartments in Small Walk-up Buildings This old-school form of low-rise housing is making a comeback on O‘ahu – after some hiccups.

68

Hawai‘i Island Business Report Organizations share their challenges and vision for moving toward a brighter, more sustainable future.

19 Health Care Champions A look at some of the health care heroes making a difference in our community every day.

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PHOTO: AARON YOSHINO

From His Hawai‘i Base, Ken Kao Makes Big Screen Hits The producer has worked with Martin Scorsese, Olivia Colman, Ryan Gosling, Russell Crowe, Brie Larson and many other stars.

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SPECI A L A DV ERTI SI NG SECTI ON S

for Hawai‘i CC

for Honolulu CC

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The campaign for the University of Hawai‘i

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IS THE CAMPAIGN FOR INNOVATION & ENTREPRENEURSHIP UH drives economic diversification and development across Hawai‘i through its innovative research, entrepreneurship and emerging technology. When we support UH, we help tomorrow’s thinkers turn their ideas and dreams into real-world solutions for the challenges we all face.

Innovation means new ideas, new goods and services, new business practices, and new ways of thinking about the interaction of Hawai‘i’s people with their economy toward better lives for us all.

The campaign for Hawai‘i’s university is for us.

For UH. For Hawai‘i.

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for UH Maui College

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Learn more at UHFoundation.org/4UH4HI

for HUH West O‘ahu 5 AWA I I B U S I N ES S

F R O M

A N

T H E

E D I T O R

O P E N

M I N D

Shakespeare Knew: “O Gentle Sleep, Nature’s Soft Nurse”

BY STEV E PETRA NIK

W

EATHER MIGHT BE THE NO. 1 TOPIC of small talk, but sleep –

specifically how much of it we’re not getting – is rising fast based on some of my recent conversations.

Though we can’t change the weather, we can change our sleep habits – in theory. The problem is it’s often hard to get more sleep and many of us who try are failing.

Sleep has recently joined good nutrition and exercise among the broadly accepted foundations of physical and mental well-being. You’ve probably heard that lack of sleep is the new smoking, a designation that, of course, makes people even more anxious about not getting seven hours or more a night.

Everyone has trouble getting enough sleep some of the time, but a 2020 survey by the U.S. Centers for Disease Control and Prevention found that 14.5% of adults had trouble falling asleep most days or every day in the past 30 days.

The subgroup with the highest rate of short sleep duration was Native Hawaiians and other Pacific Islanders at 47%.

This is not just a personal and health care issue, it’s also a business issue. A 2022 Gallup report estimated that the American economy loses $44.6 billion annually in unplanned absenteeism as a result of workers’ poor sleep.

A 2010 report in the Journal of Occupational and Environmental Medicine estimated that workers who don’t get enough sleep each cost their businesses an average of $1,967 a year in reduced productivity.

YOUNG ADULTS SUFFER THE MOST

That Gallup report, called “The State of Sleep in America,” is a good overview of how broad the sleep problem is.

Based on a survey of 3,000 Americans, it found that “over half (55%) of Americans cite getting a good night’s sleep as a ‘major priority’ on an average weekday – prioritizing it more than many other lifestyle factors, such as spending time with family and friends (45%) or eating healthy (40%).”

Despite that emphasis on getting a good night’s sleep, the Gallup report found that: • 1 in 3 (33%) survey respondents described their sleep last night as “fair” or “poor.”

• 81% of them said “mental activity – thinking, mind racing or feelings – has prevented them from having a good night’s sleep.”

• Insufficient sleep is worst among young adults: 38% of 6

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them said their sleep was only fair or poor last night in each of the three youngest age categories: 18-29, 30-39 and 40-49.

I recommend reading Staff Writer Chavonnie Ramos’ report on traffic deaths in Hawai‘i, starting on page 50 in this issue. Though less of a killer than speeding and drunken and distracted driving, drowsiness is a significant factor in traffic crashes, especially in Hawai‘i.

A 2013 CDC report found that 5.7% of Hawai‘i drivers reported falling asleep while driving during the past 30 days, the highest rate in the poll after Texas. That report was based on responses from nearly 150,000 drivers in 19 states and the District of Columbia.

LET YOUR BRAIN “BREATHE”

The same things that lead to good health in general also contribute to a good night’s sleep: a nutritious diet, exercise, and no smoking or alcohol. Beyond that, a lot of research has shown that CBT – cognitive behavioral therapy – can help improve sleep. Unfortunately, it is not a quick fix.

But if it’s a quick fix you seek, here’s one that might work. Just keep in mind, I can offer no scientific evidence about its effectiveness. I just know it works for me.

When I’m exercising, I focus on the workout and otherwise try to let my brain “breathe.” That means I avoid earbuds, conversation and other distractions except for short breaks. That’s essential while ocean swimming and paddling, but I also do it while weightlifting, hiking or walking.

Without distractions, my mind focuses on the moment but also lets in the anxieties and distressing thoughts that we usually try to escape. I let those thoughts in while exercising, when my mind and body can best defuse them. For me, that makes those thoughts less powerful and prevalent later when I’m trying to fall asleep.

STEVE PETRANIK EDITOR

S PEC I A L PR O M OT I O N A L S ECT I O N

Windward Auto Group LLC

B

EING HAWAI’I’S DEALER FOR THE PEOPLE is not just

a tag line, it’s our culture.

The Windward Auto Group has over 40 years of history, starting with just seven employees to the multiple franchises we have today with over 120 employees.

Within the 40 years of operation, we’ve had immense generational growth, including the sons and daughters of employees who have been with us for 30+ years. What may start out as a summer job grows into a fulltime job, and even promotions to management.

We’ve built our culture based on family values, and treating our employees and guests as one ohana. Our mission is to provide transportation solutions to people’s everyday problems. We are committed to giving a fun, memorable

BEST PLACES TO WORK WI NNER BRONZE

B E S T P L A C E S TO W O R K

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experience and building lifelong relationships within our community.

We are proud to say that we have created a top tier employee environment, relying on our Human Resources and culture building activities, and providing benefits including fully paid medical, vision, dental, life insurance, matching 401K plan, and paid college tuition. Creativity and fun culture building activities are a must for us; BBQs, picnics, holiday events, the list could go on! Always keeping it interesting really makes it the best place to work!

Being a dealer for the people is so much more than providing transportation solutions to our customers, but more so about generating positive change within the community.

Giving back to our community is a non-negotiable within our culture.

We have our own charity, a food pantry with cold storage located in our Kaneohe dealership. It’s called Giving Hope Hawaii, and we provide food for 3,500 families monthly. We are proud to say it’s funded through our vehicle sales and employee donations. We are grateful for our community members and employee volunteers who help to provide ser-

HAWAI‘I’S TOP EMPLOYERS 2024 BRONZE

vices to families with food insecurity.

We started as a small store on the Windward side of Oahu, and we have grown to service statewide.

We would like to thank our team for the success we’ve had over the years. It is our employees’ hard work and dedication that make us great, and we look forward to many more years of success!

46-177 Kahuhipa St. Kaneohe, HI 96744 (808) 791-1808 jerryforthepeople.com

H AWA I I B U S I N ES S

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TA L K

S T O RY

He Made the Most of a New Start in Hawai‘i Chad Buck has built the Hawai‘i Foodservice Alliance into a major local company.

Now he’s being honored as Salesperson of the Year.

BY KENT CO ULES

Buck, founder, owner and CEO of the Hawai‘i Foodservice Alliance, as its 2023 Salesperson of the Year. He will be honored at SME’s annual gala June 13 at the Sheraton Waikiki.

“We select honorees based on contributions to the quality of life as well as enhancing the image of the state,” says 8

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SME President Robin Kennedy. “Based on Hawai‘i Foodservice Alliance’s record of philanthropy and in particular to their dedication to serving the victims of the Maui wildfires, we are proud to honor HFA Founder and CEO Chad Buck as SME’s 2023 Salesperson of the Year.”

Hawaii Business asked Buck why and how an 18-year-old from a broken home in Chicago, with no money or contacts, bought a one-way ticket to Maui and ended up founding a company that

now ranks 49th on the Top 250 list of Hawai‘i’s biggest organizations.

ON HIS SALES PHILOSOPHY

I never had any formal training. This is what I think: Everything in life is a relationship.

So when I first started HFA, my client base was exclusively family-owned restaurants. I would go to my clients’ weddings and their other get-togethers. No one else did that.

You know when you walk into family

PHOTO: AARON YOSHINO

S

ALES AND MARKETING EXECU T I V E S A S S O C I AT I O N O F HONOLULU has chosen Chad

restaurants there are paper signs handwritten with marker? I’d go to Kinko’s and then show up at the restaurants with nice laminated signs. My signs are still in some of those restaurants – faded but still there.

If there’s anything I’m selling now it’s that the only way forward for Hawai‘i is together. It’s going to take all of us, it’s not just the responsibility of government. I would not exist without the community, so I don’t have the right to pull from one without giving as well. We need to build longer tables and not higher walls.

that seemed to be the right path forward.

I rented rooms that kept a roof over my head. Within months I was in a relationship and a teenage stepfather and working three jobs. I had a full-time day job, an evening job and one on the weekends. I built scaffolding for a painter and delivered 5-gallon water bottles in Lahaina.

I became the youngest manager for a store chain when I was still a teenager. I would literally skip a meal to buy a business book. They had business magazines and I could read them and return them to the rack.

ON MOVING TO MAUI AT AGE 18

WHAT HE LEARNED EARLY ON

Buying a one-way ticket from Chicago and moving thousands of miles away from everything I ever knew was my way of leaving a broken childhood behind.

The Maui brochure just happened to be the only brochure on the counter of the travel agency that day and from where I was,

I always had an entrepreneurial bent. I never had a job where I didn’t think, “If this was my company what would I do differently?”

I always kept one of those little blue or red memo pads and I would write down ideas or quotes. I was fascinated by Theodore Levitt’s book “The Marketing Imagination.”

This kid who never paid attention in school was reading a business book!

The most important thing I got from that book was that I had to be willing to work harder and smarter than the person next to me. My co-workers would complain that a guy was a slacker; I’d secretly celebrate because I saw that guy as competition for the next promotion.

WHEN HE FELT HE HAD MADE IT

In 2002, the Hawai‘i Foodservice Alliance made the list of Pacific Business News’ Fastest 50 Growing Companies in Hawai‘i.

When PBN called for an in-person interview, I told them I was between Neighbor Islands. I didn’t want them to see my office and warehouse because it was complete chaos. If you look at the first shot in the article, I’m sitting outside the airport like some jet-setter.

Walter Dods gave out awards at the

H AWA I I B U S I N ES S

9

TA L K

event. He was like a god to me at the time.

When I got up to accept, I told the audience the only reason I did all this was so I could meet him. While I’m leaving the event, I realized it was the first time in my life that I had received a certificate of any kind.

S T O RY

HFA STARTED PROVIDING FOOD, WATER AND OTHER CRITICAL SUPPLIES DIRECTLY TO MAUI WILDFIRE VICTIMS, WHILE THE FIRES WERE STILL BURNING. AND THE COMPANY DID IT AT ITS OWN EXPENSE. HOW DID THAT EXPERIENCE AFFECT YOU?

If you had asked me in the first week, I’d tell you there’s something about the ash in the air and having it on you.

When you’re face to face with that level of devastation, in lives and livelihoods lost, and everything they knew in this life was ashes and smoke, then you wonder what really matters now? What matters to that family who is together but has lost everything?

Mayor Richard Bissen invited me for lunch recently. When I get there there’s maybe 20 people in the room, and he’s organized the event just for me. He starts reading a certificate and then he starts reading the letter I wrote him saying that there’s no invoice coming for any of the months of deliveries and he just loses it.

He’s got tears running down his face.

Finally I have to get up and say something. I started reading from our first texts as a group of responders when the tragedy was unfolding. We didn’t know each other 24 hours before and yet all our texts are already ending in “I love you.” Going through this life changing experience together we instantly formed lifetime bonds.

GIVING BACK

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My life has been a string of miracles, and I don’t think it was designed for anything other than to give back.

I hired a guy today to work with the high schools. There’s a charter school in Kāne‘ohe with 63 special-needs students who get only 60% of the funding that DOE gets to feed their students. I get a call from the state and so I show up. We had their freshman class here in our building two hours later picking up food. We’re now getting ready to teach them a course in our commercial kitchen on preparing their meals. We just installed a large refrigerator system in the school to store the meals. And they’ve got 13 seniors who are looking for vocations because they’re not going to college. We can teach them to drive tractor-trailers, we can teach them different things.

I know what it’s like to be 18 without what seems like a prayer. So there’s a connection there.

IT’S A HAWAII BUSINESS MAGAZINE TRADITION FOR THE PUBLISHER TO INTERVIEW THE HAWAI‘I SALESPERSON OF THE YEAR. THIS INTERVIEW HAS BEEN EDITED FOR CONCISENESS AND CL ARITY.

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H AWA I I B U S I N ES S

11

NAME: GEORGE WILSON JOB:

PRODUCTION MANAGER, KAMANU COMPOSITES

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PH OTO BY A A R O N YO S H I N O

M Y

J O B

He and His Team Build Outrigger Canoes Locally

BY A IMEE WICKLER

HIS WORK: George Wilson and his team at Kamanu Composites manufacture lightweight outrigger canoes using modern materials, with the Noio one-person canoe weighing only 16 to 17 pounds.

Most of their canoes are for one or two people, but they do sell a six-person outrigger canoe. They sell locally and around the world.

design of the canoes to making them and getting them to customers.

“I think that the design process and coming out with new canoes is such a unique experience,” Wilson says. “My boss does all the science and designing, and I get to go out and test them to give direct feedback. We don’t make new designs super often, so having a say in the process is a cool thing to be a part of.”

material to finding workers,” Wilson says. “We do such a niche thing that even people with a composite background don’t immediately get it from the start.”

Another big challenge is Chinese competitors. “It is hard exporting canoes out of Hawai’i, because companies in China have a huge advantage and broad reach,” he says.

B E G I N N I N G S : Wilson was born and raised in Waimānalo and has been a paddler his whole life. After attending Kaiser High School, he started working for his family’s construction company.

“On a whim, I quit working construction. My dad wasn’t super stoked on that. But I love paddling and decided I would like to go figure out how to make canoes. I didn’t have any experience and then I randomly emailed my future boss at Kamanu Composites.

Here I am seven years later,” he says.

INSPIRATION: “I think you’ll probably

TYPICAL DAYS: “I think my only job

FULL CIRCLE: Kamanu Composites,

based in Kailua’s Kapa‘a Industrial Park, prides itself on local manufacturing, sustainability and supporting the local community.

“The coolest thing I think is the whole full circle moment for me. I’ve always been a paddler, I really love it, and I kind of gave up my life for paddling. Being able to make canoes every day and work with like-minded people is very fulfilling,” Wilson says.

The “full circle” has a second meaning for him because his job covers everything from helping guide the

hear it from everybody who works here but we are all about local manufacturing.

Everyone is passionate about paddling and this community,” Wilson says.

“Other than keeping everything local, I think having our Kailua storefront for the community is extremely important. When people walk through the door, they can see canoes being made and get direct service from someone. They don’t need to order parts from another country,” he says.

“I think that face-to-face connection and relationship is why a lot of people continue to order our canoes and choose us over other companies.”

INTERNATIONAL: From time to time, Wilson will travel with shipments and containers heading overseas. As well as selling locally, Kamanu Composites’ customers are in Australia, Hong Kong, Canada, California and Japan, and Wilson gets to meet some of them on his trips.

CHALLENGES: “Local manufacturing

is hard – everything from sourcing

description is getting canoes out the door as efficiently as possible, so I kind of make it up as I go sometimes.”

Over the past seven years, he has had nearly every job in the shop. Now, his duties are focused on inspections and quality control, meetings with customers and finishing the canoes.

OPPORTUNITIES: Wilson says Kamanu

Composites is always looking for people to be part of its team.

“Most people will start actually making the boat, getting used to the material and mixing resin. Then we move them to finishing, which is more tedious and requires high attention to detail. Next, people move along to spraying canoes, which is probably the hardest job. We try to get people to gain experience and become wellrounded,” says Wilson.

If interested in employment, email a cover letter and resume to keizo@ kamanucomposites.com.

THIS INTERVIEW HAS BEEN EDITED FOR CL ARITY AND CONCISENESS.

H AWA I I B U S I N ES S

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F I L M

I N D U S T RY

The Movie Mogul Among Us O‘ahu-based producer Ken Kao shares his insights on the global film industry and talks with us about his latest projects

BY K ATH RY N D R URY WAGN ER

“STEPFORD WIVES” MEETS “ROSEMARY’S BABY” T WAS A SLIPPERY SLOPE. As

a teen growing up in Kansas, Ken Kao would frequent the local video rental stores. Mainstream movie selections soon gave way to more sophisticated fare – classic films like “A Clockwork Orange,” and the works of directors such as Martin Scorsese and Terrence Malick.

“Godard, Fellini … really advanced

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stuff I probably had no business checking out,” Kao says with a laugh.

Kao, who lives in Honolulu, is the co-founder and president of film production company Waypoint Entertainment. He’s been a producer on a dozen feature films, including “The Favourite,” which was nominated for 10 Oscars, including a best actress win for its star, Olivia Colman. He worked with

His latest producing credit is for “Cuckoo,” which premiered in February at the 2024 Berlin International Film Festival. Written and directed by German avant-garde filmmaker Tilman Singer, the high-style horror movie stars Hunter Schafer, who came to fame on TV’s “Euphoria.” It’s slated to hit U.S. screens in August.

PHOTOS: COURTESY OF JIVE PR+DIGITAL

I

Scorsese on “Silence,” Malick on “Song to Song” and “Knight of Cups,” and Ryan Gosling and Russell Crowe on “The Nice Guys.” He also produced “The Glass Castle,” adapted from the bestselling book by Jeannette Walls and starring Brie Larson and Woody Harrelson.

Prior to launching Waypoint in 2010, Kao was a lawyer, but in his early 30s, he quit. “I realized I wanted to wake up loving what I do every day. I took a hard left; I don’t have film school training. My love for film has spawned from being a fan of cinema. I wanted to be in service and build out a career in an industry that I love so much.”

So, what, exactly, does a film producer do?

“A good producer does almost everything,” says Kao. “A bad producer can get away with doing almost nothing.”

With Waypoint, he says, “I wanted to create a one-stop shop that produces, that can finance, and that provides dedicated long-term project development, creative support and collaboration, and to do that efficiently without having to rely on a studio.

“With anybody working in the film business, you’re managing a lot of egos and creative needs, some of which are healthy and some of which aren’t,” he says. “Relationships are key. I am proud to work with some of the same people repeatedly. It means people enjoy working with me and the group. There’s a trust factor that helps in the creative process, and when you find that, you tend to want to work over and over with each other. It’s not that easy to find comfort and safety in this business, to get that shorthand you develop.”

“WHAT FUELS MY ENTREPRENEURIAL SPIRIT IS TO FIND NEW WAYS TO WORK WITH PEOPLE, AND TO CREATE.” —Ken Kao, co-founder and president, Waypoint

Up next: “Project Hail Mary,” a sci-fi film starring Ryan Gosling, set to shoot in the U.K. this spring and a modern adaptation of “Hamlet,” starring Riz Ahmed, which is in post-production.

LOTS OF OTHER VENTURES

Kao has produced a dozen feature films, including “The Nice Guys” with actor Ryan Gosling, top, and “The Favourite” with Olivia Colman, below. His newest, “Cuckoo,” premiered at the 2024 Berlin International Film Festival.

The Hollywood Reporter called the film “kind of like ‘The Stepford Wives’ meets ‘Rosemary’s Baby,’ with side orders of Cronenberg, J-Horror and Lynch.” Kao says he was happy to dip into the horror genre but that overall, he is “genre agnostic.” He’s worked on coming-of-age-films (“Mid90s”); actionthrillers (“The Outsider”); and period pieces like “Hostiles,” which was set on the 19th-century frontier.

“Hollywood tends to exhaust a formula,” says Kao. “My focus instead has always been to find something or a point of view that is fresh, that subverts a

genre, that evolves it in some way.”

It’s not easy being in the film industry these days. Streaming services that once chased prestige are now more interested in mainstream fodder than independent films, says Kao, and if they do greenlight an independent film, it’s likely to be smallbudget. Added stressors include last year’s actors and writers strikes, which followed on the heels of the Covid pandemic.

The film business is a microcosm of the global economy, says Kao. “I am grateful that we are still standing after more than a decade [with Waypoint]. The main thing is to be nimble and adaptative.”

Kao is also a co-founder and partner at Los Angeles-based Parallel, a celebrity talent partnership studio and strategic investor that launched in 2020. It works with wellness and purpose-driven brands like HOP WTR, a nonalcoholic beverage; Happy Viking, a protein drink co-founded by Venus Williams; and investment funds Springbank and Amboy Street Ventures.

Kao comes by his entrepreneurial spirit honestly. His father is Min Kao, a co-founder of navigation company Garmin, and “not only in my immediate family but also in my extended family, we have a history of taking chances and creating,” he says. “I think there’s some creative DNA in me. But what fuels my entrepreneurial spirit is to find new ways to work with people, and to create.”

“I’m super grateful that Hawai‘i has allowed us to call it home. My daughter is in school here. We’re thriving on a personal level here.”

He also seeks to foster film-based economic opportunities in Hawai‘i.

“There are a growing number of productions here and crew as well, but I want to foster above-the-line work” in areas such as creative development, production and direction.

H AWA I I B U S I N ES S

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L E A D E R S H I P

Nurturing Native Hawaiian and Local Leaders Participants in a new accelerator program will learn leadership skills while maintaining and nourishing their Indigenous and personal identities and perspectives

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BY N OEL L E FUJ II- OR ID E

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I N E T E E N E A R LY- T O MID - CAREER LEADERS

at organizations across O‘ahu, Hawai‘i Island, Maui and Moloka‘i have been selected for a new leadership accelerator program.

The people behind the eight-month ‘Ōiwi Leadership Accelerator hope to prepare Native Hawaiian and Hawai‘i-raised talent for key leadership roles and increase their representation in such roles. It’s being offered by People Strategies Hawai‘i in partnership with Kamehameha Schools Kaiāulu and the Hawaii Employers Council.

“I’m just really proud of the mix of the cohort that we have,” says Ku‘ulani Keohokalole, CEO of People Strategies Hawai‘i, who runs the program with partners Elena Farden and Tiffany Chang.

“And I feel like we’ve curated a really intentional group of 19 people that are not just going to learn from us but learn from each other and will support each other as they continue going in their careers.”

She says demand for the program has been high. To be accepted into it, applicants were required to write essays and, Keohokalole says, some of those writings brought her and the program’s review committee to tears. Several applicants shared their struggles navigating Indigenous and Western worldviews in professional settings, and their desires to be their true, full selves in all spaces, she says. Some wrote that they want to see more Native Hawaiians thriving in their homeland and for Native Hawaiians to be better represented in leadership roles.

“As a first-generation college graduate and the only person in my family to have a ‘white collar’ job, I have struggled to navi16

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gate the Western corporate world in a way where I feel I can still honor my Indigenous identity and the worldview I was raised with, without having it exoticized or commodified,” one applicant wrote. “I believe the ‘Ōiwi Leadership Accelerator can help equip me with the right tools and community of support to straddle both of these worlds, and I am eager to find methods and places where I can show up in ways that are true to myself.”

The program’s first gathering in April targeted self-awareness, emotional intelligence, leadership identification and relationship building. Later, participants will learn to make lau lau as they unpack their layered identities.

“We know that one of the things that makes leaders good leaders … (is) strong emotional intelligence, and to us that means being grounded in who you are, being grounded in where you come from and understanding your own journey that you’re on,” Keohokalole says. “So we wanted to make sure that we started there with this group, that they first look at themselves and understood this to be a learning and a self-reflective journey that they’re on.”

In the second gathering in May, participants will articulate their own leadership stories within the context of sense of place, relationships and connections, as well as expanding their leadership worldview to include an ‘Ōiwi perspective, with Native Hawaiian artists guiding them along.

“We’ve been able to see the things that make leaders effective broadly and also effective in Hawai‘i, and it’s these types of competencies, the ability to know thyself, be grounded and also be able to hold nuance,” Keohokalole says.

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HERE ARE THE 19 PARTICIPANTS IN THE FIRST YEAR OF THE ‘ŌIWI LEADERSHIP ACCELERATOR: 1. ALANA EAGLE (O‘AHU)

Founder and facilitator, Design A Beautiful Life 2. CAROLYN AUWELOA (HAWAI‘I ISLAND)

State range management specialist, USDA Natural Resources Conservation Service 3. CHLOÉ YAP (MAUI)

Program specialist, Maui Economic Development Board 4. COURTNEY CONCHING (O‘AHU)

Director of operations, Prolink 5. DANIELLE-HO‘OHILI BICOY (MOLOKA‘I)

Seed technician, Bayer Crop Science 6. JODIE BURGESS (O‘AHU)

Executive administrative assistant for the Office of Wellness & Resilience, Office of the Governor

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7. KATIE KA‘AHANUI (O‘AHU)

10. KELLEN SASANO (O‘AHU)

13. MICHAELLYN BURKE (MAUI)

Safe and Sound Waikiki executive coordinator, Waikiki Business Improvement District

Senior HR generalist, East-West Center

Board member, Lahaina Community Land Trust

11. LEONANI PUAILIHAU (O‘AHU)

14. NALANI KAKU (O‘AHU)

8. KAYLA ECONOMOU (O‘AHU)

Portfolio manager, Elemental Excelerator

Senior community relations manager, Turo

9. KEHAU GOLIS (O‘AHU)

12. MAKANA TANI (O‘AHU)

Early Head Start assistant program director, Parents And Children Together

Operations coordinator/ community liaison, Windward Community College

Executive assistant to the chief of operations, KUPU 15. PI‘IKEA KALAKAU-BAARDE (O‘AHU)

Director of regional initiatives, Teach for America Hawai‘i

17. SHANNAN QUIAMNO (O‘AHU)

Customer service manager, Hawaii Dental Service 18. SHANNON DE LEON (O‘AHU)

Strategic account manager, ProService Hawaii 19. SHELLIE NILES (O‘AHU)

Director of advocacy and community relations, Catholic Charities Hawai‘i

16. RAQUEL AKI (O‘AHU)

Corporate secretary for the Board of Governors, East-West Center H AWA I I B U S I N ES S

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Serving Every

Grocer, Club & Retailer,

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On Every Island Every day

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Delivering OVER 50 LOCAL Producers to Market Across All Islands

HFAHAWAII.COM

Locally Owned and Committed to Our Islands!

SPECIAL PROMOTIONAL SECTION

Hawai‘i Island BUSINESS REPORT 2024

SPECIAL PROMOTIONAL SECTION

F R O M T H E H AWA I ‘ I I S L A N D C H A M B E R O F CO M M E R C E

Table of Contents 2 0 FROM THE

As our island community steadily rebounds from the trials brought about by the pandemic, a collaborative effort persists among local businesses, community leaders, social service organizations, educational institutions, and government agencies.

Together, we strive to discover both immediate and long-lasting solutions fostering growth and sustainability for present and future generations.

For over 125 years, the Hawai‘i Island Chamber of Commerce has been an integral part of our community, representing more than 325 businesses, non-profit organizations, government agencies, and professionals from East Hawai‘i and beyond. Our mission remains steadfast: to make our island a better place for our families to live and do business.

Hawai‘i Island remains rooted in generations-old values and a smalltown lifestyle. Blessed with natural wonders like the active Kilauea and Mauna Loa volcanoes, the renowned astronomy center atop Maunakea, fertile agricultural land, and space ripe for innovative energy technologies, all set against the backdrop of the vast Pacific Ocean, we possess the necessary resources to advance scientific research and exploration.

Ultimately, it is our children and their children who stand to benefit from these opportunities, equipped with STEAM (Science, Technology, Engineering, Arts, and Math) education and essential life skills to compete globally.

We have the hearts and minds to make it happen. Our diverse membership mirrors the rich tapestry of our community, comprising individuals from various business sectors and professions who advocate for responsible business practices and economic growth on our island.

Through initiatives like our Young Professionals Program, we nurture the growth of future business leaders. These dynamic young adults engage in networking and professional development opportunities, empowering them to forge invaluable connections within the business realm.

We extend our appreciation to Hawaii Business Magazine for spotlighting our beautiful island once again. We hope you enjoy this Hawai‘i Island Business Report and learn how our community works together to make our island home so special.

HAWAI‘I ISLAND CHAMBER OF COMMERCE

2 2 FROM THE

KONA-KOHALA CHAMBER OF COMMERCE

2 2 2 0 2 4 HAWAI‘I ISLAND BUSINESS REPORT

E D I TO R & EX EC U T I VE PUBLISHER

Steve Petranik stevep@hawaiibusiness.com (808) 534-7584 CO - P U B L I S H E R

Kent Coules kentc@hawaiibusiness.com (808) 364-5869 ACCO U N T EX EC U T I VE

Pam Saito pamelas@hawaiibusiness.com (808) 364-5897 ACCO U N T EX EC U T I VE

YongChae Song yongchaes@hawaiibusiness.com (808) 228-5078 S E N I O R ACCO U N T CO O R D I N ATO R

Rebecca Brooking rebeccab@hawaiibusiness.com (808) 534-7560 WRITER

Cynthia Sweeney

Mahalo,

Miles Yoshioka M I LES YOS H I O K A , Executive Officer, Hawai‘i Island Chamber of Commerce

Hawai‘i Island Business Report is published by Hawaii Business Magazine, May 2024 ©2024 Hawaii Business Magazine, 1088 Bishop St., Suite LL2 Honolulu, HI 96813

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M AY 2 0 2 3

PHOTOS: COVER, AARON YOSHINO; COURTESY OF MILES YOSHIOKA

A LO H A A N D WE LCO M E F RO M TH E H AWA I ‘ I I S L A N D C H A M B E R O F CO M M E RC E .

Keahi Birch POSITION: Manager, Environmental Affairs – Hawaii LOCATION: Honolulu, Hawaii DATE HIRED: November 1, 1993 NOTES: Passionate protector of the environment. Manages Matson’s Ka Ipu ‘Āina clean-up program statewide. Organizes fellow employees to support the Special Olympics through the company-sponsored Softball Throw event.

MATSON FP PG 21 Matson’s people are more than Hawaii shipping experts. They are part of what makes our community unique. Visit Matson.com

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F R O M T H E KO N A - KO H A L A C H A M B E R O F CO M M E R C E

A LO H A A N D WE LCO M E !

Sincerely,

WE N DY J. L AROS , President and CEO, Kona-Kohala Chamber of Commerce

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T

he Ironman Triathlon and Merrie Monarch Festival continue to bring in millions of dollars to Hawai‘i Island, benefitting local businesses and the economy. Businesses are also further promoting agricultural sustainability, expanding shipping capacity, and incorporating AI technology to provide them with more operating efficiency.

In Hilo, the week-long Merrie Monarch Festival injects the economy with millions of dollars.

“During Merrie Monarch Week there

PHOTO: AARON YOSHINO; COURTESY OF WENDY LAROS

The Kona-Kohala Chamber of Commerce serves the business community on the west side of Hawai‘i Island, a region known for worldclass resorts, healthy coral reefs, and spectacular sunsets.

For 2024, our calendar is packed with prestigious events such as the Governor’s Luncheon at the Fairmont Orchid, the Mayor’s Luncheon at The Westin Hapuna Beach Resort, and our annual golf tournament at the Four Seasons Resort Hualālai.

In addition, chamber members host monthly gatherings called AfterHours that focus on networking and building relationships. Upcoming hosts include the Waikoloa Beach Marriott Resort & Spa, Hawai‘i Island Community Health Center, Keauhou Shopping Center, and Hawaiian Airlines, partnering with Parker Ranch Center. Our annual Living & Design Home Expo at the Outrigger Kona Resort & Spa and other business expos complete the offerings.

The Kona-Kohala Chamber is committed to growing and advancing our community’s next generation of leaders.

We’ve launched a new Young Professionals Program focused on professional development, networking opportunities, and community service. Recently, the group partnered with Hawai‘i Community College - Pālamanui for an Earth Day tree-planting event as a community service project.

As the voice of West Hawai‘i’s business community, the Kona-Kohala Chamber provides leadership and advocacy for a successful business environment in West Hawai‘i. With 470 members, our organization provides a united voice to address key issues on our island and in our state. Our 2024 priorities include housing, water development, astronomy, and homelessness. For example, we strongly support building the Kukuiola Emergency and Assessment Center in Kailua-Kona. The fi rst phase is scheduled to be completed this year. With dedication and diligence, we work to strengthen our local economy, improve business opportunities, and promote the well-being of our community.

Mahalo to Hawaii Business Magazine for this special section on Hawai‘i Island!

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HPM Building Supply

is a noticeable increase in visitors, including those from neighboring islands and from around the world, coming to Hilo spending money on airfare, lodging, transportation, and meals,” says Miles Yoshioka, Executive Director, Hawai‘i Chamber of Commerce in Hilo.

This year, the festival was voted the top cultural event in the nation

by USA Today readers. Hawaiian Airlines also created a special fly-shuttle deal for neighbor islanders to attend the arts and crafts fair at the festival, and various other popular Hilo locations.

“It’s like a one-day Hilo shopping trip. Events like this really help bolster our economy,” Yoshioka says.

On the other side of the island, the Ironman Triathlon also continues to be a major contributor to

the local economy. Taking place off-season, in October, it also brings in millions of dollars.

“It’s good for the infrastructure that supports the visitor industry because so many people come to the island for this event,” says Wendy Laros, President and CEO, Kona-Kohala Chamber of Commerce.

Labor

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OST B U S I N E S S E S O N H A-

WA I ‘ I I S L A N D, as elsewhere, are still struggling to fill jobs, however.

“The labor shortage is affecting businesses across the state, and is the dominant issue our members bring up,” says Yoshioka.“Restaurants and retailers seem to be hit the hardest.”

FOR MORE THAN 100 YEARS, HPM Building Supply has served Hawai‘i’s building needs. A humble lumber mill on Hawai‘i Island persevered through World War II and two tsunamis to grow into a statewide building resource, with 19 locations across Hawai‘i Island, Kaua‘i, Lāna’i, Maui, O‘ahu and Washington. HPM provides lumber, building materials, manufactured products, steel framing, kitchen and bath products and design services, home plans, planning services and more. We continue to innovate and expand our product selection and services to help Hawai‘i build and live better.

As a locally rooted business with a rich heritage spanning generations, we remain committed to our founding values of Heart, Character and Growth, and are dedicated to serving our customers and supporting one another. HPM was one of Hawai‘i’s first businesses to establish an employee profit-sharing plan in 1959 and, in 1977, became one of the first companies in the state to be employee-owned. Today, HPM is 100% employee-owned by more than 570 owner-employees who share in our company’s success.

Our team is passionate about their work and dedicated to HPM’s mission to enhance homes, improve lives and transform communities.

www.hpmhawaii.com hilo@hpmhawaii.com (808) 935-0875

H AWA I I B U S I N ES S

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Although there are numerous contributing causes for the labor shortage, affordable housing is still a big factor, Yoshioka says. Cost of childcare is another. Hilo has also seen more micro-business start ups, many that operate from home with online businesses, where people are able to set their own hours.

“People are getting creative,” Yoshioka says.

On the Kona side, the labor shortage is also the number one issue for businesses, partly due to the high cost of housing.

“Associated infrastructure issues such as water development on the drier side of the island are a priority for the Chamber,” Laros says.

HPM Building Supply President and COO Adam Bauer concurs.

“Any improvements to the infrastructure helps improve the overall market. Whether it is getting goods easier or allowing growth for affordable housing, it’s good for the economy,” he says.

HPM retains about 570 employees statewide. Its business model offers employees shares in the company, making it 100% employee-owned.

“We find that setup very powerful. When employees have a sense of ownership within the company, everyone

seems to be working in the same direction,” says Bauer.

The company still provides signing bonus incentives for certain positions that are harder to fill, especially in Kona.

With a background in construction, Bauer says, “The demand for affordable housing is particularly strong. And as we look into the future, we feel the construction industry is going to be very strong.”

With about 870 employees statewide, staffing at KTA Superstores hasn’t completely recovered from pre-pandemic levels, but it has gotten better, says Toby Taniguchi, President and Chief Executive Officer.

“Looking ahead, we want to stay engaged in the community, stay sustainable, build resilience, and provide careers for our associates, while being a locally owned family business,” he says.

As a leading agricultural force in the state, Hawaii Foodservice Alliance, based in Kea‘au, provides distribution of local agricultural and manufacturing programs through their extensive statewide platform. The company keeps its recruiting strategy simple, says Chad Buck, Owner, CEO. “We keep our existing staff happy and growing both personally and professionally. To this end, we have Continues on page 26

100%

EMPLOYEE OWNED

WITH OVER 570 OWNER-EMPLOYEES

100+ Years

SERVING HAWAI‘I

WITH HIGH-QUALITY BUILDING MATERIALS

100% Committed TO OUR COMMUNITY

WITH LOCAL ROOTS AND VALUES

hpmhawaii.com

Hawai‘i•Kaua‘i•Lāna‘i•Maui•O‘ahu 24

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SPECIAL PROMOTIONAL SECTION

Matson A PROUD AMERICAN SHIPPING COMPANY WITH HAWAI‘I ROOTS DATING BACK 140 YEARS,

Matson introduced containerization in the Pacific – an innovation that revolutionized the industry and became the worldwide standard – as well as the first automobile-carrying ship in the Pacific.

Matson was also among the first containership operators to recognize an obligation to protect the environment and set another industry standard decades ago with

its Zero Solid Waste Discharge policy. The company has set goals of reducing fleet greenhouse gas emissions by 40% by 2030 and achieving net-zero total Scope 1 GHG emissions by 2050.

Matson provides industry-leading on-time delivery of essential goods to the economies of Hawai‘i, Alaska, Guam, Micronesia, and South Pacific islands and premium, expedited service from China to the U.S. West Coast. A key supply chain partner, its dependable

U.S.-built, -owned and -operated ships and assets can be relied upon to continually replenish customer inventories.

In recent years, Matson has committed $2 billion in new ships and terminal improvements to support its Hawai‘i service.

Matson contributes volunteer support and more than $3 million in cash and inkind services to hundreds of non-profits annually. Since the pandemic, the company has committed $10 million in cargo services to Hawaii Foodbank.

Devoted to the community since 1916.

KTA Super Stores is Hawai‘i’s locally owned & operated one stop shop, serving Hawai‘i Island’s grocery, household and pharmacy needs for over 106 years!

Downtown, Hilo 808-935-3751

Puainako, Hilo 808-959-9111

Waimea 808-885-8866

Waikoloa Village 808-883-1088

Kailua-Kona 808-329-1677

Keauhou, Kona 808-322-2311

Express, Kealakekua 808-323-1916

KTA Delivery in Hilo delivery.ktasuperstores.com

www.ktasuperstores.com

H AWA I I B U S I N ES S

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KTA Super Stores KTA SUPER STORES STARTED IN

foot grocery and dry goods store, by Koichi & Taniyo Taniguchi. Since then, KTA has grown to a seven store chain, serving the residents of Hawai‘i island.

When they first opened, the couple had no idea their modest business would someday evolve into a multi-store supermarket chain, employing over 800 associates.

By 1940, a branch store was established in Downtown Hilo. This proved to be a wise decision when the original structure the couple began with was destroyed by the tsunami of 1946. This branch (Downtown) was converted into a supermarket in 1953, and was later followed by the opening of the Kailua-Kona store in 1959 (relocated to its present location in 1975).

Just seven years later, the Puainako store was opened, followed by Keauhou in 1984, and the Waimea store (located in Kamuela) in 1989.

In 1990, a sixth location was opened to serve the growing community of Waikoloa Village, and in 2018, KTA Express Kealakekua opened their doors.

For over 108 years, KTA Super Stores has been committed to our founder’s philosophy, which is a commitment to humbly serve the people of our community.

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robust staff development programs offering a wide range of courses, with all staff members able to attend on company time.

We are thankful that over 90% of our new hires are referred by existing staff members.”

Supply Chain

H

AWAI ‘ I ISLAN D BUSI N ESSES AG R E E TH AT A FTE R TH E

PA N D E M I C , supply chain issues have mostly returned to normal levels.

“We’re over that for sure,” says Bauer, adding that usual regular disruptions such as wildfires in California, hurricanes on the Gulf Coast, or labor strikes can still affect HPM’s lumber supplies.

Matson also reports no supply chain issues.

“We continue with deliveries to Hawai‘i Island Tuesdays and Fridays, and continue to supplement capacity with Young

Brothers service as needed,” says Len Isotoff, Senior Vice President, Pacific, Matson.

Matson has also made a significant investment in new vessels, including three new Aloha Class vessels, and has upgraded barges to accommodate more cargo and any surge in volumes that might come about by increased events and arrivals. They are also working closely with the Hawai‘i State Department of Transportation Harbors Division on the Honolulu Harbor improvements, as well as upcoming improvements to the harbor at Kawaihae.

“It’s all going to add more capacity and help us improve efficiencies, and accommodate future growth in a safe manner,” says Isotoff.

KTA continues to partner with locally produced or sourced producers to ensure stores have a stable supply of items, especially fresh fish, meat, and fruits and vegetables, as opposed to competing with

PHOTO: AARON YOSHINO

1916, as a modest 500 square-

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conglomerates such as Amazon and Walmart for national brand items.

“We can’t compete with the big retailers, so we try to offer niche items,” says Taniguchi.

KTA is also beginning to see an uptick in international visitors, and has added a Korean section to the Hilo store.

“That really seems to have taken off,” Taniguchi says.

KTA has also expanded into health and wellness outreach for island communities.

“Our pharmacy team has started to go out to care homes with flu shots. Health and wellness is an important issue, especially for our rural communities,” Taniguchi says.

While supporting local producers through its distribution partners, HFA is continuing to see increased demand for local beef.

“Hawai‘i Island plays a pivotal role in steering our state’s efforts towards a more sustainable future,” says Buck.

Artificial Intelligence

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P M H AS B E G U N UTI LI Z I N G A RTI F I C IA L I NTE LLI G E N C E

for repetitive tasks and activities that don’t require a lot of human interaction, or making a judgment call, Bauer says.

This year, HPM will roll out AI to implement electronic labels on items instead of the “old school” sticker labels.

“The purpose is not to replace jobs. It will save a lot of time and labor, and allow our employees to focus more attention on mission-centric processes and also elevate the service to our retail customers,” Bauer says.

KTA has also begun to implement AI technology. The company recently installed self-checkout stands in the Hilo location, with a camera inside to scan and identify produce products. KTA is also planning self-checkout stands for the Kona store. The purpose is not to reduce employees, but to supplement available staffing with another option for customers.

“We’re looking at how AI can enhance customer service and streamline operations,” Taniguchi says.

HFA sees continued expansion of their logistic services via ocean, air, and trucking over the coming months and through 2025.

Says Buck, “In the near future, we anticipate AI increasing the speed at which we develop and deploy our tech, and blockchain technology playing a bigger part in the tracking and transparency of time and temperatures with our customer base.”

Hawaii Foodservice Alliance SINCE THE ONSET OF THE PANDEMIC,

HFA has focused on enhancing the distribution of local agricultural and manufacturing programs through our extensive statewide platform.

Our goal is to empower local farms and food producers in Hawai‘i with the capability to reach markets across all islands, thus providing the economies of scale essential for their financial sustainability.

As the leading agricultural force in the state, Hawai‘i Island plays a pivotal role in steering our state’s efforts towards a more sustainable future. In support of local produce, HFA is grateful to offer statewide distribution for producers such as Hawaii Farming LLC with their “Keiki Cukes” cucumber line, the Hawaii ‘Ulu Cooperative with their lines of IQF ‘ulu, kuala, kalo, and pala‘ai, as well as Island Harvest and their selection of macadamia nut products.

Hawai‘i Island is also the leader in local beef production. HFA continues to see increased demand for local beef through our distribution partnerships with Hamakua Meat Processors, Kuahiwi Ranch, Big Island Beef Producers, and Parker Ranch.

HFA remains dedicated to connecting local agricultural and manufacturing initiatives to every grocer, club, retailer, and institution throughout the state. Our continuous efforts aim to help propel Hawai‘i toward a future that is both food-secure and sustainable.

H AWA I I B U S I N ES S

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70 years of believing in the big dreams of Hawaii’s small businesses.

Central Pacific Bank was founded in 1954 to assist small businesses that other banks often ignored. Today, we’re still committed to that purpose, providing a wide range of business loans and services to thousands of small business owners.

We’re proud to have been recognized by the U.S. Small Business Administration (SBA) 14 times since 2007 for ranking first among Hawaii’s banks in number of loans originated.

If you want a bank that truly cares about helping your small business succeed, visit us at cpb.bank/business-banking or make an appointment with one of our small business banking specialists.

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INSID E 11 WI WE PROFI NNER LE S OF SMAL OUR LBIZ ED CHOI C E AW I TO R ’S ARDS T WO NEW AND ENTR I N TO ANTS THE H AWA I SMAL ‘I L HALL BUSINESS O F FA ME

By RYA N N CO U L ES, K AT H RY N D R U RY WAG N E R , C H AVO N N IE RAMOS A N D V IC KI V IOT T I Ph o to g ra

ph

y by N IC H O L A S S M IT H, NANI WE LC AARON Y H, AND O S H IN O

H AWA I I B U S I N ES S

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C

G

E

B R AT I E N L

SMALL BUSINESS SUCCESS!

C

entral Pacific Bank is proud to champion Hawaii’s vibrant small business community. We understand that a thriving local economy relies on the dreams and hard work of entrepreneurs. That’s why we offer dedicated resources and personalized support to help small businesses reach their full potential.

For 70 years CPB has celebrated diversity! We were founded to be the bank for all of Hawaii’s people because we understand that a strong local economy is built on a strong foundation of diverse businesses. No other Hawaii bank offers more comprehensive support for small business owners than CPB. We offer heartfelt congratulations to all our small business owners who fuel innovation, create jobs, and add their unique flavors to our communities. We also thank them for their passion and commitment to their craft. When small businesses succeed, the entire community benefits. Let’s continue building a brighter future, together.

Mahalo,

ARNOLD MARTINES

President & CEO, Central Pacific Bank

THIS FEATURE WAS SUPPORTED FINANCIALLY BY CENTRAL PACIFIC BANK. THE COMPANIES WERE CHOSEN BY HAWAII BUSINESS MAGAZINE’S EDITORIAL STAFF, AND PROFILES WERE INDEPENDENTLY WRITTEN AND THEN EDITED BY THE EDITORIAL STAFF.

SLOWING CLIMATE CHANGE SYMBROSIA A L E X I A A K B AY

S

Y M B R O S I A H A RV E ST S S E A W E E D , but not for human

consumption. The company’s product, SeaGraze, is sprinkled into the feed of cows and other livestock.

Seaweed has been proven to reduce methane emissions from livestock by 90% in replicated scientific trials, the company says. In real life, where procedures can’t always be perfectly achieved, that reduction is still an impressive 70%-80%. Symbrosia calls it a groundbreaking discovery in the effort to slow climate change.

“Our mission is to work alongside farmers to solve climate change,” says Alexia Akbay, who founded Symbrosia in 2018.

The U.S. Environmental Protection Agency calls methane the second-most abundant anthropogenic greenhouse gas after carbon dioxide, and the U.N. Environment Programme says it’s responsible for about a third of the Earth’s warming.

“It’s a greenhouse gas that is 30 times more potent than carbon dioxide,” Akbay says. “So it’s actually a good strategy to focus on reducing methane emissions because we’ll see a steeper cooling effect if we work on the more potent greenhouse gases first.”

The main source of human-influenced methane emissions is by far livestock – especially dairy and beef cattle. Studies estimate the global livestock sector accounts for 10%-20% of all greenhouse gas emissions in the world. A cow’s digestive process creates the methane, which is released when the animal burps.

But a specific seaweed, the Asparagopsis variety, contains bromoform, which disrupts this chemical reaction in a cow’s digestive tract without harming the animal. Quite the opposite, in fact. Akbay says SeaGraze is a “nutritional supplement for organic livestock because it’s a great source of minerals that they need.”

The most promising species at negating methane, Asparagopsis taxiformis, is a Pacific seaweed native to Hawai‘i, where it’s known as limu kohu. Symbrosia is based in Kailua-Kona on Hawai‘i Island because of the abundance of limu kohu along the offshore reefs there.

SeaGraze is currently being used at farms in Hawai‘i, Min-

PH OTO BY N A N I W E L C H K E L I ‘ I H O ‘ O M A L U

nesota, Colorado, Oregon and California.

It isn’t the only product of its kind on the market, but Symbrosia stands out against its competitors, Akbay says. “Where we really differentiate is that we have a technical founding team.”

“We’re very data driven and have implemented a lot of automation in our farm to support scaling up.

There’s also a number of unique research projects underway to enhance the microbiome of the seaweed to promote yielding gains,” she says, among other innovations.

Symbrosia says it is committed to sustainable farming practices, such as using 100% renewable energy, using no fresh water and relying mostly on the sun to grow its aquaculture crops.

Another focus is employing Native Hawaiians and longtime locals. “Working on professional development and offering management leadership opportunities to those folks is actually a metric we track,” Akbay says. – RYA N N N O EL A N I C O U L ES

H AWA I I B U S I N ES S

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HALL OF FA M E

LOCAL TASTES SOLD GLOBALLY

NOH FOODS R AY M O N D N O H

S

TA R T I N G M O R E T H A N 6 0 YEARS AGO , Noh Foods took

flavors from Asia and other parts of the world and created its own versions, and today it sells those packets of sauce mixes and flavorings around the world.

Among the most popular flavors are Chinese char siu, Hawaiian iced tea, Korean kalbi mix and kālua salt flavoring.

Edwin and Miriam Noh opened the first formal Korean restaurant in Honolulu in 1963.

To reduce the time for preparing kimchi, they created a ready-touse kimchi mix, using dehydrated ingredients such as chile pepper, garlic and ginger – and the grocery line was born.

The line of sauces expanded quickly, reflecting local tastes, from sweet and sour spareribs to teriyaki and adobo, with the Noh family testing many recipes at home.

Edwin and Miriam’s son, Raymond Noh, took over Noh Foods in 1983, and opened an office and small warehouse in Los Angeles, he says.

“At that time, 90% of our sales were strictly in Hawai‘i in a very limited way,” Noh says. “Today, Hawai‘i is about 20% of our sales.”

The company customizes its products for a diverse list of customers, including offering retail sizes for consumers and bulk sizes for food-service clients.

The company remains headquartered in Honolulu, but Noh Foods’ international reach encompasses countries in North and South America, Europe, Asia and the Pacific.

The company sells in the Caribbean, too, particularly in Trinidad, which saw an influx of Chinese beginning in the early 1800s.

Noh says Asian cuisine is especially popular there.

“At a recent international food show in New York, we con-

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nected with a large exporter and distributor based in Miami,” Noh says. “They recognized the Noh brand and said that there was potential and opportunity for expanded distribution in stores and grocery chains throughout the Caribbean islands. We are in the process of making this happen.”

The company plans to expand into snacks, pre-marinated meats and ready-to-eat meals.

“In April of this year we will be launching three Noh Hawaiian Surf Snax items: Thin & Crispy Beef Jerky Chips flavored with three of our popular sauces, Korean Barbecue (kalbi), Hula Hula Sauce and Chinese Barbecue (char siu),” Noh says. “These are delicious!”

– V I C K I V I OT T I

KEEPING ROOMS FILLED LIGHTS ON W I L L S O N G A N D PAT R I C K A H L E R

L

I G H T S O N J U ST C E L E B R AT E D its 10th anniversary, but as

with many small businesses, its early days were less bright.

CEO Will Song and his business partner, Patrick Ahler, who serves as Lights On’s president, started out in the hospitality industry at Aqua Hotels & Resorts. They realized their skills – revenue management and digital marketing – were in high demand with independent hotels and resorts and decided to start their own business.

“We were so excited to help shape the market,” recalls Song of the launch.

There was just one problem: no clients.

“We flew to Kaua‘i and knocked on doors.

We literally got rejected by every single hotel. But rejection is good. When you get knocked down, part of your growth is getting back up.”

Jonathan McManus of Hotel Wailea became Lights On’s first client, says Song.

“He entrusted us to help transform his hotel; he’s a visionary and he’s still with us today.

He renovated an amazing property, turning a three-star property into a five-star hotel.”

From there the business took off, and today, Lights On has about 50 clients.

Lights On is unique, Song says, because it combines revenue management with marketing. For hotels, that means helping to control inventory and pricing. “So, if demand is strong, rates should increase for certain days, or when it’s softer, we generate promotions or decrease price. We understand and anticipate the events, like the Honolulu Marathon, and incorporate that into the strategy.”

“The key thing is that not all promotions will work for every single hotel,” he says. A recent success was a Step Into Spring promotion for Kaimana Beach Hotel, which advertised 10% off rates, with two welcome beverages at Hau Tree or Sunset Provisions. “We like to tap into the vibe of the hotel. It performed very well for a property like this,” says Song.

Leisure-destination hospitality will Will Song, left, and Patrick Ahler continue to be the core of Lights On’s busi-

ness, says Song, but the company also works with companies in other industries, such as ABC Stores and UHA Health Insurance.

Song’s team is up to 15 full-time employees, and in 2023 the company moved into new offices on Kapi‘olani Blvd., just across from Ala Moana Center, to accommodate the growth.

“But we want to grow smart,” says Song. “Working at other companies, we’ve seen the dangers of growing too fast and then the quality of service will degrade.

Patrick and I are committed to maintaining quality service to our existing clients, who have been by our side year in and out. We don’t take that for granted.”

– KATHRYN DRURY WAGNER

H AWA I I B U S I N ES S

33

REPAIRS WITH NO SURPRISES 535 PLUMBING S H A N E M I Z U S AWA

P

LU M B I N G B I L L S C A N S H O C K YO U ,

but Shane Mizusawa wants to spare customers of 535 Plumbing that pain.

“We are very transparent and upfront,” he says. “Most plumbing companies will just try to book you, get a plumber out there, and charge an assessment fee, but we try our best to educate clients over the phone and give them an idea of what to expect before we even get there.”

535 Plumbing won’t charge an assessment fee unless a client can’t provide photos or a description of the issue, but Mizusawa says 99% of the time people can and do.

That way, clients can get an idea of the cost and “make sure they’re OK with it beforehand.”

Considering DIY or an unlicensed handyman?

Mizusawa warns that either path could make the problem worse or create legal headaches.

“We’re licensed and insured. Anytime you hire a contractor, you want to make sure that they are licensed with the (state) and have insurance because if they damage anything or someone gets hurt on your property, they could sue you.”

Another PSA: Do not use caustic liquid drain cleaners like Drano because the chemicals are

extremely corrosive. Repeated use can damage your plumbing, especially older pipes. Instead, Mizusawa advises, use products with “enzymes that you can put down your drain that will break up the organic matter.”

In addition to repairs, 535 Plumbing likes making installations that are both good for the environment and save clients money.

“We try to always install water-saving fixtures like toilets, faucets, showerheads and energy-saving water heaters. We’re partners with Hawai‘i Energy, so we’re big on thermal, solar and hybrid water heaters.”

Mizusawa learned the trade from his uncle and founded 535 Plumbing in 2015. “The most rewarding part of my job as a leader is always talking about our values, our mission and our model: be fair to the client and be fair to the company.”

Customers like that approach: 535’s Yelp page contains 452 reviews with an average of 4.7 stars out of 5.

Mizusawa credits his staff for the company’s continuous improvement. “Everyone, from an apprentice up to management, always has an open line of communication so that we can make recommendations of how to improve, be more efficient or simplify a process.”

– RYA N N N O EL A N I C O U L ES

Tim Lai, left, and Thai Lai

GROWTH AND DIVERSIFICATION F LY S H U T T L E & TO U R S TIM AND THAI LAI

A

T ITS START 15 YEARS AGO, Fly Shuttle & Tours

consisted of two vans and two brothers, Tim and Thai Lai. Its primary service linked visitors with the airport and their Waikīkī hotels.

But the Lais had bigger goals, many of which have already been achieved.

The brothers moved to Hawai‘i from Southern California, where their parents had settled with their five children after fleeing Vietnam in the final days of war.

One of their biggest admirers is Dean Calibraro, now the company’s chief marketing officer. He remembers his first weekly meetings with the pair took place in one of the company’s vehicles.

“They work harder than anybody I’ve ever met in my life,” Calibraro says. “And they take care of their people.”

Fly Shuttle & Tours now occupies a large parcel on Āhua Street in Māpunapuna; it’s undergoing a buildout,

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with some offices in place and more to come. The company’s fleet now numbers 13 motor coaches – the big buses with elevated passenger decks – with two more on the way, plus seven minibuses and four SUVs. The company still provides airport shuttles, but its transportation services now encompass a range of attractions – you may have seen depictions of Kualoa Ranch, for example, on the exterior of one of their motor coaches.

The Māpunapuna site now includes a tire sales business, an automotive repair shop and a party area for employees (“We believe in ‘work hard, play hard,’ ” Calibraro says). And the workforce now numbers roughly four dozen.

The Lais aren’t done: They just signed a lease on an adjacent lot, where they plan to build a car-rental service

and their new offices.

The company’s growth ramped up post-pandemic.

Even during the Covid tourism shutdown, Fly Shuttle & Tours found ways to support its business by forging new partnerships. During those uncertain times, risk sharing was crucial.

Though Fly Shuttle & Tours is on an upward trajectory, the bosses still see it as a family concern, even shouldering some of the basic tasks themselves: The “About” section on the company website includes a message from Thai that clearly states their operating philosophy.

“We still get behind the wheel and drive. Driving keeps us close to our customers and gives us the feedback we need to continuously improve our customer experience.”

– V I C K I V I OT T I

TURNING TRASH INTO ENERGY SIMONPIETRI ENTERPRISES JOELLE SIMONPIETRI

I

F I T SEEMS LIKE HOTEL S are constantly undergoing renova-

tions, it’s because they are.

“You have a hotel that renovates 500 rooms, getting rid of carpet and paneling and flooring. They do this every few years; that’s why the level of construction and demolition waste is so high on O‘ahu,” says Joelle Simonpietri, president

of Simonpietri Enterprises. “We can’t turn it all into energy but we can certainly try.”

The company’s Aloha Carbon is a brand, she explains, that will make renewable fuel out of solid waste materials, such as treated and painted lumber that would normally go into a landfill. The energy salvaged can be turned into hydrogen, renewable gas and renewable jet fuel.

“For the Aloha Carbon project in Hawai‘i, we are focusing on waste generated on O‘ahu for energy users on O‘ahu,” says Simonpietri. “There is no plan to ship to the continental U.S.” Keeping things this local, she notes, is unusual in the fuel industry.

The company won a $206,500 grant from the U.S. Department of Energy to study locally sourced green waste – biomass from invasive and wildfire-prone plants – with the goal of transforming it into organic fertilizer for farms and nurseries.

Simonpietri is a former active-duty U.S. Navy officer who previously co-led a public-private effort to demonstrate commercially viable aviation biofuel production in Hawai‘i.

She founded her company 17 years ago and it’s gone through several iterations of research and consulting before its current phase.

“I’ve always been a greenie,” says Simonpietri. “I don’t know if it’s that I saw the future in renewable energy so much as I’ve been doing it whether it’s popular or not. It’s necessary. There’s a whole lot of waste in our economy, as well as opportunities to solve problems along the way.”

Simonpietri’s team has grown to eight, plus several interns.

And her company is still growing.

Next up is the Aloha Sustainable Materials Recycling and Fertilizer Facility that’s being developed on a 5-acre site in Kapolei. The goal is up to 200 tons per day of construction and demolition waste, which is 20-40 truckloads, to arrive at the facility daily, to be turned into renewable energy, says Simonpietri.

The company aims to receive and sort waste by spring of next year. For the energy conversion part of the project, to power the waste recycling and organic fertilizer manufacturing, they are aiming to bring online by the end of 2027, but this will depend on permitting and construction.

“When people look at a heap of construction and demolition debris,” says Simonpietri. “I see a pile of possibilities, not a pile of junk.”

– K AT H RY N D R U RY WAG N ER

H AWA I I B U S I N ES S

37

HALL OF FA M E

121 YEARS OF FUN F E R N A N D E Z E N T E RTA I N M E N T LINDA FERNANDEZ

I

T ’ S A R A R E P R I V I L E G E TO R U N A B U S I N E S S BA S E D ON JOY. “Fun has always been our mission,” says

Linda Fernandez, CEO of Fernandez Entertainment and CEO/owner of Fun Factory. “The smiles on customers’ faces – that’s how you know if you did a good job.”

The entertainment company was founded in 1903

by Edwin Kane “E.K.” Fernandez, who became known as the “Barnum of the Pacific.”

“E.K. would take circuses to the Philippines, Hong Kong and Singapore,” Fernandez says.

Imagine a ship filled with tents and elephants and sequined costumes, all swaying their way across the ocean. “E.K. did things that were so remarkable,” says Fernandez, who was married to E.K.’s son, Kane. They worked together on the business for decades, until his death in 2001.

In 2018, the company won the Family-Owned Small Business of the Year award for the federal Small Business Administration’s Hawai‘i region.

Even for a company specializing in fun gatherings like fairs, festivals and special events, what happens behind the scenes is not always a picnic. Take, for example, the ever-present threat of bad weather.

“It takes a great deal of money to take a show to the outer islands, so you have a huge freight bill,” says Fernandez. “You fly in all the help, and everyone is in hotel rooms, all these front-loaded expenses. And then it pours for five days. That can be a total loss.”

She also remembers an alarming time – literally.

“We were doing the Maui Fair, this was the early 1970s, and there was a tsunami alert. For me, the girl from Arizona, I didn’t even know what it was. People are running through the midway, and the siren is going, and Kane runs up and says we have to evacuate all the people and the animals.”

They retreated to a higher elevation, with the lions and bears and their trainers awaiting an all-clear.

Still, she says, “We are so fortunate to be in this kind of business. I must have met thousands of people when I was working at the carnivals. Many of those children are now adults bringing their own children. It’s like a highway through time.”

The company has hundreds of part-time and fulltime employees, says Fernandez, which includes team members trained and certified in ride maintenance and operation, as well as tradespeople who work in the paint and electrical shops. “The safety of families in Hawai‘i is the No. 1, No. 1 and No. 1 priorities,” she says.

Fernandez’s three children grew up working in the business on weekends and holidays. Her son Scott owns and operates the outdoor fair business; daughter Sydney is a VP of Fun Factory and a CPA. Another daughter, Shelley, owns and operates a supplier to the amusement and redemption industry, based in New Jersey, where she lives.

As for the future? Expect growth. The company has Fun Factory locations in Georgia and California, with plans to expand, says Fernandez. “And here in Hawai‘i we are always open to the opportunity and if we find it, we’ll build it, or expand stores and add on to our existing real estate.”

Some classic entertainment, like carousels, will hopefully never go out of style. But new amusements arrive regularly.

“With every tide, so to speak, every generation and decade, there are changes,” says Fernandez. “When VR first came out it was pretty rudimentary, and the investment was quite high. And now, there are really good versions, and we own them and they are in our stores.

There was not enough content, but it’s getting there.”

What would the Barnum of the Pacific think about how the business has grown and thrived?

“I think E.K. would be so excited. He’d be proud.”

– K AT H RY N D R U RY WAG N ER

A TASTE OF HOME EAST WEST MARKETING M E LO DY C A L I S AY

M

ELODY CALISAY STARTED

importing Filipino food products because of her family.

“I want to help my family in the Philippines,” she says. And by importing food products, “I can help them make money.”

Calisay grew up poor and says her parents couldn’t afford to send her to her top-choice colleges. Instead, she attended the University of the Philippines, where then-President Ferdinand E. Marcos was offering students free tuition.

“I didn’t have a choice,” says Calisay. “It was the work ethic, the commitment that I really needed to finish because I am the eldest of seven.”

After graduating, she worked for Dole Philippines for 10 years and earned her master’s degree. Calisay says she led a laboratory at Dole but was stereotyped because she was a single woman.

Wanting a change, she applied to UH Mānoa for her doctorate and got accepted.

She started East West Marketing in 1998 while working on her soil science and agronomy degree. At first, Calisay says, she was selling Philippine products “from the trunk of my car” as a side gig. She struggled because she did not have business experience and banks told her she did not qualify for loans.

“They said import is a very risky business and a lot of people who went in the import business failed,” Calisay says.

There were also legal challenges because the U.S. restricts what can be imported from a foreign country.

But, after borrowing money from friends, her business eventually took off: Now, Calisay has a small warehouse in Kalihi and manages nine workers in Hawai‘i and an affiliated business in the Philippines that supplies the products and occasionally seeks out new ones.

For years, she ran the business while working full time as a

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brownfields coordinator and remedial project manager, but she retired from that state job in 2020.

Last year, East West Marketing marked its 25th year in business with $3.98 million in gross revenue and is on track to earn $4.2 million this year.

Calisay says East West Marketing supplies wholesale Filipino dry food products to small businesses across the Hawaiian Islands, with 90% of those businesses owned by women. Her best-known clients are Seafood City and Pacific Supermarket in Waipahu.

Calisay says she likes giving “people the taste of home.”

“Filipinos are very loyal to the food that they’re eating,” she says. “I want to provide the services for them … so they will not miss the Philippines.”

– C H AVO N N I E R A M O S

SERVING CLIENTS AND EMPLOYEES ENVIROSERVICES & TRAINING CENTER MIKE YEE AND GREGORY PERRY

M

IKE YEE REMEMBERS what it was like to come in on the

ground floor of the environmental consulting industry.

He was at the University of Washington in the 1980s, when environmental laws passed in the ’70s began being enforced.

Later, while working at an environmental company in Hawai‘i, he met a colleague, Gregory Perry, who would become his partner at EnviroServices & Training Center.

April marked 30 years since the Gregory Perry, left, and Mike Yee founding of the company, Yee says.

“April Fool’s Day, to be exact,” he adds with a smile.

But taking the big step to launch ETC was no joke.

“After some conversations, we found we had a common vision – a vision that would be driven by a matrix prioritizing client satisfaction and employee value over everything else – and decided to set off on our own,” Perry says.

Since its launch by Yee and Perry, the company has grown into the state’s largest locally owned and Hawai‘i-based environmental engineering and consulting firm. Its 65 employees help clients navigate a maze of environmental regulations.

The company has tallied thousands of projects in Hawai‘i, Kwajalein, Saipan, Guam, Johnston Atoll, the Federated States of Micronesia, Oklahoma, New Mexico and Texas.

“There are roughly 11 active environmental statutes or laws that regulate people,” Yee says.

“We decided to focus on a few … subsurface soil, subsurface groundwater and surface waters.”

The consultancy guides its various public- and private-sector clients toward their business objectives while complying with laws on stormwater management, solid and hazardous waste management and drinking water quality.

And while they do that, Yee and Perry are making good on the other part of their vision by ensuring their employees are productive and satisfied. One proof of that is ETC has been among Hawaii Business Magazine’s Best Places to Work every year since 2012, including this year.

Yee says that employees are allowed to bring their children to the office if that eases their workday and makes them more productive – one of the many company policies aimed at ensuring a good work-life balance.

“And one of the blessings of Covid – and I think this was an issue for many people – is we discovered that remote work was very possible,” he says.

Individual employees may differ on what makes ETC a good place to work, Perry says, but the common thread is that people at the company “sincerely care, respect and want success for our team, both in and out of the office.” – V I C K I V I OT T I

H AWA I I B U S I N ES S

41

TRUST IS CRUCIAL A-1 AUTO REPAIR BUBBA SMITH

S

U R G E O N S A N D AU TO M E C H A N I C S .

They use different tools, but when it comes to these professions, it all comes down to trust. Bubba Smith, the owner of A-1 Auto Repair in Kalihi, understands this dynamic well.

He says that in auto repair, “the field has a reputation that at a lot of places, you will get ripped off.” He focuses instead on being reliable and honest. “I tell my employees: Whatever you’re doing on a customer’s car, it’s like you’re doing it for my mom’s car. I wouldn’t want my mom driving around in an unsafe car.”

Smith is from Mobile, Alabama, where he grew up tinkering with vehicle repairs alongside mechanics in his family. He furthered his passion for hands-on problem-solving with a career in the U.S. Navy as an aircraft engine mechanic.

After he left the military, he worked as the head mechanic at A-1, then took over as owner in 2009. It was a scary time. “Because of the recession, business had dropped off,” he recalls. But the business survived and these days, the team has four employees and hopes to add another mechanic. In 2022, A-1 received a Carfax top-

rated service center award.

The shop usually has 10 to 15 cars in at a time.

“Some are in here for the day and some for longer, like if we’re doing an engine change,” he explains.

“Whatever comes in the door, we try to help everyone we can. We’ve had everything from old Hondas to Ferraris and Lamborghinis and Maseratis.”

Smith does some volunteer car-repair work with area churches. “We try to help people out who are not as fortunate; it’s one of our ways to donate back to our society,” he says.

Two factors make car maintenance trickier in the Islands, he says. One is the wait-time for parts to arrive. “Sometimes we wait over a month for parts,” he says. “We get more frustrated than the customers do!” The other is the traffic on O‘ahu, which causes cars to linger in idle or to run at very low speeds, which over time can hurt the catalytic converter, as well as other car parts.

“I tell people to take the car out for a drive when there’s no traffic. Get it up to freeway speeds and hold it as long as you can.” Sounds like good advice for a small business, too.

– KATHRYN DRURY WAGNER

MENTAL AND PHYSICAL WELL-BEING STILL & MOVING CENTER RENEE TILLOTSON

S

TILL & MOVING CENTER IN KAKA‘AKO balances

its devotion to mental and physical well-being in equal measure.

Owner Renee Tillotson founded the studio in 2011 after falling in love with Nia, a holistic fitness practice that she says “includes moves from the dance arts, the martial arts and the healing arts.”

While sports provide great exercise, they can strain the body and elevate your risk for injury, Tillotson says. In contrast, the activities taught at Still & Moving Center are designed to promote longevity and alleviate pain.

“I started out as a gymnast, so I was a very high-performance kind of athlete,” says Tillotson, “but gymnastics isn’t a particularly sustainable activity in later years of life. Whereas Nia, with its emphasis on moving the body in a way that is quite sustainable, is great at any age.”

Nia’s goal is not for participants to perfectly mimic the instructor’s movements, she says.

It’s about moving the body in ways that feel good and purposeful.

“I will often congratulate someone for doing a move differently or for sitting down during the middle of a practice because that’s what their body is telling them they need to do.”

Still & Moving Center also offers a variety of classes that draw on traditions from different parts of the world, all intended to strengthen the mind and body connection through mindful movement. Mindful movement involves being fully present and attuned to your body, allowing you to experience the here and now, in all of its glory.

Some activities are well-known, such as yoga, Pilates and hula. Oth-

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ers are less known, like Feldenkrais and the ELDOA method.

“ELDOA was commissioned by the French government because they were spending so much of their time and money on national medical plans for people’s back pain,” explains Tillotson. ELDOA was the government’s way of helping people to avoid and alleviate that pain, while saving itself time and money, she says.

One reason patrons love coming to the center is the community they find there. “We’ve seen so many strong friendships develop, cultivated by us coming together and having fun,” says Tillotson.

“Several women this past year moved to the island from afar, and they knew nobody when they arrived. Then they found Still & Moving Center, which welcomed them with open arms, and they made all these friends and had activities to do with them. They’ve been getting healthier and more fit together.” – RYANN NOELANI COULES

Frank Carpenter, left, and Brock Stratton

PADDLING TOGETHER KONA BOYS FRANK CARPENTER AND B R O C K ST R AT TO N

F

R A N K CA R P E N T E R A N D B R O C K ST R AT TO N ,

co-CEOs of Kona Boys, cemented their friendship while studying abroad in college.

Then they tried corporate America for a bit before having a shared epiphany: Chasing money isn’t their life goal.

“We wanted to focus on lifestyle,” says Carpenter. The two friends explored Hawai‘i Island – where Carpenter’s uncle Flint was a founder of Big Island Jewelers – and fell in love with the place.

After getting jobs at Kona Boys in 2000, they took over the business from the original owner in 2003.

“We’re not motivated to amass great fortunes,” says Carpenter. “We are in this to be part of the community.

The Big Island has really embraced and supported us.”

PH OTO BY N A N I W E L C H K E L I ‘ I H O ‘ O M A L U

Today they have a team of 15, and offer rentals, tours and retail for ocean sports.

The business is based in Kealakekua and includes a beach shack in Kailua-Kona. The most popular offering at the main location is the twicedaily cultural kayak and snorkel tour at Kealakekua Bay. At the beach shack, outrigger canoe rides are most popular.

“We talk about the history and, of course, look for marine life,” says Stratton. “We also do rentals by the hour for things like beach chairs and snorkel gear, and serve as a resource for things to do, places to go, things to see. We try to have that spirit of the old beach boys, to be a liaison between the visitors and the locals.”

They are proud to have been part of efforts to develop the Kealakekua Bay Mas-

ter Plan, which was finally approved in late 2023 after 40 years of community work. The plan helps protect cultural and natural resources and improve safety, and importantly, acknowledges the place as a part of an active and ongoing Native Hawaiian culture.

Going forward, the two want to continue to be leaders in ecotourism and are also champions of small business.

“We have developed a little commercial plaza that we’ve stocked with small businesses,” says Stratton. “We want to find ways to give back to Kona. We both have relatively young kids and want to bring them up to the business and give them an opportunity to learn about small business. We want to make this area a wonderful place to work and to do business.”

– K AT H RY N D R U RY WAG N ER

H AWA I I B U S I N ES S

45

SUPPORTING SUCCESS GOLEANSIXSIGMA K A R LO TA N J UA K I O

K

ARLO TANJUAKIO SAYS he is a “prob-

lem-solver at heart” and has always been interested in helping people and businesses succeed.

GoLeanSixSigma is the soft-

ware as a service company he founded to do just that. It offers project-based training modules using the Lean Six Sigma model – a project management method that helps businesses reduce costs and boost productivity.

“We teach people how to be more efficient, like reducing waste in their companies,” says Tanjuakio. “It’s a very Asian mindset, essentially because a lot of Asian cultures didn’t have that many resources – they had to be efficient as possible.”

Tanjuakio was born in the Philippines and moved to the U.S. when he was 4. His father was in the military so the family moved frequently. In high school, he taught himself to code and do web design and after graduating, he moved to California to freelance for businesses in product development, marketing, branding, social media and management consulting.

He founded GoLeanSixSigma in 2011, around the same time that he moved to the Islands.

“Hawai‘i has been a place that helped accelerate my business because I saw so much potential in the people here and it made me want to work harder,” says Tanjuakio, who now lives in Mākaha.

GLSS has served over 6,000 companies in 231 countries and territories, Tanjuakio says. It has ranked among Inc. magazine’s 500 fastest-growing companies in the U.S. and was also ranked in Hawai‘i as a fastest growing company four straight years starting in 2016.

GLSS’ clients include Amazon, Apple, Costco and CVS, according to Tanjuakio, and locally he has worked with the Hawai‘i State Federal Credit Union, Kona Brewing and Farrington and Waipahu high schools.

He offered a couple of specific examples of how his company can help other organizations.

The Sheraton and Westin hotels in Kansas City, Missouri, had problems with collecting late cancellation fees from reservations booked through online travel agencies. GLSS helped the hotels conduct a six-month pilot project and managed to improve the collection process by 60%, Tanjuakio says. The Nature Conservancy in Virginia used GLSS training to improve its IT operations by streamlining a coding process by 95%, he says.

GLSS’ training means teams and organizations can pass along better and higher standards and knowledge, Tanjuakio says. “It’s optimizing education for future generations.”

– C H AVO N N I E R A M O S

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PH OTO BY N I C H O L A S S M I T H

E N V I R O N M E N TA L

P R O T E C T I O N

Pentagon Program Creates Conservation Partnerships in Hawai‘i Seven new projects bring federal funding to protect natural resources in the Islands, part of a long-term win-win collaboration

BY K ATHRYN DRURY WAGNER

PHOTO: AARON K. YOSHINO

Among this year’s REPI Challenge projects is $1.3 million being spent by the Defense Department to help restore 3,300 acres of remnant native forest and pasturelands on Maunakea.

T

HIS YEAR’S REPI CHALLENGE PROJECTS will bring millions

in environmental project funding to Hawai‘i.

REPI is the Department of Defense’s Readiness and Environmental Protection Integration Program. It’s designed to establish collaborative partnerships with state and local governments, as well as private conservation organizations, to protect and restore natural resources and the environment, and to establish compatible land uses near military installations and ranges.

The seven new REPI Challenge projects announced for Hawai‘i in fiscal year 2024 focus on habitat preservation, reforestation, watershed protection, flood and wildfire mitigation, and food and water security.

“The military has some of the most amazing open spaces, natural lands and habitats with species on them, but their training can have an impact on them,” says Mark Fox, the Pacific liaison for REPI. “So, one example of how to help mitigate this is to help manage the species outside the boundary of the installation.”

REPI benefits those serving in the military, too, as well as their families.

“The military installation is a part of the community,” says Fox. “It needs basic municipal services, but also the environmental ‘services’ like clean air, fresh water and food – ideally, food grown locally.”

The military contributes funding though its personnel do not work directly on the projects. “But the military service and especially the installation’s staff work very closely with the outside partners to develop the projects,” says Fox. Together, he says, they collaborate on H AWA I I B U S I N ES S

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E N V I R O N M E N TA L

solutions that both promote military readiness and benefit the environment.

ORIGINS OF REPI

The nationwide REPI Program started in 2003 and has been supporting projects in Hawai‘i since 2005. When REPI began, the idea was to create buffers. Let’s say there was a piece of land adjacent to a military installation, and future development on that land could restrict the installation’s training or activities. REPI would keep that space open by helping a government or nonprofit purchase that land, either outright or as a conservation easement in which the landowner gives up the right to development.

“It’s important to note the DOD does not want to own the property,” says Fox. “They want the land owned by a state natural resource agency, or a local one, or a private nonprofit, or a land trust. This is not about the DOD owning more land.”

A “buffer” can also involve land that is not next to a military installation.

“Let’s say there was an endangered bird species affected,” says Fox. “The program might contribute to buy a piece of land to secure a habitat and conservation area that is farther away from the base.”

The National Defense Authorization Act, the overarching legislation that

P R O T E C T I O N

originally created REPI, has gradually expanded the program over the years so it can support the management of open spaces, not just purchases. “It can fund open space, parks, agricultural land, range land,” says Fox. “Recently, the REPI Program was expanded again to include issues of climate resilience.”

About 10 years ago, REPI added the REPI Challenge, paving the way for the Pentagon’s nonmilitary partners to spearhead project developments, Fox says. But whether an initiative is suggested by the military or a partner, the projects and results are similar. For 2024, “regular” REPI has garnered $14.5 million for Hawai‘i projects; another $10.2 million has been made available through REPI Challenge funding.

With the military turning its attention to the Indo-Pacific region, and toward China especially, there is increased interest in investing in Hawai‘i’s military presence and readiness, says Fox. COMPLEX PROJECTS

“The complexities of executing these partnerships, the behind-the-scenes work being done, is incredible,” says Leah Rothbaum, environmental protection and REPI specialist at Marine Corps Base Hawai‘i. The base has a partnership with the Hawai‘i Land

Trust to protect the adjacent Waikalua fishponds complex via a perpetual conservation easement.

“There used to be about 40 different fishponds in Kāne‘ohe Bay,” says Rothbaum. “These stone structures were an ingenious use of natural systems such as tides and currents. They were often filled in and built over during development, and so much culture and understanding of climate resilience and coastal change were lost. Yet after 800 years, some remain and are being carefully stewarded, and are neighbors to the Marine base.

The environment affects all of us. It doesn’t matter which side of a fence you are on. It’s the closest project to us, and an opportunity to really engage with our neighbors and have an opportunity to connect on a daily basis.”

On Hawai‘i Island, the Parker Ranch Maunakea Reforestation Project aims to restore 3,300 acres of remnant native forest and pasturelands.

“We look forward to partnering with Parker Ranch on their project that will benefit Pōhakuloa Training Area and the Hawai‘i Island community by increasing watershed functionality, improving fuels management and wildfire response, and expanding forest habitat,” says Tiana Lackey, natural resource biologist at the training area.

“The efforts of our environmental

2024’S SEVEN REPI CHALLENGE PROJECTS PROJECT FUNDS CONTRIBUTED BY DEFENSE DEPT.

ISLAND

FUNDS ALLOCATED

1.

INVASIVE SPECIES DETECTION

O‘AHU

$400,000

2.

LANDSCAPE RESTORATION AT THE KŪKANILOKO BIRTHSTONES MONUMENT

O‘AHU

$2.2 MILLION

3.

WAIKALUA FISHPONDS COMPLEX PERPETUAL CONSERVATION EASEMENT

O‘AHU

$1 MILLION

4.

PROTECTION OF ENDANGERED SPECIES AT MAKAUWAHI CAVE RESERVE

KAUA‘I

$2.3 MILLION

5.

MAUNAKEA REFORESTATION PROJECT

HAWAI‘I ISLAND

$1.3 MILLION

6.

RIPARIAN BUFFERS, DEER PROCESSING FACILITY AND SEABIRD HABITAT PURCHASE

MAUI

$1.5 MILLION

7.

DETECTION AND MANAGEMENT OF HIGH-IMPACT AQUATIC AND TERRESTRIAL INVASIVE SPECIES

ALL ISLANDS

$1.5 MILLION

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REPI FUNDS

$40.3 MILLION $55.5 MILLION

PARTNER CONTRIBUTIONS

Since the first REPI Challenge project launch in Hawai‘i in 2021, there have been 15 funded projects using $40.3 million in REPI Program funds and $55.5 million in partner contributions.

staff at Pōhakuloa Training Area, working closely with our partners from Parker Ranch through the REPI Challenge awards, is nothing short of superb,” says Lt. Col. Tim Alvarado, commander of U.S. Army Garrison Pōhakuloa Training Area. “The blending of training readiness and environmental management on and off base on Hawai‘i Island paves the way for soldiers and Army units to conduct realistic, challenging and tough training and ultimately brings added security and stability to the theater.”

At Joint Base Pearl Harbor-Hickam, the military and its partners have received over $28 million of regular REPI funding in 2024 to protect and restore over 100,000 acres of natural resources and lands throughout the state, reports Susie Fong, the joint base’s REPI program manager. In fiscal years 2022 and 2023, the funds helped to restore upland watersheds, aquifers and native forests; transplant native species from nurseries; eradicate non-native species; and construct two state base-yard facilities.

In one example from 2019, Joint Base Pearl Harbor-Hickam partnered with the nonprofit Ma‘o Organic Farms so the farm could acquire 236 acres in Lualualei in perpetuity.

PHOTO: ODEELO DAYONDON

MULTIPLE EFFORTS

Some projects involve multiple military branches and islands. For example, the Detection and Management of High-Impact Aquatic and Terrestrial Invasive Species affects Pacific Missile Range Facility Barking Sands on Kaua‘i, Marine Corps Base Hawai‘i on O‘ahu, and Pōhakuloa Training Area on Hawai‘i Island. Community partners include UH, the Department of Land and Natural Resources Division of Aquatic Resources, and the U.S. Forest Service.

Funding from REPI has helped expand biocontrol work in Kāne‘ohe Bay, explains Elizabeth Monaghan, an aquatic invasive species biologist with the Division of Aquatic Resources. “We are using native sea urchins, a natural predator of the algae, to control invasive algae. It’s a really good grazer.”

Raising the sea urchins in a hatchery on Sand Island required the creation of

The Office of Hawaiian Affairs received $2.2 million from the Defense Department to support and expand its revegetation and education programs for the area around the Kūkaniloko birthstones in Wahiawā.

10 new jobs, says Monaghan. Also, “resilient reefs have a major impact. The reefs support the economy through tourism, provide seafood from nearshore fisheries, and they help protect coastal homes.

We do a lot of community outreach, and generally get a positive reaction to the urchin biocontrol project. People like the idea of a natural solution, and growing our endemic species is really important to them.”

She added that REPI funds pay for the creation of an O‘ahu-based rapid response coordinator position. This person can address coral disease outbreaks or bleaching throughout the state, or deal with the aftermath of big storms.

She also says the partnership is working on environmental DNA technology that can screen for invasive species threats.

PLANTING SEEDS FOR THE FUTURE

The U.S. Army Garrison Hawai‘i, in partnership with the Office of Hawaiian Affairs, received $2.2 million in REPI

funds. The partnership with the Office of Hawaiian Affairs will support and expand their revegetation and education programs for the area surrounding the Kūkaniloko birthstones in Wahiawā, according to Kapua Kawelo, natural resource manager with U.S. Army Garrison Hawai‘i.

“The establishment of a native seed orchard will scale up production of native seeds for use in habitat restoration and revegetation following wildfire,” Kawelo says. “In this changing climate and era of catastrophic wildfires, building a native seed supply is essential.”

Of the REPI Challenge awards, Col. Steve McGunegle, commander at U.S. Army Garrison Hawai‘i, says “the community will clearly see the benefits of the preservation and management work done by our environmental specialists working side by side with local experts.”

The REPI Challenge grants, he says, “demonstrate the balance we must attain between readiness in the theater and environmental protection.”

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49

FIXING HAWAI‘I’S ROADS

BY CHAVONNIE RAMOS

PHOTOGRAPHY BY AARON YOSHINO

Speeding, drunken and distracted driving, and other causes kill about a hundred people in Hawai‘i every year.

Here is what’s being done to keep drivers, passengers, pedestrians and bicyclists safer.

50 50

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H AWA I I B U S I N ES S

51

S

S A F E T Y I N N OVAT I O N S – L I K E A RT I F I C I A L INTELLIGENCE SOF TWARE , better designs,

better brakes and driver-assistance systems – should make it safer for people inside and outside vehicles.

Instead, in many ways, America’s roads seem to be getting deadlier, especially for pedestrians. Consider these numbers: • 7,508 pedestrians in the U.S. were struck and killed by vehicles in 2022 – the highest total since 1981, according to a report by the Governors Highway Safety Association.

• The National Highway Traffic Safety Administration said 42,939 people died in traffic crashes in 2021 – the most in a decade and a half. The death toll fell only slightly in 2022, to 42,514, and the fatality estimate for 2023 is 40,990.

State Department of Transportation Director Ed Sniffen says Hawai‘i is doing better than the nation as a whole. For example, in 2021 there were 1.37 fatalities per 100 million vehicle miles traveled across America, according to the nonprofit Insurance Institute for Highway Safety. Those deaths include people riding in all vehicles, including bicycles, as well as pedestrians. In comparison, Hawai‘i recorded 0.94 fatalities per 100 million vehicle miles traveled – 31% fewer than the national average.

The state’s five-year rolling average of traffic fatalities dropped from 106 in 2018 to 99 in 2023. The five-year rolling aver52

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age is a better gauge of trends than annual traffic fatalities, because the annual number fluctuates from year to year.

SPEED CONTINUES TO KILL But that’s not to say Hawai‘i’s traffic numbers are good. Speeding has been a major contributing factor in almost half of Hawai‘i’s traffic deaths in recent years, with the actual percentage fluctuating from year to year. For example, in 2020, speed was a major factor in 44% of Hawai‘i’s traffic crashes involving fatalities. That was tied for the third-highest percentage among the states; South Carolina and Colorado had the highest rates at 46%, according to the National Highway Traffic Safety Administration’s Speeding Traffic Safety Facts.

A few local fatalities have drawn special attention.

Last year, 16-year-old McKinley High School student Sara Yara was killed and another student injured by a hit-and-run driver while crossing with the light in a marked crosswalk along Kapi‘olani Boulevard. Mitchel Miyashiro, a 46-year-old driver with 164 prior traffic citations, allegedly sped away from the scene, but he later turned himself in to police. He has been charged with negligent homicide in the first degree and other offenses.

In 2016, 19-year-old Kaulana Werner was killed in a hit-and-run crash in Nānākuli; the driver was accused of

speeding and intoxication. It took a jury less than two hours to find Myisha Armitage, then 26, criminally responsible for Werner’s death.

Werner’s family was instrumental in advocating for the successful passage in 2018 of a state law called “Kaulana’s Bill” that allows courts to extend prison time for offenders convicted of first-degree negligent homicide who fail to render aid at the scene of an accident.

Sniffen says the state and counties try many things to reduce speeding and drunken driving, including campaigns that implore people “to take care of neighbors, families, friends and themselves.”

But the enforcement of laws is the most important motivator, he says. “I would say 80% of the people will follow the law or be pretty close to it,” says Sniffen. “There’s a 20% outlier that are just not, and they’re not going to do it unless there’s enforcement.”

Hawai‘i law describes excessive speeding as exceeding the speed limit by 30 mph or more, or going 80 mph or more regardless of the speed limit. Excessive speeding citations issued by law enforcement in Hawai‘i are totaled by fiscal year, which runs from each July 1 to June 30.

Here are some recent totals: • 2019: 357 citations • 2020: 915 • 2021: 685 • 2022: 1,194 DISTRACTED DRIVING ALSO KILLS Distracted driving is another top concern for DOT. The number of fatalities it causes is likely underreported, Sniffen says, because “we don’t know sometimes when a person died, whether or not they were distracted with the telephone.”

From 2018 to 2022, 111 of the 520 traffic fatalities were known to be related to distracted driving. That’s 21.3% of the total.

In addition to using cellphones, distracted driving also involves things such as grooming, eating and drinking while driving.

Hawai‘i has state laws intended to reduce distracted driving, including a mobile electronic device law, implemented in 2013. In 2009, Honolulu was the first county in the state to pass an ordinance prohibiting people from using cellphones while driving. Using one

This speed hump on Kapi‘olani Boulevard – built after a student at nearby McKinley High School was killed by a hit-and-run driver – is one of 203 raised pedestrian crosswalks and speed humps in the state. Another 28 are currently being built.

while driving in Hawai‘i could result in a $297 citation; if a driver is caught using a mobile device in a school or construction zone, the citation is $347. Here are the number of recent statewide citations for distracted driving, which show a big decrease in recent years:

2015

14,082

2016

18,170

2017

17,969

2018

14,548

2019

6,473

2020

4,167

2021

4,542

2022

2,750

Sniffen says the state DOT places raised pedestrian crosswalks and roundabouts on certain roads to reduce speeding. For example, in the weeks after Sara Yara was killed, the DOT and Honolulu’s Department of Transportation Services installed two raised pedestrian crosswalks on Pensacola Street plus speed humps on Kapi‘olani Boulevard and a red-light camera – all near McKinley High School.

“These are reminders in different spots where I know there’s going to be conflicts between bicyclists, pedestrians and vehicles where I can slow you down,” says Sniffen, “so that if you do crash at a lower speed, the chances of everybody surviving … goes up.”

As of March, there are 203 raised pedestrian crosswalks and speed humps in the state, with another 28 currently being built, according to Sniffen. He says raised pedestrian crosswalks can cost between $50,000 and $150,000.

RED -LIGHT CAMER AS From 2015 to 2020, 1,879 crashes statewide were attributed to red-light and other traffic signal violations, according to the DOT. The state began installing red-light cameras in 2022.

The cameras are part of a two-year pilot project at 10 intersections on O‘ahu.

Initially, they were only used to issue warnings to violators; since then, they’ve resulted in about 13,500 citations.

Today, the number of drivers running red lights at those 10 intersections is down 25% to 65%, depending on the intersection, according to Sniffen. The pilot project is expected to end in 2025 and he hopes to expand the use of cameras statewide.

The red-light cameras can also monitor speed. A similar speed enforcement bill has been proposed at the state Legislature and, if passed, would give DOT the power to H AWA I I B U S I N ES S

53

TOTAL STATEWIDE TRAFFIC FATALITIES BY YEAR 170 160 150 140

TOTAL

130 120 110 100 90 80

2005

2010

2015

2020

YEAR

cite people who speed past the cameras.

DOT is also launching a project this summer to upgrade 250 of O‘ahu’s stateowned traffic controllers to an automated system, says Sniffen. The current controllers have two base timings that gives drivers equal crossing time in each of the mainline directions. Sniffen says the controllers prioritizes “the mainline over the side streets,” but the upgraded ones will have sensors to measure the flow of drivers, bicyclists and pedestrians. That data can help determine how DOT can improve corridors where drivers are speeding and “get those speeds back down to what the safe speed should be in that area,” he says.

The new data will streamline analysis of heavy traffic and make it easier to identify mistimed lights. Sniffen says corridor studies usually take two weeks to three months, but the new system could bring it down to 20 minutes.

“We’re going in the right direction,” he says. “We think our speed mitigation is working really well, and we’re going to continue that and keep partnering with our education programs and enforcement.”

BIGGER VEHICLES ARE DEADLIER It’s obvious that bigger vehicles are more dangerous to pedestrians, but what’s surprising is how much more deadly a small 54

M AY 2 0 24

difference in size can make, according to several studies.

“Small increases in (weight in) the front end of vehicles dramatically increases the probability that a pedestrian dies,” says Justin Tyndall, an assistant professor of economics at UH Mānoa and part of the UH Economic Research Organization.

Tyndall has worked on numerous transportation studies about pedestrians and transit communities. A study released this year looked at how front-end vehicle heights relate to pedestrian deaths.

Tyndall analyzed national data on 3,400 vehicle crashes in which pedestrians were struck and estimated the partial effects that front-end vehicle height had on the pedestrians’ survival rates.

He found that an increase of 10 centimeters (about 4 inches) in the front-end height of a vehicle contributes to a 22% increase in the chances that a pedestrian will die when hit by that vehicle.

“Larger vehicles are much more likely to hit the pedestrian in the head or the body rather than the legs and more likely to force them under the vehicle in a collision,” says Tyndall.

On average, according to Tyndall’s research, a pedestrian has a 9.1% chance of dying after being hit by a vehicle. But when the vehicle is a pickup truck or a full-size SUV, the rates climb to 11.9%

and 12.4%, respectively.

Tyndall says past research also shows that larger vehicles create more blind spots for drivers.

Larger vehicles have surged in popularity. In 2021, 78% of new vehicles sold or leased in the U.S. were light trucks, a category that includes SUVs, pickups and vans, according to the federal Bureau of Transportation Statistics.

Tyndall says pedestrians would be safer if taxes or regulations were in place to discourage people from driving those kinds of larger vehicles.

“We could save a lot of pedestrian lives if we had some pretty modest regulations around vehicle designs that could protect pedestrians.”

Of course, a vehicle’s speed also plays a role in pedestrian fatalities. According to a 2011 study by the American Automobile Association, a pedestrian has a 10% chance of dying if struck by a car going 23 mph. That rises to 50% if the car is going 42 mph, and 75% at 50 mph.

DEADLY TO WALK The number of pedestrians in the U.S. who were struck and killed by cars in 2022 was the highest in over 40 years, according to a report by the Governors Highway Safety Association, a nonprofit that represents states’ safety offices. About 7,508 people were killed while walking along U.S. roads that year; Hawai‘i accounted for 28 of those fatalities.

In Hawai‘i from 2010 to 2021, pedestrian and bicyclist deaths per year increased by an average of 9.5% and 0.6%, respectively, and overall traffic fatalities saw an average annual decrease of 0.4%, according to the DOT. DOT data shows that a total of 36,564 traffic crashes occurred in Hawai‘i from 2017 to 2021. Of those, 2,736, or 7.5%, involved pedestrians and 137 resulted in deaths.

Another 336 resulted in serious injuries.

In those five years, the number of crashes involving pedestrians declined, but the average severity of pedestrian injuries increased. Pedestrian deaths increased by 21% in that time and crashes leading to serious injuries among pedestrians rose by 11% on an average annual basis, according to the DOT. On O‘ahu, the city’s Department of Transportation Services says that pedes-

trian deaths account for about a third of all traffic fatalities on the island.

Daniel Alexander, a transportation planner for DTS, says crashes involving pedestrians most commonly happen at uncontrolled crossings and intersections with traffic lights that allow left turns.

According to the O‘ahu Pedestrian Plan, 38 road corridors and 107 intersections/ crossings account for a disproportionate share of pedestrian injuries and fatalities.

Alexander says 2% of city roads accounted for 60% of pedestrian deaths on O‘ahu.

A few of the areas receiving improvements that enhance pedestrian safety are Ke‘eaumoku Street between Wilder Avenue and Kapi‘olani Boulevard; North King Street; Dillingham Boulevard; and

Kamehameha Highway in Kāne‘ohe between Ha‘ikū Road and Waikalua Road. The plan is available at tinyurl. com/PedestrianPlan2022.

The rise in total pedestrian deaths in Hawai‘i has disproportionately affected older adults, people of color and people with low incomes, says Keali‘i Lopez, state director for AARP Hawai‘i.

Kūpuna 65 and older made up 17% of O‘ahu’s population in 2019. But, from 2015 to 2020, they represented 41% of all pedestrians killed in crashes, and 24% of all people killed while bicycling, according to DTS. Another vulnerable community is Hawai‘i’s homeless population; the DOT started tracking pedestrian deaths among that group three years ago,

according to Sniffen.

“The homeless population has been about a seventh of the fatalities that occur in the system,” he says. “That’s a big number.”

Sniffen says DOT is working with different state and city agencies to “ensure that we can understand the need that (homeless) people have for crossing in different areas.”

One deadly spot for the homeless is where Nimitz Highway connects to the H-1 Freeway.

“People should not be living on the DOT roadways. It’s just flat out dangerous,” says Sniffen. “But instead of just moving them, we’re trying to find different locations that they can go to.”

WHO IS DYING ON HAWAI‘I’S ROADS?

• During these 21 years, motorcyclists accounted for about 72.8% of all fatalities in the “other” category.

• Only one category shows a clear decline over these years: motor vehicle occupants.

YEAR

MOTOR VEHICLE OCCUPANTS

PEDESTRIANS

BICYCLISTS

OTHERS*

TOTAL FATALITIES

2003

85

23

6

19

133

2004

83

31

7

21

142

2005

69

36

4

31

140

2006

94

32

4

31

161

2007

76

28

4

30

138

2008

58

21

2

26

107

2009

54

16

3

36

109

2010

57

26

3

27

113

2011

42

23

1

33

100

2012

54

26

2

43

125

2013

46

25

2

29

102

2014

38

28

4

25

95

2015

38

27

2

26

93

2016

64

32

0

24

120

2017

60

15

6

26

107

2018

37

44

2

34

117

2019

47

37

4

20

108

2020

42

21

4

18

85

2021

31

25

4

34

94

2022

48

28

7

33

116

2023

36

22

9

28

95

* Includes motorcyclists plus moped, scooter and ATV operators.

H AWA I I B U S I N ES S

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BAD TREND: MORE SCOOTER DEATHS

COUNTY TRAFFIC FATALITIES 100

CALLS FOR MORE INFR ASTRUCTURE Advocates and nonprofits have called for more infrastructure and facilities to protect pedestrians and bicyclists.

“When people can’t walk, bike and take transit in their communities when it makes sense, and that we force everybody to feel that the only way they can get around is in a car – we’re really doing a big disservice to our communities,” says Katie Rooney, director of transportation policy and programs for the nonprofit Ulupono Initiative.

Motorcycle crashes account for a disproportionate number of traffic fatalities, according to the DOT. In 2023, the 27 motorcycle-related fatalities, which include mopeds and scooters, accounted for 29% of all state traffic-related deaths.

The DOT has also reported an increase in DUI and speeding citations issued to motorcycle drivers.

The nine bicyclist fatalities in 2023 56

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Honolulu Hawai‘i County Maui County Kaua‘i County

90 80 70 60

TOTAL

Scooter deaths statewide have gone up in recent years: From 2003 to 2020, there were no more than two a year; some years had none. But there were 10 in 2021, eight in 2022 and five last year.

Scooters refer to various types of vehicles, some motorized and others not, including those with a narrow plank and small wheels front and back, commonly known as kick scooters or push scooters.

However, scooter can also refer to motorized two-wheelers with a step-through frame (think of the traditional frame of a girl’s bike) and other vehicles. All of the state’s legal definitions of scooter can be found at tinyurl. com/scooterrules.

50 40 30 20 10

2005

2010

2015

2020

YEAR

were the most ever in Hawai‘i in a single year, the DOT says.

Alexander says the characteristics of bike-vehicle crashes are “kind of all over the place” but often involve bicyclists getting hit from behind, while pulling out of driveways or while making left turns.

“But the biggest trend we saw is that it’s mostly bicyclists not in bikeways, not in dedicated bikeways – so we’re there sharing space,” he says.

Honolulu Department of Transportation Services says the King Street Protected Bike Lane is an example of a successful infrastructure project that makes bicyclists safer. The project reduced the street from six motor-vehicle lanes to five, with a bike lane added on the mauka side.

That bike lane had a significant impact, DTS says. In the four years before the bikeway opened in 2014, 50 bicyclist injuries were reported along the 2-mile stretch from Alapa‘i Street to Isenberg Street. In the four years after the bike lane was set up, only 25 bicyclist injuries were reported.

Alexander says there are plans for the city to install additional protected bike lanes around Kaka‘ako and Waikīkī.

The city’s pedestrian plan notes that out of 1,227 miles of city streets, 57.4% have sidewalks on both sides, but 36.2% do not. Most of the remaining roads have asphalt or concrete walkways on one side

or some trees along the way. The city proposes to add 145 miles of sidewalks, at an expected cost of $539 million.

Adding bikeways and walkways is difficult on narrow, older roads that are often in residential areas “where space is a consideration,” Rooney says. But, she adds, plenty of other roads are wide enough to accommodate more than just vehicular traffic.

“We also have a lot of wide, big roads in which it’s just mostly dedicated to vehicle space, and it doesn’t have to be,” she says.

Sniffen says the difficulty with upgrading infrastructure is that “our system was built in a landlocked situation with very little room to address additional facilities.”

But he says DOT has been partnering with state and city agencies to prioritize areas where critical infrastructure connections are missing, such as “discontinuous” sidewalks and roads.

Sniffen says trying to reduce speeding is DOT’s big focus right now.

“If we can manage everybody’s speed on the system, it’s way safer for everybody,” he says. “Impacts are lower, the potential for stopping to ensure that you avoid an impact is higher – so it’s just much safer altogether.”

Says Lopez: “The goal is to have safer streets, more aware and careful pedestrians. We want drivers who drive with aloha and pedestrians who walk with aloha.”

SPECIAL PROMOTIONAL SECTION

HEALT H C A R E CHAMP IO N S

A look at some of the many heroes in our medical community who contribute to our wellbeing every day

H AWA I I B U S I N ES S

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SPECIAL PROMOTIONAL SECTION

H E A LT H C A R E C H A M P I O N S

THE QUEEN’S HEALTH SYSTEM

F

­

­ ­

­

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­

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Queen’s Celebrates Our Health Care Champions

Join us as we recognize our exceptional caregivers! Experience top-tier health care with our award-winning Emergency Department team at The Queen’s Medical Center - West O‘ahu. We embody compassion, aloha, respect, and excellence in serving our communities.

QUEENS.ORG

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SPECIAL PROMOTIONAL SECTION

H E A LT H C A R E C H A M P I O N S

HMSA

Jay Fujimoto and Lori-Ann Davis

A TIME FOR ACTION: HMSA’S RESPONSE TO THE CHANGE HEALTHCARE CYBERSECURITY INCIDENT

I

n February, health care in Hawaii nearly came to a halt.

Change Healthcare — one of the largest payment networks in the industry, electronically connecting doctors’ offices, pharmacies, and hospitals with health insurers — was the victim of a significant and farreaching cyberattack that forced their systems offline nationwide.

In Hawaii, the cybersecurity incident affected the health care system payment ecosystem.

Providers and health systems were unable to submit claims and receive payment from insurers as they normally would, which had

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the potential to disrupt cash flow, payroll, and business operations.

Lori-Ann Davis and Jay Fujimoto, leaders from HMSA’s provider areas, led the charge to engage affected providers and health system partners to work quickly and tailor solutions to keep their operations going.

HMSA departments, including Provider Services, Information Technology, Finance, Business Continuity, and others, supported these efforts.

Davis, who grew up in Waimanalo, is the assistant vice president of Provider Experience and has been with HMSA for 30 years. In her role, she supports the largest health care provider network in the state and leads key provider operations areas, including the provider call center, contracting, and credentialing.

“We’re really proud of the work we do to support our 7,500 physicians, health systems, and other health care providers,” Davis said. “Our job is to provide the best support we possibly can and partner with the provider community so we can improve care and outcomes for their patients and our members.”

Fujimoto, who grew up on the Big Island, is the assistant vice president of Provider Contracting and Initiatives and has been with HMSA in various roles for nearly five years. In his current role, he supports clinical integration with health systems, which includes initiatives like revenue cycle support and programs that improve the exchange between providers and insurers.

“The only way we can move the

SPECIAL PROMOTIONAL SECTION

H E A LT H C A R E C H A M P I O N S

Jay Fujimoto

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Lori-Ann Davis

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T O DAY ’ S HAWAI‘I NEWS TO SU BSCRIBE, VISIT HAWAIIBU SINESS.COM/NEWSL ET TER

Locally Owned, Locally Committed

B R A I N

H E A LT H

Combining Culture and Science to Heal Our Brains An eclectic group of local leaders has founded the Brain Health Applied Research Institute, aiming to draw from many disciplines and traditions to improve people’s cognitive well-being

ILLUSTRATION: GETTY IMAGES

BY NO ELLE FUJII-O RIDE

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MULTIDISCIPLINARY TEAM

led by a Honolulu architect and neurologist is creating researchbacked solutions to help individuals of all ages improve their brain health.

The Brain Health Applied Research Institute, also known as B+HARI, hopes to translate research and insights from neuroscience, longevity studies, oceanography, culinary pursuits, farming, Hawaiian cultural practices and other fields into accessible lifestyle adjustments.

The organization was founded by Dr. Kazuma Nakagawa, chief of The Queen’s Medical Center’s Neuroscience Institute, and Ma Ry Kim, a partner at Honolulu architecture firm G70 and CEO of design and development company I-ON Group.

B+HARI is a project of the I-ON Group.

B+HARI’s work includes designing environments meant to encourage certain neurological responses and neuroplasticity, understanding the science behind the healing power of Hawaiian chanting, and promoting brain health through art.

“B+HARI can fit right there, over-

lapping with academic health care, so we actually incorporate the science, we understand the science, and then distill it to make something that’s actionable” and can be translated into something that can be done at home, Nakagawa says.

The institute also plans to build a 250,000-square-foot brain care campus on O‘ahu. Revenue from the campus will fund the nonprofit research side of the organization, and Nakagawa and Kim hope the campus can help to diversify the state’s economy.

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ing the outside come in, and then all the money go off the island,” Kim says. “We’re trying to create a scenario where we create something so delicious that all of the money from around the world will come into Hawai‘i and very little of it will leave.”

UNLIKELY PARTNERSHIP

Kim has been on a 13-year journey to better understand the brain’s capabilities after her youngest son, a fraternal twin, was born full-term with a broken umbilical cord. He weighed a mere pound but his brain, heart and lungs were fine.

She met Nakagawa in 2019 after one of her aging relatives in a memory care facility experienced cognitive improvement upon moving to a Buddhist monastery.

Kim was captivated by the idea that one’s environment could positively influence brain health. She and Nakagawa began researching and brainstorming lifestyle modifications, and Kim’s father became their first student after he had a stroke.

In Hawai‘i, 1 in 4 residents are 60 and older, and roughly 25,000 individuals 65 and older are living with Alzheimer’s, the most common form of dementia, according to the 2023-2027 Hawai‘i State Plan on Aging. About 5,000 traumatic brain injuries and 3,000 strokes occur in the Islands each year, according to the state Health Department.

Scientists for decades have researched how the brain can adapt and grow from experiences and learning. Yet, Nakagawa and Kim saw that the health care sector was limited in getting people to be more proactive about their health. They decided to create an approach that delivers brain science in digestible and accessible ways.

“It may be changes in urban planning, it may be changing the architecture, changing the way we design our gyms and restaurants and concerts and all these things,” Nakagawa says. “They have a much bigger impact on people’s health and brain health than people like me, lecturing people, ‘Hey, you should do this.’ ” Their organization’s abbreviated name, B+HARI, stems from “hari,” the Sanskrit word for “the sun.” Kim says the idea is to act like the sun and bring light to darkness.

In addition to Nakagawa and Kim, B+HARI’s core team includes a cul66

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The Brain Health Applied Research Institute plans to build a 250,000-square-foot brain care campus on O‘ahu, depicted above. It will include a culinary institute, fitness center, agroforestry farm, cultural activities and at least 200 guest rooms.

tural director and a chef; an internist, an agronomist, an oceanographer; a Hōkūle‘a navigator; and a professional athlete. The team will apply research from the Global Brain Care Coalition, which is made up of the world’s leading academic medical centers dedicated to reducing the number of dementia, stroke and depression cases. It was founded earlier this year by Dr. Jonathan Rosand, a neurology professor at Harvard Medical School and co-founder of Massachusetts General Hospital’s McCance Center for Brain Health.

“Hawai‘i is not usually seen as the academic trailblazers in this brain space, but we are because we have all the heavy hitters in brain health research,” Kim says.

FEEL FIRST, LEARN LATER

It sounds simple, but watching the sun rise helps set your body’s circadian rhythm and encourages your brain to

be less self-critical, Kim says. Likewise, exposing yourself to cold air or jumping into the ocean in the morning increases your brain’s sensitivity to endorphins and helps with attention and focus for the day.

B+HARI’s motto is “feel first, learn later.” Nakagawa says: “Instead of saying ‘go and do exercise,’ we’ll focus on creating a venue and environment, social networks, so that people want to do this, not for their health, but just because it’s fun, it’s meaningful, whatever the reason, and later say, ‘Hey, that hula session did this to your body.’ ” B+HARI is working on several projects to create and implement its brain health solutions. One is a partnership with the Honolulu Museum of Art, where Kim and Nakagawa are the first scholars-in-residence. They’ll spend the year working with the museum’s staff to conduct research and create a program that promotes brain health through art making.

PHOTO: COURTESY OF B+HARI

Halona Norton-Westbrook, director and CEO of HoMA, says many museums are looking at how they can enhance the wellness of their audiences. She adds that she loves that B+HARI’s partnership empowers people of all ages to take control of their brain health, rather than waiting until there’s a problem.

Another B+HARI project aims to investigate how one’s voice can help rewire the brain through singing, vibrations and frequencies. Manaola Yap, B+HARI’s cultural director, will record himself chanting in Hawaiian and using traditional implements at Abbey Road Studios in London. Kim says the hope is that the partnership will enable the studio to respectfully learn about Hawaiian music and sound and help expand Hawaiian music’s reach across the world.

Yap says that people often get chicken skin when they hear chanting, even if they don’t know the Hawaiian language or culture. That means the body is reacting to some kind of vibration and intention, he says.

“One of our main focuses for Manaola

Group is … the perpetuation of culture through purpose-driven practice, so when we look at purpose-driven practice and the need for brain health and well-being, this is just such an honor, and we’re just really, really blessed to be amongst all these brilliant minds and being able to bring our heritage to the forefront of these projects and really looking at how Hawai‘i on a broader scope can help bring healing to the world,” he says.

Design can also activate certain brain responses. B+HARI is exploring what a neuroscience-based play space could look like at Assets School, an independent school in Honolulu that focuses on gifted and dyslexic children. Ryan Masa, head of Assets School, says the new play space will replace the K-8 campus’s beloved community-designed playground, a wooden setup built 25 years ago.

The design, which is still being finalized, will incorporate elements that promote neuroplasticity and prime students for learning and other mental states. For example, the swaying motion of a hammock can activate the brain’s default mode network, which slows things down, Kim says.

increases relaxation, and Kim says such walkways are often built in hospitals and senior homes.

Garrett Kam, who handles procurement and sourcing for I-ON Group, says the campus puts culture at the forefront.

Action spots will be scattered throughout the grounds where guests can focus on the healing powers of the sun, water and other natural elements, and learn about Hawaiian culture.

“You have wellness retreats, you have care centers for people who have brain injuries, but ours will be the first to be based in culture … and scientific research and data,” Kam says.

The culinary institute will have menus that support brain health, chef Jeffrey Vigilla says. And he’ll teach guests to replicate the meals at home using local ingredients.

“If we really want to make a public health impact and move the marker, we have to create programs that anyone can do in their home, no matter how much money or where they are in the world,” Kim says.

“It’s an incredibly humanistic approach to public health that’s equitable.”

NEW MODEL

BRAIN CARE CAMPUS

B+HARI plans to build a net-zero-energy campus on O‘ahu, with a culinary institute, a fitness center, an agroforestry farm, cultural activities, at least 200 guest rooms and, potentially, long-term rentals for seniors. Kim says the campus will be open to both community members and Hawai‘i visitors.

The grounds and buildings will be designed so that simply being there could improve one’s brain health, Kim says. For example, guest-room designs will encourage overnight guests to decompress and disconnect after a day of learning. Quality sleep helps the brain rid itself of a metabolic waste product that has been linked to Alzheimer’s, she adds.

The campus will surround an agroforestry farm filled with some of the lā‘au lapa‘au (Hawaiian medicine) crops that once grew there. Part of guests’ stays will include working on the farm and walking along a 1-kilometer circular walking path: Research shows that walking in circles

Kim says the goal is to open the first phase of the institute in 2027. Highgate is B+HARI’s capital partner and will run the hospitality portion of the campus.

Says Kelly Sanders, president of Highgate’s Hawai‘i group: “We think this is just such a brilliant opportunity to help people that want to learn the potentials of avoiding not just Alzheimer’s and dementia … (but) head trauma overall. … To be able to partner with great, smart individuals that really just want to take care of the world at large is something that I think Highgate believes in and is very interested in working with the group to bring this to life.”

Sanders says there’s been a lot of discussion around Hawai‘i’s dependence on tourism, specifically leisure hospitality, but the state has not looked at medical tourism.

In the future, Kim says B+HARI hopes to build two additional agricultural-based learning centers, one near the mountains and one near the sea.

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One Response to the Housing Crisis Makes Progress Higher costs and interest rates initially slowed the effort, but Honolulu is making it easier to build low-rise buildings with affordable apartments

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with 36 affordable rental units is nearly complete at 216 Olive Ave., the former site of seven dilapidated cottages built in the early 1920s.

The site, just blocks from Wahiawā’s Walgreens, McDonald’s and other retailers, is the latest example of how Honolulu’s Bill 7, enacted in 2019, is transforming decaying or underused small lots into needed affordable apartments. The measure limits work to areas already zoned for multifamily dwellings.

The Honolulu Department of Planning and Permitting says that as of March 1, two projects with 51 total units have been completed under the law, which grants fee and tax waivers and exemptions from standard building regulations.

Another eight projects composed of 236 total units are under construction. And 40 applications are either pending review

by DPP or on hold while applicants make corrections to plans.

Bill 7 led to the establishment of a fiveyear pilot program with a goal of building 500 affordable rental units annually. But due to slow performance brought on by the pandemic, differences in how the law is interpreted, and higher interest rates and building costs, the program was extended and now expires in 2030.

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speed developments under the so-called Bill 7 program. Last year, Honolulu passed a law to allow some self-certification of projects, and a bill is moving through the Honolulu City Council to increase government subsidies for these walk-up apartments.

Developer Paul Lam of Lam Capital is part of DPP’s Affordable Housing/ Bill 7 Task Force, which includes other developers, contractors, architects and county officials. He has built one 26-unit Bill 7 project in Makiki and is working on eight others.

“We can’t depend on government to solve our problem,” he says. “We have to do it ourselves, along with the government backing and supporting us, and the lending institutions, our local banks offering creative solutions to finance. This is the key to solving affordable housing.”

REDEVELOPMENT OPPORTUNITY

In the 1980s, Wilbert Toda, a World War II veteran, was looking for real estate to buy. He came across 216 Olive Ave. and its two neighboring lots, which totaled 17,000 square feet.

Old cottages occupied the lots, but the land was also zoned for apartments.

His plan was to one day replace the cottages with denser, multifamily housing.

Linda Austin, his daughter and the owner of the land since 2003, says Toda often

talked about his plan at dinner, but building costs were prohibitive.

That changed in 2019 when Bill 7 passed, making it cheaper to build higher density rentals on lots up to 20,000 square feet in apartment, apartment mixed-use and business mixed-use zones. The projects are not required to have offstreet parking, elevators or bicycle racks, though a developer could include them, and buildings can be up to 60 feet tall.

At least 80% of the units must be rented to households that earn 100% of the area median income or less – about $131,000 for a family of four – for at least 15 years.

Up to 20% of the units can be occupied by property owners or their families.

Such projects can receive 10-year property tax exemptions on units rented at 80% AMI or below, plus waivers on building permits and wastewater system facility fees. The county permitting

PHOTO: AARON YOSHINO

BY N OEL L E FUJ II- OR ID E

Bill 7 made it possible for the Austin/Toda family to build affordable apartments at 216 Olive Ave. From left are contractor Ivan Chong, owner Linda Austin, her father Wilbert Toda, her son Michael Austin and developer Derek Lock.

department is required to approve or disapprove Bill 7 building permit applications within 90 days.

Austin worked with developer Derek Lock of HNL Development to build the Olive Avenue project. The building has 12 studios and 24 one-bedroom units, each with a mix of vinyl and carpet flooring, plus a washer and dryer. There are two stairwells and 36 parking stalls. One unit will be occupied by Austin’s adult son, and rents for the others will target those earning under 80% of the area median income. The goal is to attract people who work in Wahiawā, Hale‘iwa, Mililani and at Schofield Barracks.

“It’ll welcome tenants that will add to the neighborhood rather than subtract from the neighborhood,” Lock

says. “So I think that’s something that Bill 7 has brought to these older apartment-zoned neighborhoods.”

FURTHER INCENTIVES

Bill 7 was meant to spur privately financed affordable housing development, but it was written when construction costs were around $250 per square foot.

Lock says the Wahiawā project came in under $300 per square foot, but if it were built today, it would cost much more due to higher interest rates, inflation and supply chain shortages. He and others say those higher costs are main impediments to Bill 7’s progress.

“While it’s a legacy project for them (the Toda/Austin family), you know, it’s

still, basically, privately financed affordable housing,” says Lock, who is building two other Bill 7 projects in the McCully area. “There’s no immediate windfall like a lot of other developments. And it’s hard to make it pencil. You’ve got to keep the construction costs down, you’ve got to have a low land cost basis to begin with.”

In 2021, Honolulu created a program to provide Bill 7 project owners with completion grants of up to $9,000 per dwelling unit for units rented to households earning between 61% and 100% of the area median income. Units rented to households earning less than that could net project owners up to $15,000 each.

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The affordable walk-up at 216 Olive Ave. includes 12 studios and 24 one-bedroom units.

March, says Curtis Lum, DPP information officer. That project received $147,170.

Honolulu’s City Council is now considering a new grant program that would pull from the $10 million cap to provide projects with per-unit grants before construction begins. The program is part of Bill 3 and if it passes, developers would receive up to $25,000 for units rented to households earning between 61% and 100% of the area median income. Units rented to households earning less than that could net developers up to $35,000.

Projects can only receive a preconstruction grant or a post-construction grant, not both. Preconstruction grant recipients would be required to pay their workers prevailing wages in exchange for the subsidies. But they could also be certified by the Hawai‘i Housing Finance and Development Corp. and receive exemptions from school impact fees under the

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PHOTO: AARON YOSHINO

A F F O R D A B L E

governor’s fifth emergency proclamation on affordable housing.

Lam says Bill 3 could be a game-changer: “We’re not getting enough government subsidy (under the current system). … It doesn’t pencil.” He adds the Bill 3 subsidy, if approved, will enable developers like him to move faster, put less of their own money down to get a loan and pay prevailing wages.

Honolulu Mayor Rick Blangiardi also secured from the state $5 million in matching grant funds for Bill 7 projects, according to the 2023 housing plan prepared by the city’s Office of Housing.

Lum says there are talks to allow the use of these funds for preconstruction costs, but nothing has been decided yet.

KEY HOUSING SOLUTION

Lam is the founder, chairman and senior advisor for Perform International, a con-

cert event planning company. He began building affordable rentals in metro Honolulu after Bill 7 passed.

He lived in affordable housing while growing up in California and saw how unstable housing can hurt a family’s social, emotional and financial well-being.

He sees Bill 7 as a key solution to Honolulu’s affordable housing shortage and says he appreciates the way city and state governments are addressing challenges.

Last year, Honolulu enacted Bill 6, which allows certain licensed architects and engineers to self-certify that their affordable housing projects stemming from Bill 7 comply with relevant building codes. The temporary self-certification program is meant to help alleviate DPP’s backlog of permit applications.

Gordan Pang, housing information officer for the Hawai‘i Housing Finance and Development Corp., wrote in an email

that Bill 7 projects could receive a general excise tax exemption if a developer agrees to keep rents affordable for at least 30 years, pays prevailing wages and records a declaration of restrictive covenants at the Bureau of Conveyances.

Lam says that so-called Bill 7 projects offer the best return on government investment in housing. About 1,700 affordable housing units unrelated to the Bill 7 projects received $284 million in federal and state low-income housing tax credits and subsidies in 2023. That’s about $167,000 per unit – and those units could take multiple years to build, he says.

But so-called Bill 7 projects can be built at a fraction of that time and cost, he says: “To me, it’s a no-brainer. This is the only way we can transform within metro Honolulu. How else? I mean, there are no large parcels. But we can take a 5,000-squarefoot lot and convert it to 25 units.”

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“The Tradewind Group is honored to sponsor this year’s 20 for the Next 20. Congratulations to the recipients and we look forward to their continued positive impact in our community.”

– R O B ERT K . W. H . N O B R I GA, PR ES I D EN T AN D C EO, T R AD EW I N D G R O U P

“Bank of Hawai‘i congratulates Torrie Inouye and all 2024’s 20 for the next 20 honorees. Thanks to this group of inspiring and talented leaders, Hawai‘i’s future looks brighter than ever.”

– BAN K O F H AWAI ‘ I

On March 14, Hawaii Business Magazine hosted an exclusive 20 for the Next 20 celebration that brought together our 2024 cohort of emerging leaders. Mahalo nui loa to our speakers and sponsors. A big congratulations to all the honorees!

MAHALO TO OUR SPONSORS & PARTNERS

“I’m grateful to be recognized by Hawaii Business Magazine as one of 2024’s 20 for the Next 20. It’s an honor to be acknowledged alongside such a talented and accomplished group of Hawai‘i’s leaders, who are poised to shape the next two decades and beyond.

With a mission to serve the community shared by all of this year’s young leaders, American Floor & Home is proud to participate as a supporting sponsor to the 2024 class of 20 for the Next 20.

Congratulations to all of the remarkable individuals who share this honor with me.”

– DAN I EL AR I TA, PR ES I D EN T, AM ER I CAN FLO O R & H O M E

“We were honored to host the 20 for the Next 20 celebration at YWCA Oʻahu. It is essential to recognize Hawai‘i’s emerging leaders for their many talents and accomplishments.

We look forward to their continued influence in the years to come. Congratulations to this year’s honorees.”

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PA R T I N G

S H O T

Making Rum From Local Sugar Cane

BY C H AVON N IE R A M O S

KŌ H A N A D I S T I L L E RY P R I D E S itself in owning the largest sugar cane farm in Hawai‘i and creating rum directly from

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TIME: 9:30 A.M.

the plant, says farm manager Jakob Dewald.

“What makes us truly unique is we’re making our product straight from the juice of the cane,” he says. “We’re not using molasses, we’re not bringing products in – it is straight from farm to bottle.”

Kō Hana’s farm in Hale‘iwa has grown from one-quarter of an acre 10 years ago to over 350 acres today, according to Kyle Reutner, GM of the distillery.

Reutner says turning sugar cane into rum can take about 15 months or more depending on the flavor. The distillery’s

LOCATION: HALE‘IWA, O‘AHU

PHOTOGRAPHER: AARON YOSHINO

top seller is its cacao and honey-infused rum called Kokoleka.

Dewald says the farm has over 34 varieties of sugar cane. When workers harvest the cane, he says, they try to use regenerative practices like leaving plant matter in the fields to preserve nutrients instead of burning them.

“We don’t just grow sugar cane and treat it as a crop,” says Dewald. “We grow it for the future of agriculture in Hawai‘i.” kohanarum.com

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Restoring ‘Āina, While Visiting ‘Āina A N ‘Ā I N A F O C U S E D N O N P R O F I T O N M O LO K A‘ I I S R E S T O R I N G N AT U R A L L A N D S C A P E S W I T H N AT I V E P L A N T S P E C I E S W I T H T H E H E L P O F VO L U N T E E R I N G V I S I T O R S .

Haase has been working to restore native ecosystems on Moloka‘i since 1995 and is excited about being part of a movement to transform Hawai‘i tourism.

Photo: Michelle Mishina

that everything has become unique and interdependent. Unfortunately, the HENEVER BUTCH HA ASE introduction of invasive species has also sees an ‘iliahi plant in the given us the title of endangered species wild, he makes sure to plant capital of the world.” a few seeds. “Each ‘iliahi fruit has a single To remedy this situation, in 2009, seed inside it,” he says, squeezing out a dark MLT launched the Anapuka Dune purple pulp that stains the tips of his fingers.

Restoration Project, with the goal “We found that you can take that seed, find of converting an arid, invasive-spea little location that’s protected, and poke it cies-covered landscape back into a right into the ground, just one joint of your thriving native ecosystem. finger. And it’ll take root and flourish, no The team started by fencing in 60 need for a nursery!” acres of the reserve to keep out axis ‘Iliahi is an endemic deer and predators such Hawaiian species, and it’s as rats and mongoose, and “Hawai‘i is a just one of a range of native genetic hotspot clearing out kiawe trees plants being reintroduced at so the landscape can be … so isolated Mokio Preserve, a remote, reclaimed with native plant that everything species being grown at their 1,769-acre preserve at the has become corner of northwest Molonursery headquarters in unique and ka‘i that includes savanna, Ho‘olehua—āweoweo papa, dryland forest, seasonal interdependent.” mau‘u‘aki‘aki, nehe, ‘ilima wetlands, and five miles of papa, ma‘o, ‘a‘ali‘i, ‘ākia,  BUTCH HA ASE rugged shoreline. wiliwili, and more.

Haase, executive direcSince 2021, the trust tor of the Moloka‘i Land has been expanding and Trust (MLT), a nonprofit dedicated to replacing the original barrier with a new protecting and restoring the island’s land 10-foot-tall, 1.1-mile-long fence that will and natural and cultural resources, says, protect almost 100 acres—a project that “Hawai‘i is a genetic hotspot like the was completed just last month.

Galapagos or Madagascar—so isolated Right now, MLT is focusing on

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restoring seven acres of recently cleared land next to the coast, with the goal of planting 6,000 new seedlings by June of this year. This is where student and visitor volunteers are helping make a difference.

“We mostly have volunteers help with planting, mulching, and watering seedlings,” says MLT programs manager Ali Lucas. “It depends on who’s out with us, and we’ll custom tailor the activities to the ability level of the participants. We want them to enjoy themselves. We want them to come back–and keep giving back.”

Lucas says MLT hosted 759 volunteers in 2023, including 34 Neighbor Island residents, 162 from the continent, and 37 international visitors—working a combined total of 40,586 volunteer hours. And, sure enough, many off-island participants have become regulars, returning to volunteer year after year.

MLT’s “voluntourism” efforts are being partially funded by the Hawai‘i Tourism Authority, through its Aloha ‘Āina program, which is administered by the Hawai‘i Community Foundation, and supports community organizations that manage, preserve, and regenerate Hawai‘i’s natural resources and environment.

Haase, who has been working to restore native ecosystems on Moloka‘i since 1995, says he’s excited about being part of a movement to transform Hawai‘i tourism from something often seen as extractive to something restorative to the ‘āina: “The work our visitors get to do is participating in real, tangible movement toward restoring and preserving these native plant species and helping get them to a place where they may not be endangered one day.”

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