Hawaii Business Magazine August 2024

M AU I – AI - L AS S N E R – FAS H I O N

L O C A L LY OW N E D , L O C A L LY C O M M I T T E D S I N C E 1 9 5 5

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COMMITTED TO HAWAI‘I FOR OVER A CENTURY We’ve helped our clients and community evolve in a changing world and we’re ready to assist with the next 100 years.

Management Committee: Amanda M. Jones, Nathan T. Okubo, Ryan M. Wilson © 2024 Cades Schutte LLP. All Rights Reserved.

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have seen “ Ithe future of education, and it’s happening right now at Mid-Pacific.”

Dr. Tony Wagner Harvard University Innovation Lab Expert-in-Residence Senior Researcher at the Learning Policy Institute Co-Author of Most Likely to Succeed

Mid-Pacific is a recognized education leader in Hawai’i with a reputation for creativity, innovation, and proven learning outcomes.

Our graduates attend the most prestigious colleges and universities in the world, including Princeton University, The Juilliard School, Rice University, California Institute of Technology, Stanford University, Brown University, Cornell University, New York University, John Hopkins University, University of California, Berkeley, and more.

www.midpac.edu | (808) 973-5005 | admissions@midpac.edu

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for 2025– 2026

“

I have seen the future of it's happening right now at Mid-Pacific”.

– Dr. Tony Wagner Expert-in-Residence Senior Researcher Co-Author of Most Likely to Succeed

Mid-Pacific is a leader in Hawai'i with a learning outcomes.

including Princeton University, The Juilliard School, Rice Technology, Stanford University, Brown University, Cornell University, New York University, John Hopkins University, University of California, Berkeley, and more.

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PH OTO C O U R T ESY K A H A L A

08.24

FEATURES

Craig Katsuyoshi, owner of Helena’s Hawaiian Food, partnered with Kahala to create these aloha shirts inspired by the restaurant’s menu favorites.

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Hawai‘i Community Foundation’s Maui Fund CEO Micah Kāne and Senior VP Lauren Nahme describe how donations are being spent on Maui and how to make simple homes affordable.

In Hawai‘i, You Can Wear Your Aloha Local designers describe alohawear trends plus distinctions among clothes made for locals or akamai tourists vs. garish Hawaiian shirts.

Top 250 Ranks Biggest Companies, Nonprofits Small and medium businesses with Maui operations were hit hardest by the fires. But overall, revenue was up among the Top 250.

AI Apps You Can Use to Save Time & Money Tips from local experts on overall best AI platforms, mobile apps, design timesavers, programming tools and a favorite called Zapier.

Optimism Falls in BOSS Survey of Businesses We asked businesspeople and the general public about revenue, profit, staffing, confidence, spending plans, Maui and other issues.

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for Hawai‘i CC

for Honolulu CC

for Kapi‘olani CC

for Kaua‘i CC

The campaign for the University of Hawai‘i IS THE CAMPAIGN FOR BUILDING HAWAI‘I’S WORKFORCE UH educates and trains Hawai‘i residents for Hawai‘i jobs.

It strives to meet the state’s unique workforce needs so Hawai‘i’s people can enjoy a sustainable, rewarding quality of living, while honoring and preserving their unique heritage.

UH’s nationally recognized education programs energize Hawai‘i’s workforce with new talent and fresh ideas.

The UH Foundation is partnering with donors in its $1 billion FOR UH • FOR HAWAI‘I fundraising campaign to advance UH in workforce development, which benefits the entire Aloha State.

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

For UH. For Hawai‘i.

for UH Mānoa

for Leeward CC

for UH Maui College

for Windward CC

for UH Hilo To make a gift or learn more about the campaign, visit

UHFoundation.org/4UH4HI

for UH West O‘ahu 11 H AWA I I B U S I N ES S

08.24

CONTENTS

PHOTO: AARON YOSHINO

34 Lassner on Challenges, Finances, TMT and Calm at UH

Outgoing UH president (whose office is in Bachman Hall, at right) shares his proudest achievements, changes he’s seen, times he didn’t want to read the news and advice for his successor.

SPECI A L A DV ERTI SI N G SECTI ON S Tua Leads Annual List of Hawai‘iʻ’s Best Paid Athletes The Miami Dolphins will pay quarterback Tua Tagovailoa more than $23.1 million this season unless an even more lucrative deal is signed.

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Nonprofit with Big Reach is Little-known in the Islands The Pacific Telecommunications Council, based in Honolulu, helps set the pace for digital infrastructure throughout the Pacific.

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Hawai‘i’s Film Industry Feast Becomes a Famine Only one locally produced TV series is filming this summer, which means local actors and crews – in high demand for years – get fewer jobs.

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For Maui: Lessons in Hope and Recovery from Japan Participants in the Kibou for Maui Project share what they learned in Japan about dealing with disaster – both before and after it happens.

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Auditors’ Job: To Build Trust, Recommend Improvements Auditors work behind the scenes in the private and public sectors to uncover fraud, flawed processes and poor outcomes.

60 What Maui Can Learn from Kaua‘i’s Recovery After Iniki “In a way, a disaster can have very positive benefits for the community if it’s designed and worked out right,” says one key player in Kaua‘i’s rebuilding.

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Kaiser Permanente Cares Learn about programs that support Maui and all of Hawai‘i.

47 Top 250 Profiles Learn more about select companies and nonprofits that made it on the 41st annual ranking.

Starting on Page 73 CORRECTION

In July 2024’s My Job article, we mistakenly reported one of the job duties of caregiver Joeziah Routt-Rivera. Those duties do not include drawing blood.

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Parks Bring Us Together

Mahalo to our Corporate ‘Ohana

At Trust for Public Land, we believe green spaces are the heart of vibrant communities. Through our Parks for People program, we’re transforming ‘A‘ala Park to create a safe and welcoming space for all.

With the support of our Corporate ‘Ohana, we’ve preserved more than 77,000 acres across Maui, O‘ahu, Kaua‘i, and Hawai‘i Island, connecting nearly 27,000 people to a park or natural space within a 10-minute walk of home.

Ulupono Initiative

American Savings Bank ALOHA Collection First Hawaiian Bank Foundation Oceanit Title Guaranty Hawaii Ward Village Foundation Alexander & Baldwin Central Pacific Bank Foundation G70 Hawai‘i Gas James Campbell Company LLC Macy’s Maui Land & Pineapple Company Pūlama Lāna‘i

Join us at TPL.org

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O P E N

M I N D

Tinkering with AI Can Pay Off Big Time

F

OR INSIGHT INTO THE LEADING AI TOOLS AVAILABLE NOW AND HOW TO BEST USE THEM, read our story beginning on page

122. To better understand the bigger picture around AI, keep reading here.

At the opening session of Hawaii Business Magazine’s AI Hawai‘i Summit, I interviewed executives from two of the leading AI companies: Michael Trinh, associate general counsel at OpenAI and former head of litigation advance at Google, and Michael Mattmiller, director of government relations at Microsoft and previously the city of Seattle’s chief technology officer.

Trinh said 92% of Fortune 500 companies are either experimenting with AI or actually using it. In fact, Mattmiller added, many individuals are using AI tools at work that are not authorized by their companies.

“Microsoft’s 2024 Work Trends Index surveyed 30,000 knowledge workers worldwide and used the telemetry data from Microsoft Office tools,” he said.

“It found that 76% of knowledge workers are already using AI tools and of those, 78% are bringing their tools to work, meaning they are moving ahead of their IT departments. And it’s not just Gen Z. More than 65% of Baby Boomers are using these tools.”

I asked the audience at the summit: “How many of you are using AI, but your company has no AI policy or you have no idea what that policy is?” More than half raised their hands. If that is happening at your workplace, I recommend you set a policy and clearly communicate it. One common practice is to create a committee of diverse users to sort through the issues and recommend guiding principles. Be prepared to evolve as you learn more and AI evolves.

CAN’T CODE? NO PROBLEM

For those of us who can’t code, AI apps can do it for you. It takes tinkering but can pay off with custom-built programs for your unique needs. “That’s a huge benefit for a small investment of time,” Trinh said.

He also called the new multimodal capability of OpenAI’s ChatGPT-4 and other apps a “game changer.” Multimodal means you can input prompts with text, images or audio and get responses back in any of the three.

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And if you have lots of data but not enough time to analyze it, then feed the spreadsheet into AI and say, “Analyze the data, create a chart, then tell it to fix the chart,” Trinh said. This generation of AI excels at repetitive, time-consuming and structured tasks, the results of which can be validated by users for efficacy and accuracy, he said.

Mattmiller added: “When you start to use these new tools, start in your comfort zone, look at the low-risk, high-value uses cases, like a chatbot.”

AI CHATBOT WAS MORE ACCURATE

With his background in government, Mattmiller is attuned to AI’s ability to support public services.

One example he cited was especially interesting because it shows the possibilities for chatbots in all kinds of customer service departments.

Microsoft partners with YoungWilliams, a company that builds solutions for government programs like SNAP, the successor to food stamps.

“They launched their first chatbot that can help a beneficiary look up their eligibility and the status of their benefits. Beneficiaries can use the chatbot or call a call center. After three months of being live, if you call the call center, you’re on hold for 10 minutes. If you use the chatbot, you’re in right away,” he said.

Once you get a human in a call center, it takes an average of two minutes for that person to find the answer, versus seconds for the chatbot, he said.

Most important, the accuracy rate with the human is 91%; the chatbot 96%.

There was a lot of other interesting content at our AI Hawai‘i Summit, and we’ll publish more of it in the September issue. For now, turn to page 122 to learn more about useful apps.

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Enjoy impactful and relevant conversations about the future of downtown Honolulu, listen in on the solution-oriented panels, and network with your neighbors.

Editor & Executive Publisher STEVE PETRANIK stevep@hawaiibusiness.com • (808) 534-7584 Editorial Managing Editor CYNTHIA WESSENDORF cynthiaw@hawaiibusiness.com • (808) 224-7943 Staff Writer RYANN COULES ryannc@hawaiibusiness.com Staff Writer SHELBY MATTOS shelbym@hawaiibusiness.com Copy Editor ELROY GARCIA Design & Photography Creative Director JEFF SANNER jeffs@hawaiibusiness.com Staff Photographer AARON YOSHINO Digital Digital Director RANDALL LIBRAMONTE randalll@hawaiibusiness.com • (808) 534-7531 Digital Media Specialist MICHELLE TAN michellet@hawaiibusiness.com Sales & Marketing Co-Publisher KENT COULES kentc@hawaiibusiness.com • (808) 364-5869 Account Executive PAM SAITO pamelas@hawaiibusiness.com • (808) 364-5897 Account Executive YONGCHAE SONG yongchaes@hawaiibusiness.com • (808) 228-5078 Senior Account Coordinator REBECCA BROOKING rebeccab@hawaiibusiness.com • (808) 534-7560 Events Manager MADELENE MARTINBIANCO madelenem@hawaiibusiness.com • (808) 534-7578 Events Coordinator OLIVIA DE SENA oliviad@hawaiibusiness.com Circulation circulation@pacificbasin.net Connect with us on social media: HawaiiBusiness HawaiiBusinessmagazine Hawaii Business is published by

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N E WS M A K E RS D E S E RV E C R E D I T W H E R E C R E D I T I S D U E

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S P O R T S

BY LANCE TO M I NAG A

S A L A R I E S

ORIGINAL PHOTO COURTESY: PETER MCMAHON/MIAMI DOLPHINS

QUARTERBACK TUA TAGOVAILOA WILL EARN A SALARY OF MORE THAN $23.1 MILLION DURING THE 2024 SEASON IN THE FIFTH AND FINAL YEAR OF HIS CONTRACT WITH THE MIAMI DOLPHINS. But the two sides are discussing a

Q

new deal that could pay him more than twice as much a year.

Team leaders have said they are committed to him for the long haul, but the two sides (as of press time) have yet to reach agreement. Tagovailoa has said he expects to be paid his market value, which likely means something comparable to the four-year, $212-million contract recently signed by the Detroit Lions’ QB Jared Goff.

Even if a new deal is not reached, Tagovailoa still tops Hawaii Business Magazine’s 2024 list of Hawai‘i’s highest-paid professional athletes – and he will earn the highest annual salary ever for a Hawai‘i athlete.

As a reminder that the window of opportunity for even top athletes is brief, consider Kolten Wong. The former UH baseball standout and two-time Gold Glove winner, who turns 34 on Oct. 10, ranked third on our 2023 survey of Hawai‘i athletes with a salary of $10 million. Today, Wong is out of the major leagues.

Here is our list of athletes with Hawai‘i ties and their 2024 salaries. We list their hometowns and schools if they are in Hawai‘i. Our primary source is Spotrac.com, a website that tracks the contracts of athletes in the major professional sports leagues.

1 TUA TAGOVAILOA

Quarterback, Miami Dolphins

‘Ewa Beach, Saint Louis School

2024 SALARY: $23,171,000 DETAILS: TEAM EXERCISED FIFTH-YEAR OPTION ON HIS ROOKIE CONTRACT SIGNED IN 2020.

2 DEFOREST BUCKNER

Defensive Tackle, Indianapolis Colts

Wai‘anae, Punahou School

2024 SALARY: $20.25 MILLION* DETAILS: PART OF A FOURYEAR, $84-MILLION CONTRACT SIGNED IN 2021. IN APRIL 2024, HE SIGNED A TWO-YEAR EXTENSION TOTALING $46 MILLION. * INCLUDES AN $18-MILLION SIGNING BONUS

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3 ISAAC SUEMALO

5 KA‘IMI FAIRBAIRN

Born in Honolulu

Kailua, Punahou School

Guard, Pittsburgh Steelers 2024 SALARY: $7,875,000 DETAILS: THREE-YEAR CONTRACT (2023-2025): $24 MILLION

Placekicker, Houston Texans 2024 SALARY: $6.33 MILLION* DETAILS: THREE-YEAR CONTRACT (2024-2026): $15.9 MILLION * INCLUDES $4.3-MILLION SIGNING BONUS

4 ISIAH KINER-FALEFA Shortstop, Toronto Blue Jays

Honolulu, Mid-Pacific Institute

6 MARCUS MARIOTA

2024 SALARY: $7.5 MILLION DETAILS: TWO-YEAR CONTRACT (2024-2025): $15 MILLION

Honolulu, Saint Louis School

Quarterback, Washington Commanders

7 ALOHI GILMAN

Safety, Los Angeles Chargers

Lā‘ie, Kahuku H.S.

2024 SALARY: $5,625,000* DETAILS: TWO-YEAR CONTRACT (2024-2025): $10,125,000 * INCLUDES A $4.5-MILLION SIGNING BONUS

8 KIRBY YATES

Relief Pitcher, Texas Rangers

Līhu‘e, Kaua‘i H.S.

2024 SALARY: $6 MILLION* DETAILS: ONE-YEAR CONTRACT * INCLUDES A $3-MILLION SIGNING BONUS

2024 SALARY: $4.5 MILLION DETAILS: ONE-YEAR CONTRACT

ORIGINAL PHOTO: PERRY KNOTTS PHOTOGRAPHY/ASSOCIATED PRESS

9 NATE HERBIG

Guard, Pittsburgh Steelers

Līhu‘e, Saint Louis School 2024 SALARY: $4 MILLION DETAILS: TWO-YEAR CONTRACT (2023-2024): $8 MILLION

10 JOSH ROJAS

Third Baseman, Seattle Mariners

UH

2024 SALARY: $3.1 MILLION DETAILS: ONE-YEAR CONTRACT

11 JAHLANI TAVAI Linebacker, New England Patriots

UH

2024 SALARY: $2,875,000* DETAILS: THREE-YEAR CONTRACT (2022-2024): $4.4 MILLION * INCLUDES A $510,000 ROSTER BONUS, $100,000 WORKOUT BONUS AND $1-MILLION INCENTIVES BONUS

12 JAMIN DAVIS

Linebacker, Washington Commanders

Born in Honolulu

2024 SALARY: $2,541,024 DETAILS: FOUR-YEAR CONTRACT (2021-2024): $13,794,176

13 RIGOBERTO

SANCHEZ

Punter, Indianapolis Colts

UH

2024 SALARY: $2.5 MILLION* DETAILS: THREE-YEAR CONTRACT (2024-2026): $7.5 MILLION * INCLUDES $1.25-MILLION ROSTER BONUS

14 ROMAN WILSON

Wide Receiver, Pittsburgh Steelers

Kīhei, Saint Louis School

2024 SALARY: $1,793,304* DETAILS: FOUR-YEAR CONTRACT (2024-2027): $5,745,168 * INCLUDES A $998,304 SIGNING BONUS

15 MARIST LIUFAU

Linebacker, Dallas Cowboys

Honolulu, Punahou School 2024 SALARY: $1,754,284* DETAILS: FOUR-YEAR CONTRACT (2024-2027): $5,691,514 * INCLUDES A $959,284 SIGNING BONUS

22 MALAESALA

16 KAMU

GRUGIER-HILL

2024 SALARY: $915,000 DETAILS: FOUR-YEAR CONTRACT (2023-2026): $4,013,192

Honolulu, Kamehameha Schools Kapālama

23 ANDREI IOSIVAS

Linebacker, Minnesota Vikings

2024 SALARY: $1,377,500* DETAILS: ONE-YEAR CONTRACT * INCLUDES $142,500 SIGNING BONUS

AUMAVAE-LAULU

Tackle, Baltimore Ravens

Kea‘au H.S.

Wide Receiver, Cincinnati Bengals

Honolulu, Punahou School 2024 SALARY: $915,000 DETAILS: FOUR-YEAR CONTRACT (2023-2026): $3,999,384

17 NETANE MUTI Guard, Detroit Lions

Leilehua H.S.

24 KANA‘I MAUGA

2024 SALARY: $1,055,000 DETAILS: ONE-YEAR CONTRACT

Wai‘anae, Wai‘anae H.S.

18 BREIDEN FEHOKO Defensive Tackle, Pittsburgh Steelers

Honolulu, Farrington H.S. 2024 SALARY: $1,055,000 DETAILS: ONE-YEAR CONTRACT

19 DARIUS MUASAU

Linebacker, New York Giants

Linebacker, Las Vegas Raiders 2024 SALARY: $915,000 DETAILS: ONE-YEAR CONTRACT

25 JONAH LAULU

Defensive Tackle, Indianapolis Colts

UH

2024 SALARY: $899,520* DETAILS: FOUR-YEAR CONTRACT (2024-2027): $4,124,520 * INCLUDES A $104,520 SIGNING BONUS

Mililani H.S., UH

2024 SALARY: $995,912* DETAILS: FOUR-YEAR CONTRACT (2024-2027): $4,220,912 * INCLUDES A $200,912 SIGNING BONUS

20 BRADLEE ANAE

26 JORDAN MURRAY

Tight End, Indianapolis Colts

UH

2024 SALARY: $795,000 DETAILS: ONE-YEAR CONTRACT

Defensive End, Atlanta Falcons

27 CADE SMITH

2024 SALARY: $985,000 DETAILS: ONE-YEAR CONTRACT

2024 SALARY: $740,000 DETAILS: ONE-YEAR CONTRACT

Lā‘ie, Kahuku H.S.

Pitcher, Cleveland Guardians

UH

21 NICK HERBIG

Linebacker, Pittsburgh Steelers

Kalaheo (Kaua‘i), Saint Louis School 2024 SALARY: $915,000 DETAILS: FOUR-YEAR CONTRACT (2023-2026): $4,512,920

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S P O R T S

S A L A R I E S

UNITED FOOTBALL LEAGUE

I

N LATE 2023, THE UNITED STATES FOOTBALL LEAGUE AND XFL MERGED TO FORM THE UNITED FOOTBALL LEAGUE. Co-owned by one-time

Hawai‘i resident Dwayne “The Rock” Johnson (McKinley H.S.), the eight-team league debuted in March 2024, with each team playing 10 regular-season games and the top four teams advancing to the playoffs.

Here are UFL players with Hawai‘i ties:

DAE DAE HUNTER Running Back, Arlington Renegades

UH

KOHL LEVAO

Guard, San Antonio Brahmas

UH

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MIKA TAFUA

Defensive End, Michigan Panthers

Lā‘ie, Kamehameha Schools Kapālama

LPGA

ALLISEN CORPUZ Pro Golfer, LPGA Tour

Honolulu, Punahou School EARNINGS SO FAR IN 2024:

$167,383

JORDAN TA‘AMU

Quarterback, DC Defenders

Pearl City, Pearl City H.S.

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While the UFL does not release individual player salaries, the stated goal is to pay players equally, regardless of position. Minimum salaries are $5,500 per week ($2,500 for inactive players), plus additional money for housing $400 per week), training camp ($850 per week). There are also performance bonuses. (For example, former UH offensive lineman Kohl Levao received $2,500 for earning All-UFL Team honors.)

CALVIN TURNER

Wide Receiver, San Antonio Brahmas

UH

IS YOUR COMPANY ONE OF THE

BEST PLACES TOIN HAWAI‘I? WORK O U R P R O G R A M I D E N T I F I E S T H O S E E M P L OY E R S W H O D O T H I N G S R I G H T BY C R E AT I N G W O R K P L A C E C U LT U R E S T H AT R E C R U I T E M P L OY E E S A N D M A K E T H E M WA N T TO S TAY. W E G I V E R ECO G N I T I O N W H E R E I T ’S D U E A N D P ROV I D E E M P L OY E R S W I T H H O N E S T A N D U S E F U L F E E D B A C K F R O M T H E I R E M P L OY E E S .

R E G I S T E R YO U R B U S I N E S S AT

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ORIGINAL PHOTO COURTESY: WIKIMEDIA COMMONS CREATIVE COMMONS LICENSE. | MAGNUM P.I. PHOTO COURTESY: ALAN LIGHT

BY RYA N N N OE L A N I C OU L E S

Hawai‘i’s Film Feast Now a Famine After years of long-running locally produced TV series, only one remains.

And local actors and crews – in high demand for years – are landing fewer jobs on movies, shows and other local film projects.

I

T’S ALWAYS BEEN AN UP AND DOWN BUSINESS, BUT HAWAI‘I’S FILM AND TV INDUSTRY HAS DONE WELL IN THE 21ST CENTURY.

Many TV shows had sustained success. Production on “Lost” lasted from 2004-2010, “Hawaii Five-0” ran for 10 seasons, “Magnum P.I.” for five and “NCIS: Hawai‘i” for three. And all manner of movies filmed here, including “50 First Dates,” “The Descendants,” “Jurassic World” and “Jurassic World: Fallen Kingdom,” “Jumanji: Welcome to the Jungle” and “Forgetting Sarah Marshall.”

But after thriving for years – including a quick bounce back from the pandemic – the film industry is enduring a dry spell.

“There were three or four different productions going on at the same time.

Casting companies were fighting over having people to work for them,” says George Krumb, a local actor and member of the Screen Actors Guild. “All of a sudden, one by one, the shows started getting canceled. And now, we’re down to one show.”

In summer 2024, the only major TV show being filmed locally is Fox’s “Rescue: HI-Surf,” an action drama following the lives of lifeguards on O‘ahu’s North Shore.

“The truth be told is that our film industry here is not at its best” now, says Brian Keaulana, a producer, stunt designer and water scenes director on the show. The loss of “NCIS,” he says, was “huge” and left the industry’s Diamond Head studios dormant.

Keaulana, who’s worked on dozens of films and TV shows as a water stunts coordinator, estimates the cast and crew of “Rescue: HI-Surf” is 90% local hires.

“It’s not Hollywood, it’s not mainland or people from the outside.

Majority of the film industry (here) is people from Hawai‘i,” he says, but now it’s “sad times.”

(A Netflix reality show called “Temptation Island” is also filming on Hawai‘i Island this year.)

THE PERFECT STORM

“All kinds of things brought the whole industry to a halt,” says Krumb. “It started with the writers going on strike last May. If there are no writers, there are no scripts. And if there are no scripts, there’s no show. So we lost programs from that.”

Productions continued filming with scripts they already had, but those ran out and caused a delay that was prolonged by the subsequent actors strike, which lasted from July to November 2023.

Krumb blamed the actors strike on producers who “didn’t want to

give us the rights to our own image.

So you’ve got the writers on strike, you’ve got the actors on strike, and then in August is when the fires in Maui happened. And then the focus all went to taking care of that, which is totally understandable. I mean, it was a devastating event. But for all those things to happen at once, it created the perfect storm.”

The Creative Industries Division within Hawai‘i’s Department of Business, Economic Development & Tourism is the state agency dedicated to strengthening and advocating for Hawai‘i’s creative sector.

Georja Skinner, chief officer of the Creative Industries Division, says film production tax credits are one way to support the industry.

“Any expenditure that is subject to Hawai‘i tax, you can get a 22% credit or rebate back from your expenditures if you’re on O‘ahu, or 27% if you’re on a Neighbor Island. And the reason that there’s a bump up for the Neighbor Islands is because we want to be more equitable,” with more projects statewide, she says.

Productions must spend a minimum of $100,000 in-state to qualify for the tax credit. Another stipulation: “There is a workforce development component that requires the productions give 0.1% of their spend to a local public school or university, and 0.2% of their tax credit rebate must go to the Hawaii Film and Creative Industries Development Fund,” says Skinner.

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SHOCKED THAT NCIS WAS CANCELED

After most productions worldwide ground to a halt in 2020 due to the pandemic, Hawai‘i enjoyed a quick comeback with “The White Lotus,” which filmed its first season on Maui at the end of 2020.

“It was filmed at the Four Seasons Resort, which at the time, was basically closed for business. So it was a good situation, because we were in a bubble there. We couldn’t leave the hotel. Not that that’s a bad thing, because it’s a five-star resort,” says Krumb.

The show, which premiered on HBO Max in summer 2021, achieved critical acclaim and won five Emmys for its first season. The show changes locations each year, so that season was the only one filmed in Hawai‘i.

“That was honestly my all-time favorite thing I’ve ever done,” Krumb says. “At least 100 people that worked on that came from here (O‘ahu). And then there were people hired locally on Maui. It was a boom for us at the time because there was nothing else.”

Reboots “Hawaii Five-0” ran from 2010 to 2020 and “Magnum P.I.” from 2018 to 2024. “NCIS: Hawai‘i,” which debuted in 2021, was abruptly canceled after just three seasons despite a loyal following.

Skinner says she was shocked by the move. “None of us really believed that that was going to happen up until the last week. It’s unfortunate, but

there’s a confluence of things happening there that indicate it’s not just the viewership or the success of the show, and what the show brought in terms of its integration of diversity both in front of and behind the camera. Think about the fact that the parent company of CBS, Paramount, is for sale. So it really is a dollars and cents decision – not about the talent, the vibrancy of the writing or the show.”

Krumb says the decline in TV shows is especially troubling because the work it provides is “a regular, reoccurring thing” and a more stable source of income for local actors and production crew than a feature film or other work.

“It’s become feast or famine. It was like a feast, and now we’re kind of in a famine. The pendulum has swung the other way. But I have faith with the industry coming back to Hawai‘i and realizing that there’s no other place like us,” he says.

“The fact is, no matter what movie or show they’re filming, Hawai‘i is the star. They’re coming to Hawai‘i because it’s Hawai‘i, one of the most iconic places on Earth.”

WHERE DO WE GO FROM HERE?

Skinner says the good news for the local film industry is it still has a lot going in its favor. “We have a legacy of doing this work, and we have so many strong crews who know what it

means to work on a series. The kindness of people in Hawai‘i – the aloha spirit, if you will – is an important dynamic for people that come from elsewhere to work with our crews here,” she says.

“Plus, we have the best water men and women on the planet, who are sought after worldwide. The talent, environment, support systems like food and beverage, hotels and hospitality, and our rich culture make Hawai‘i a great place to live and work.”

She also highlights the state’s support for the industry through initiatives like Creative Lab Hawai‘i, a program founded by DBEDT in 2012 and dedicated to nurturing local talent and developing a creative workforce.

“Creative Lab Hawai‘i is a premium entrepreneurs accelerator program that has really netted some great results for local screenwriters that still live here,” says Skinner.

“And that’s our goal at Creative Industries, to find a way to ensure that our talent stays here. We encourage our actors to participate in writing programs and things like that. It’s almost as if you have to treat it like CrossFit for creatives.

You need programs that do the whole entrepreneurial gamut.”

Keaulana says the local industry must become less dependent on outside productions coming here and invest in homegrown talent

DBEDT TRACKS PRODUCTIONS THAT USE THE TAX CREDIT. HERE ARE THE NUMBERS SINCE 2019.

YEAR TV SPECIAL TV SERIES† TV MOVIE TV PILOT FEATURE FILM SHORT FILM INTERNET DOCUMENTARY COMMERCIAL 2019

3

11

1

-

11

1

-

-

7

1

35

2020

-

10

-

-

6

-

-

-

1

-

17

2021

2

9

1

1

11

1

3

-

5

-

33

2022

1

11

5

-

5

-

1

-

3

-

26

2023

2

6

1

-

7

-

-

1

8

-

25

2024*

1

4

-

-

3

-

-

2

13

-

23

TOTAL

9

51

8

1

43

2

4

3

37

1

159

*ESTIMATED | †INCLUDES LESS PROMINENT SHOWS LIKE “TEMPTATION ISLAND,” “DOOGIE KAMEALOHA, M.D.,” “DEADLIEST CATCH: BLOODLINE” AND PBS HAWAI‘I’S “FAMILY INGREDIENTS.”

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MUSIC VIDEO TOTAL

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RESCUE HI-SURF PHOTO COURTESY: FOX

instead. He says that’s why he and his team started a nonprofit called ICAN – the International Cultural Arts Network.

“It’s grabbing and gravitating our actors here, into a level that could only be attained (before), I think, by going to the main-

land and going to art schools and academies. But what we’ve done is bring a master class over,” with the involvement of high-level actors, says Keaulana.

“We have great actors that have come from here: Jason Momoa and The Rock, Bette Midler and Kelly

Hu, Tia Carrera, the list goes on.

And that’s what we’re doing with ICAN: asking those people to reinvest in ourselves.”

Unlike Hollywood, which has a cutthroat reputation, Keaulana says the industry in Hawai‘i is leaving a distinct legacy. “It’s different, I think, in the mainland, where people compete and try to step on each other. In Hawai‘i, for us it’s how do we elevate people around us? How do we push them further? For me, my dream is I wish someone would go further than I have.” icanintl.org and creativelab.hawaii.gov

THE ONLY TV SERIES CURRENTLY IN LOCAL PRODUCTION IS RESCUE: HI-SURF, A SHOW ABOUT O‘AHU NORTH SHORE LIFEGUARDS THAT PREMIERES THIS FALL

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N O N P R O F I T

W I T H

A

M I S S I O N

THOUSANDS OF C-SUITE EXECUTIVES, RESEARCHERS, ENTREPRENEURS AND GOVERNMENT LEADERS CONVENE EACH YEAR TO HELP PLAN WHAT’S NEXT FOR SATELLITES, UNDERSEA CABLES AND MUCH OF THE HARDWARE THAT MAKES THE INTERNET UBIQUITOUS. Instead of

being held in Silicon Valley, London or Aspen, this global gathering of the Pacific Telecommunications Council is always held on O‘ahu, yet few locals are aware of the PTC. Founded in 1978 and based in Honolulu, it’s a nonprofit membership organization committed to advancing information and communications technologies globally, with an emphasis on the Pacific Ocean and Pacific Rim.

BY K ATH RY N D R U RY WAG N E R

panies like Hawaiian Telcom and Hawaii Pacific Teleport; and entities such as Japanese public broadcaster NHK and Fiji’s Ministry of Communications.

There are more than 400 member companies, with 4,000 people total participating in the organization.

One member organization, Google, recently announced plans for a $1 billion project called Pacific Connect, which will create new fiber-optic internet subsea cables and link hubs throughout the Pacific, including Japan, Hawai‘i, Fiji, Australia, Guam and the Northern Mariana Islands.

“The bigger picture is it not only increases connectivity and

access to social media; they’re just trying to make a consistent phone call or start doing SMS messaging.”

“There are certain areas, Latin America and Africa, that are also going to be hotbeds of opportunity for the industry moving forward.

But right now, there’s certainly a focus on the Pacific,” says Moon. “We’ve got companies like Google, who are investing a lot of resources financially. From a business opportunity, there are lots of people in the Pacific who aren’t connected, so it’s an opportunity to reach them. But it’s also an opportunity for the United States to connect with Asia.”

Fostering Connection The Pacific Telecommunications Council, based in Honolulu, helps set the pace for the development of digital infrastructure throughout the Pacific

“Our organization and our members focus on satellites, subsea cables, data centers, landing stations, mobile, fiber … we have members across the entire industry,” says Brian Moon, who has been PTC’s CEO since 2022.

“As we’ve evolved, we’ve started to use the term ‘digital infrastructure,’ but it’s essentially telecommunications and connectivity.”

PTC has 12 full-time staff, some working on O‘ahu and others on the continent.

Members include megawatt names like AT&T, Starlink, Meta and Oracle; Islands-based com26

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reliability of internet on the Hawaiian Islands, but will also become literally the lifelines to Pacific islands that many of us haven’t heard of,” says Moon. “When you talk about opportunities of what the internet can do, what technology can do, that’s what our organization’s mission is. When you can connect more and more people, especially the next generation, that opens opportunities, whether it is for remote learning, access to digital health or remote work. Some of these locations, we’re not talking about getting

ANNUAL CONVENING

PTC’s flagship event is its annual conference, which has grown into one of the industry’s most important meetings of the year. “It has become synonymous with the organization,” says Moon. “I like to call it the Davos of digital infrastructure.”

The PTC Conference is held at the Hilton Hawaiian Village, typically in the second or third week in January. Several thousand people fly in from all over the world, with attendees from China and Singapore rubbing elbows

with badge-wearers from Finland and India and striking up conversations over a mai tai with people from Kenya and Nepal.

“It brings the people with the research and academic credentials together with the movers and shakers, the people who are actually doing things. And there aren’t that many times when those people are together in the same hotel, over the same few days, sharing ideas,” says David Lassner, president of the UH System. Lassner is a former chair of PTC’s board and a lifetime member.

Lassner notes that along with conference sessions, plenty of business is conducted on the sidelines. “The major corporations that work in this space, they just rent a lot of rooms, and they are setting them up for offices and conducting business meetings all day, and hosting parties for their clients.”

He says the conference is better known outside the Islands than in it.

“I think it’s known to a niche group here, but most of the participation is from outside Hawai‘i,” he says. “And it’s kind of amazing that we have one

of the major global events, year in and year out, taking place here, and most people have no idea that it’s going on. Everybody who’s deploying major telecommunications infrastructure, certainly in this hemisphere, but anywhere in the world really, gathers in Honolulu in January. I think for Hawai‘i, we should be very proud that we’re a place that brings these people together.”

that PTC is known for, which is the C-suite.” There are a lot of potential regulations regarding digital infrastructure, and the group wants to educate the lawmakers on the issues.

PTC also conducts webinars year-round on timely topics such as AI. It also has an initiative, PTC Beyond, that supports emerging digital infrastructure professionals aged 35 and younger.

“We’ve also partnered with an organization called the ITU, the International Telecommunications Union, specifically on a program called Girls in ICT (information and communications technology).

This year, PTC added a mid-year conference called PTC’DC that will take place in Washington, D.C. on Sept. 5 and 6.

“This will be approximately 250 to 300 attendees, much more intimate, and it’s very specific,” explains Moon. “What I mean by that is, we are convening with the government – the policymakers, regulators – and we’re bringing them together with the audience

It focuses on young women professionals, promoting opportunities and careers in telecom,” Moon says.

“This specific one is around the Pacific, so when you look at islands like Fiji, Tuvalu and others, there are so many bright young women who are just looking for an opportunity.

Let’s get them connected. … Then you can become an engineer, then you can become whatever you want to be, but you need this foundation first.”

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M Y

J O B

BY AU STI N BO U RCI E R

My Job is Protecting Lāna‘i’s Wildlife

NAME: GRAZEL CACERES JOB: LEAD WILDLIFE BIOLOGIST COMPANY: PŪLAMA LĀNA‘I

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GRAZEL CACERES, the lead wildlife biologist for Pūlama Lāna‘i, says she and her team work in forests, on mountains and other terrain on Lāna‘i to establish and protect local wildlife so the animal and plant species can survive and flourish.

For example, they keep predators out of an area on Lāna‘i that is one of the most important remaining habitats for ‘ua‘u, an endemic and now endangered seabird also known as the Hawaiian petrel.

Caceres finds ‘ua‘u fascinating and loves their resilience and instinctive nature, and their biological and cultural history.

“They are long-lived birds – 35 years or more – and become lifetime nesting partners. They were useful for voyagers in navigation and were a food source for Hawaiian royalty. Their guano, or excrement, provides nitrogen in their colony areas, which is important for the health of our native forests,” says Caceres.

“They’re easy to study and protect for future generations to experience. It is part of our history that still exists.”

The ‘ua‘u tend to nest in burrows on steep slopes. Despite the challenges, Caceres and her team carefully examine their breeding habits and successful nest hatchings, and observe behavior and seasonal variations that can dictate breeding locations and migration patterns.

They also work with ‘ua‘u kani, better known as wedgetailed shearwater, kāhuli (the Hawaiian tree snail) and ‘īlio holo

PHOTOS COURTESY: PŪLAMA LĀNA‘I

“ALL THE

i ka uaua, the traditional name for Hawaiian monk seals, which translates to “dog that runs in rough water.” Caceres’ team conducts surveys and rehabilitation for those species and traps pests such as stray cats and rats.

Without the work of her and her team, Caceres says, many species might not survive on Lāna‘i.

Though Caceres and her team primarily work with native animals, they also support native plants. “They bring a lot of life to our island and play a big role in keeping our watershed healthy,” says Caceres. “They also provide good ground vegetation for ‘ua‘u.”

She has seen much damage to native habitats from invasive plants such as strawberry guava.

“This tree plant is fast-growing, difficult to control if not done properly, and collects so much of

our water to feed itself. Out in the field, they will out-compete the native plants on the landscape,” she says.

Caceres wants everyone to know the impact that plants and animals have on local ecosystems and traditions.

Preserving native species not only protects the land but provides connections to Hawaiian culture, roots and history.

“Every native plant or wildlife individual that you see out in the field tells a story because it had importance to the people that inhabited these islands. These resources were key components to survival and their way of life.”

Caceres wants local communities to learn about and participate in conservation and says youth can learn much from handson exercises.

“Sharing our knowledge about our resources can take many forms, from hosting a formal presentation to just talking story about our work. Allowing youth to be present in the work we do gives them a chance to understand its importance.”

Caceres found her passion for conservation during a high school internship, when she helped remove invasive plants from native species’ habitats.

During summers as a teenager, she worked for the conservation nonprofit Kupu and gained experience in habitat control and restoration, predator control, native wildlife monitoring, education and outreach.

WORK I DO IS NOT ONLY FOR ME TO ENJOY BUT THE FUTURE GENERATIONS AS WELL.” “I learned why vegetation clearing and invasive species control was so important; not only to protect our watershed or keep it for the future generation to see, but to also protect and take care of all species that play a role in providing a healthy ecosystem,” she says.

“Everything made sense to me.”

Today, she says, she loves seeing the seabirds grow in numbers, native plants flourish and reclaim habitats, and Hawaiian monk seal pups feed and then wean off their mothers. She loves the work, even when it means challenges like an exhausting hike on a humid day.

“I understand that our species are not abundant and without the proper care to protect them, they will likely become extinct. If we lose these species, we will also start to lose our connection to the land, the history that connects to the species that exist and the life that the island depends on.”

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B I Z X :

A DV I C E

F R O M

E X P E R T S

THIS MONTH’S EX P E RT : STE VE RI X, C H IE F E X P E R I E N CE O F F I CE R AT P LAY LA B

Play at Work? Yes, It Works Big Time In the workplace, play has defused hard-core conflicts, stimulated innovation, nurtured leadership skills and promoted meaningful DEI A FOUR-LETTER WORD FOR WORK.

If this were “Jeopardy,” my response would be, “What is Play?”

After all, it’s often said that “if you find a job you love, you’ll never have to work a day in your life.”

I’ve enjoyed most of what I’ve done in my 37-year career, but I did hit a mental roadblock 11 years ago.

I had just left a job and felt lost. Day after day I would sit alone on Sunset Beach thinking that maybe my best workdays were behind me.

Then two kids asked me to play.

We danced in the waves and built what they thought was an epic sandcastle. That experience changed everything, and my empty tank was now full. I wondered: Can what just happened to me help others in the workplace?

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Yes, it can and I’ve seen it happen over and over. Like you, I have faced the challenges posed by unhappy, unengaged employees. Play can help them love their job, interact better with co-workers and turn them into employees worth retaining.

Playfulness at work spawns innovation, develops future leaders, improves mental wellbeing and raises the level of social awareness among employees, which promotes balanced and meaningful diversity, equity and inclusion.

I’ve coached over 450 business leaders and the testimonials they’ve shared after experimenting with play are amazing. Let’s run through a few.

Have you ever been in a boardroom where conflicts run so deep you could cut the tension with a knife? That’s what conditions were like at a trades company on O‘ahu that sought our help. We gave everyone puppets to represent their best selves. Through those puppets – and using playful acting and kindness – employees talked about the conflicts at the company. Forty-five minutes later the conflict was resolved and didn’t come back.

The chief HR officer of a Fortune 100 company became known as the puppet master for his use of puppets to resolve challenges playfully and efficiently. Everyone at the office would at some point pick up a puppet and share their grievances.

ILLUSTRATION: GETTY IMAGES

We asked the leaders of a company with 17 department heads to define their superhero powers and share how they would create a team of Avengers to deal with the inter-departmental challenges that had plagued their workplace. Within 60 days all departments were operating at greater efficiency.

And we worked with a company that had tragically lost its founder and CEO during the pandemic. We brought together the remaining 11 team members and asked each to create a triumphant story about how the company would go on – written like a children’s story. While each employee foresaw a different path forward, all the stories had similar outcomes. Those stories became the baseline for a strategic plan to lead the company back to success. After all, anything is possible when seen through the eyes of a child.

Writing a children’s story, playing with puppets or summoning the superhero within are just a few ways that play can save the day in your workplace. I double dog dare you to give it a try.

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H AWA I I B U S I N ES S 24-CAR-0255 Puron Advance.indd 1

31 6/7/24 9:11 PM

On June 4, Hawaii Business Magazine hosted the AI Hawai‘i Summit 2024 at Mid-Pacific Institute. National and local experts discussed AI’s latest advances, transformative uses and serious challenges affecting the workplace, cybersecurity, education, law and our daily lives. Mahalo to our sponsors, panelists and attendees for helping make this a successful summit.

MAHALO TO OUR SPONSORS! P R E S E N T E D BY :

S U P P O RT I N GS P O N S O R:

VENUE SPONSOR:

“Amidst a backdrop of many local industry leaders and of our interconnected world, the Hawaii Business Magazine AI Summit was one of the first locally based events, with a pure focus on AI. As a moderator for the cyber-security panel, I had the privilege of speaking openly with those who represent leading-edge technology firms, charging towards safeguarding our future. We delved into the details of modern threats, however, not emerging with warnings of dystopia, but with some blueprints for a fortified tomorrow.

This summit was not merely a meeting of minds, but a symphony of ideas, composing a safer and more productive Hawai’i for all of us.”

— KELLY J. UEOK A , PRESIDENT & CHIEF TECHNOLOGY OFFICER , PACX A

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“At Mid-Pacific, we are dedicated to embracing the future of education through innovative technologies like AI. We are honored to sponsor the AI Hawai’i Summit, which provided working professionals the opportunity to learn about new developments and tools in AI and their impact on organizations, careers, and communities.

Our support for this conference reflects our commitment to fostering a community of continuous learning and growth. By coming together to explore the potential of AI, we aim to answer a fundamental question: How can technology enhance the human experience rather than drive it? In doing so, we ensure that both our students and our broader community are well-prepared to thrive in an evolving digital landscape.”

— DR . PAUL TURNBULL , PRESIDENT, MID -PACIFIC INSTITUTE

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

34 AFTER DAVID LASSNER STEPS DOWN, HE WILL SERVE AS UH’S PRESIDENT EMERITUS, A POSITION WITH PRESTIGE BUT NO POWER OR SALARY. HE SAYS HE WILL HAVE A SMALL OFFICE IN THE IT BUILDING AND WORK ON SOME PROJECTS.

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BY C H AVON N I E R A MOS

David Lassner on Finances, Challenges, TMT and Calm at UH The outgoing systemwide president shares his proudest achievements and the changes he’s seen, and recalls the times he didn’t even want to read the news. And he offers advice for his successor, who is scheduled to be announced in October.

D

AVID LASSNER IS STEPPING DOWN AS PRESIDENT OF THE UH SYSTEM AT THE END OF 2024, 11 YEARS AND FOUR MONTHS AFTER BEING NAMED INTERIM PRESIDENT.

That’s a remarkably long run: None of his three predecessors had the job for more than five years. And the latest nationwide survey by the American Council on Education found that in 2022, university presidents had been on the job an average of 5.9 years.

UH is currently searching for Lassner’s replacement, with finalists expected to be named by September and a new leader announced in October. The university expects the 16th UH president to start work in January.

Lassner sat for an exclusive interview with Hawaii Business Magazine to share what he wants to do while he’s still leader of the 10-campus system and his plans after stepping down in December.

The interview has been lightly edited for length and conciseness.

H AWA I I B U S I N ES S

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FOUR-YEAR GRADUATION RATES WERE UP SIGNIFICANTLY AT UH MĀNOA AND UH WEST O‘AHU DURING LASSNER’S TENURE BUT NOT AT UH HILO.

Q: WAS IT ALWAYS YOUR PLAN TO STEP DOWN AFTER THIS YEAR?

I started thinking about it, I’m going to say, three years ago. Every year when I had the annual discussion of my performance and evaluations with the Board of Regents chair – about how can I do better, what do they really like? – the question of succession always came up.

Because people don’t last that long in these jobs. The average tenure for university presidents has gone down nationally from over eight years to under six years, and here is probably even shorter. So years back, I told the board chair: 2024, that’s enough. If I’m still here, I don’t want to keep going past that.

So I’m really happy that I was able to go out when I wanted to, the way I wanted to.

Q: WHAT ARE YOUR PROUDEST ACCOMPLISHMENTS?

I have a lot of things I feel good about accomplishing in my previous job too. (Lassner was UH’s VP for information technology and chief 36

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LASSNER’S FIRST JOB AT UH WAS IN 1977.

information officer before serving as president.) But in this job, I can tell you what people have told me they appreciate.

It’s interesting that they really appreciate that it’s calm. We have our bits of drama, but in general, the institution is calm.

When I came into this job, I literally didn’t like to open the paper in the morning, because if there was a story about UH – and there often was – it was negative. And now I feel if something bad happens, we get covered – nobody gives us a pass – but by and large, the public gets to hear about the good work we’re doing.

And that has changed attitudes in the community.

We’re financially secure and stable. Our budget balances, our reserves are healthy. When I came into this job, we were at the tail end of the previous recession, and then we had to go through the pandemic and manage through that financially. We’re fortunate there was so much federal support. But I think whoever comes in next will not have to worry about righting the ship financially.

We have a great team. I hope they want to stay and support the next president. I think the UH System is working together, better than ever – all the parts of it. There are times when we compete between campuses, but by and large the leadership works together.

For example in June, I spent two hours meeting with the leaders of all our campuses. We talked about issues around serving students, and how do we do that collectively rather than conversations about “Why are you doing this? I want to do that.” I think that working together is now embedded much more strongly in our DNA. We’ve really revamped fundraising and the relationship between UH and the UH Foundation. We launched a billion-dollar fund-

THE UH MĀNOA CAMPUS SAW MANY CHANGES DURING LASSNER’S TENURE. BACHMAN HALL, BUILT IN 1949 AND RECENTLY RENOVATED, WAS WHERE HE WORKED IN THE OFFICE OF THE PRESIDENT. STUDENTS OCCUPIED PARTS OF IT DURING THE TMT DISPUTE.

Q: YOU MENTIONED CHALLENGES LIKE THE PANDEMIC. WHAT WERE THE OTHERS YOU FACED?

The pandemic was a huge challenge. And I was super proud of how we came through it. I think, arguably, UH did as well as anybody in the state. Our students continued learning. We pivoted online quickly.

All kinds of programs at UH were helping the whole state. We were doing vaccination, testing and training community health workers. Our engagement was huge.

But we pivoted online. We were among the first to say, after spring break, we’re not coming back to class.

It was more of a challenge for our faculty because students were already familiar with the online environment and the tools. But we managed to get our faculty online. The bottom line is students were still graduating on time, and we were educating students as we needed to do. Even if they couldn’t go to a graduation ceremony, they still got a diploma. That was all about our teamwork.

THE WALTER DODS, JR. RISE CENTER ON UNIVERSITY AVENUE OPENED IN 2023 AS A STUDENT LIVING/ LEARNING COMMUNITY FOCUSED ON INNOVATION. PHOTOS COURTESY: UNIVERSITY OF HAWAI‘I

PHOTOS COURTESY: UNIVERSITY OF HAWAI‘I

raising campaign last year, which is amazing for this place. The last one was half that size, and we never quite announced it even.

Our extramural funding is going gangbusters. That’s the money we get mostly from the federal government, but also from other sources like private foundations, to do research or educate underserved populations or do service to the state or the region.

The last two years have been the best in our history, and we’re going over $600 million this year.

It’s not just a number, it’s two things. One is $600 million of investment in UH, in our faculty and our students, and we’re creating literally thousands of jobs across the Islands.

And these tend to be good jobs to work on research projects.

But it’s also a vote of confidence that all of these (funders) are entities, that when they see a problem or a challenge, they think UH is the entity best equipped to address it.

THE ISABELLA AIONA ABBOTT LIFE SCIENCES BUILDING OPENED ON THE MĀNOA CAMPUS IN 2020.

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Q: HOW HAS THE UNIVERSITY CHANGED SINCE YOU BECAME PRESIDENT?

We have more processes in place to help us do routine things. Fundraising is more effective. Our extramural funding capacity is much stronger and more effective, and lets us create jobs and help Hawai‘i.

In June, we blessed the RISE center on University Avenue. (RISE is the Residences for Innovative Student Entrepreneurs student housing facility.) We’re creating a living, learning, work environment for innovation and entrepreneurship.

I think that’s going to be a game changer for Hawai‘i.

I think this campus looks better every year, and I’ve been here through thick and thin. When I first came (in 1977), you literally had to take your slippers or shoes off to walk across campus when it rained because the drainage didn’t work and the parking lots were dirt.

I think the way we’ve enhanced the campus and the way it looks is a positive place for students to be proud of.

We improved our graduation rates and our retention rates. When I came into this job, the narrative was you could not graduate in four years because you can’t get your classes on time. So we looked into 38

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the data and figured out how to offer classes that students need.

(UH reported that the four-year graduation rates steadily increased at two of UH’s four-year colleges during Lassner’s tenure. Comparing the cohort that enrolled in Fall 2013 and the Fall 2019 cohort, UH Mānoa’s four-year graduation rate went from 34.1% to 41.1% and UH West O‘ahu‘s from 8.9% to 27.6%.

However, UH Hilo’s graduation rate went from 20.9% to 21%, with ups and downs in between.)

UH is pretty unique in having all public higher education organized under one Board of Regents and one president. I think we need to leverage that for the people of Hawai‘i to create opportunities on every island for every community, and get them the education they need to succeed.

Q: WHAT IS THE BIGGEST THING YOU’VE LEARNED WHILE PRESIDENT?

Stand by your principles. You don’t have to be disagreeable, but sometimes you have to disagree. One interesting thing about this job is you have so many people who think they know what you should do and that their opinion matters more.

Students and faculty believe it’s their university. I will hear from parents when they are unhappy about something. I report to a Board of Regents that is supposed to navigate all this. The Legislature has strong opinions and is more involved at a micro level than almost any legislature in the country. And you must have a relationship with the governor. They’re responsible for navigating the whole state forward, and the university is a huge part of helping the state succeed.

Q: WHAT DO YOU ENVISION FOR THE UNIVERSITY AFTER YOU STEP DOWN?

We have a very solid strategic plan (hawaii.edu/strategic-plan) that lays out the areas in which the university system has to make contributions to help the whole state advance

around workforce, student success, economic development, and the relationship between Hawai‘i and Native Hawaiians. I think that’s something that the state’s going to have to do better at.

TMT probably exacerbated the issue. But it also highlighted the fractures that we’ve seen as Native Hawaiians have been traditionally at the bottom of lists you want to be at the top of, and the top of lists you want to be at the bottom of: incarceration, welfare, economic vitality, education and homelessness. It’s something we all have to work on.

The university plays a really big part in that. And I think we’re embracing that now.

If I were staying, I would work on economic development. Coming from a tech background, we’re always trying to get Microsoft to come here – Google, Apple, Cisco or whoever. And we have to invest in our own residents, especially the young people who come to this university, and help them figure out not just how to get a job, but how to create a job, start a small business.

We have homegrown businesses.

People I know have 100 to 200 employees and multiple locations around the country. That’s all possible if we help educate and inspire students. Some will start three companies, not all of which will succeed, and that’s OK. Hawai‘i has to be better at accepting failure. Our innovation and entrepreneurship ecosystem across the state is much stronger now than it has ever been.

Q: WHAT’S NEXT FOR DAVID LASSNER?

This is the only place I’ve ever had a real job. I started with a one-year, half-time contract in the late 1970s and never left. I kind of worked my way up to this job unexpectedly.

I’m now working as hard as ever because I have miscellaneous projects that I want to either finish off or leave in really good shape for the next president.

PHOTO COURTESY: UNIVERSITY OF HAWAI‘I

TMT (the Thirty Meter Telescope proposed for Hawai‘i Island’s Maunakea) was hard for me personally. I’d say it really divided many people inside the university and I had a lot of friends who were very disappointed in me for supporting TMT. I have no qualms about my belief that it would have been good for Hawai‘i. I got a death threat on social media. We had students peacefully occupying our building (Bachman Hall). When they moved out of their own volition, it felt empty. But I learned a lot. It was really hard seeing the pain that was caused and would have been caused in either direction.

LASSNER SAYS HE’LL HAVE MORE TIME IN RETIREMENT TO WORK WITH THE POLYNESIAN VOYAGING SOCIETY. AT RIGHT, PERSONAL TREASURES LINE HIS OFFICE SHELVES.

One of the contentious aspects of presidents at the end of their time is they go into what are considered golden parachutes or cushy jobs. The Board of Regents asked me about it, and I just said, “Either I’m gonna say, I’m done, or you’re gonna say, I’m done. And I don’t want us to be fighting over that. Because if you say I’m done, nobody wants to see me collecting a salary and hanging around in this place.”

So I’m going to be president emeritus for no money with a little office in the IT building, which was one of my babies in my last job. I never got to move in there; I was there for the groundbreaking but by the time we opened it, I was already president.

I have some of my old projects that I still have passion for that I’ll be able to help with, and an assortment of things that people think I’ll add value to them.

I plan to travel a lot. I’ll do volunteer work. I’ve been asked about serving on a couple of boards. To those requests, I just said call me back in 2025. I don’t want to make any commitments now.

I’m really interested in conservation, hiking, the environment. I’ll be able to engage more with the Polynesian Voyaging Society.

It’s been a wonderful 47 years, but I’m ready to enjoy a little more of my time.

Q: WHAT ADVICE WOULD YOU GIVE TO THE NEXT PRESIDENT?

“

I HOPE PEOPLE WILL REALLY APPRECIATE AND SUPPORT THE UNIVERSITY. THIS IS JUST SUCH A TREASURE FOR THE STATE.

Have a team you can trust.

The people I’m around and trust the most, it’s not that they agree with me about things – it’s that I value their opinions. When I hear those things, they help.

You have to care about Hawai‘i. If you’re not from here, work really hard to learn about this place, what makes it so special, and who are the people who really care about the place, and the university and its role in the place.

The vice presidents and leaders we have are really good people. I hope whoever’s next will really try to mesh with them.

”

I hope people will really appreciate and support the university.

This is just such a treasure for the state. And I think a lot of people realize it and take it for granted.

It can really help you when the community, and especially the business community, not only appreciates you but also stands up and says that publicly.

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BY STEV E PETRANI K HCF HAS COMMITTED $40 MILLION FOR THE KA LA‘I OLA TEMPORARY HOUSING PROJECT (ARTIST’S CONCEPTION BELOW) BEING BUILT IN THE LEIALI‘I AREA OF LAHAINA.

Where the Hawai‘i Community Foundation is Spending Hundreds of Millions for Maui Relief and Rebuilding

What excites CEO Micah Kāne the most is the possibility that rebuilding Lahaina can finally spur Hawai‘i to a consensus on solving our affordable housing crisis

T

HE HAWAI‘I COMMUNITY FOUNDATION’S MAUI STRONG FUND RAISED $194 MILLION BY JUNE 28 AND HAS ALREADY ALLOCATED $107 MILLION FOR RELIEF EFFORTS ON THE VALLEY ISLE. Of that allocated, 52% has gone

to housing; $27% to health and social services; 20% to economic resilience and 1% for natural, historical and cultural projects.

HCF says that so far, 583 grant applications have been received and 234 approved. Examples of approved grants are all over the map. Some $55 million from the Maui Strong Fund has covered rental assistance, payments to host families and interim housing, including $40 million for the 450-unit Ka La‘i Ola temporary housing project that broke ground April 30.

Another $1.9 million is helping to build a Maui Fire Department station in Olowalu, south of Lahaina, plus $2

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million for specialized fire trucks. Additionally, $20 million goes toward emergency response, mobile services, distribution of relief and grief counseling; $21 million for cash assistance and workforce development; and $2 million to make the watershed more resilient, remove contaminants and improve coastal water quality.

You can read specifics about the grants at tinyurl.com/mauigrants.

HOW DECISIONS ARE MADE

HCF CEO Micah Kāne and Lauren Nahme, senior VP of Maui Recovery Effort, answered dozens of my questions in three recent interviews, including how HCF’s spending decisions are made, how the foundation is

PHOTOS COURTESY: HAWAI‘I COMMUNITY FOUNDATION

facilitating further donations for Maui and the biggest question of all: how to make future housing affordable to people on Maui and across Hawai‘i.

Kāne says HCF’s Maui relief spending follows the foundation’s overall model. “We spend a lot of resources trying to make people comfortable for today. Most of our transactional grants to food banks, homeless shelters and other providers are serving immediate needs,” he says.

“But at the same time, we’re trying to get far upstream to mitigate the challenges we face and reduce that problem pipeline substantially. The Maui experience has been that, times 200.”

Both Kāne and Nahme agree that as many as 10 years of hard work, rebuilding and pain lie ahead, but they also express optimism, both for the work already accomplished by government, relief organizations and people on Maui, and in the hope for a better future.

“As challenging as the last 10 months have been,” Kāne says, “I’m more inspired today than at any time in my career by the possibilities for the future of Maui and the role it can play to prove we can make Hawai‘i affordable – especially around housing.”

Under current conditions, affordable housing is virtually impossible to build on Maui or anywhere in Hawai‘i, so we have to change the system, Kāne says. For how he proposes we do that, read further in this story, where we dive into the costs of building even simple homes and the solution he sees. But for now, I will keep this story’s focus on the bigger picture of relief for Maui.

The needs in West Maui are enormous and matched by countless requests for funding plus tension, clamor and anger – in meetings, on social media and elsewhere – with accusations about unmet needs, ignored people and misspent money. These actions are not unique to Maui; they happen after every disaster.

“DIDN’T REINVENT THE WHEEL”

In the aftermath of the Lahaina disaster, Nahme says, “We didn’t reinvent the wheel. FEMA has a framework that has guided us” in allocating resources on immediate needs and long-term spending.

FEMA’s framework includes eight principles: • Individual and family empowerment • Leadership and local primacy • Pre-disaster recovery planning • Engaged partnerships and inclusiveness • Unity of effort • Timeliness and flexibility • Resilience and sustainability • Psychological and emotional recovery

MICAH KĀNE: “THAT’S WHAT TAXPAYER DOLLARS ARE SUPPOSED TO BE FOR: MAJOR ROADS, WATER, SEWER AND PUBLIC FACILITIES. THAT’S NOT REALLY THE RESPONSIBILITY OF THE PRIVATE SECTOR.” LAUREN NAHME: “THERE’S ALWAYS GOING TO BE TENSIONS, BUT I REALLY BELIEVE IN THIS COMMUNITY. THEY’RE GOING TO FIGHT THROUGH THOSE CHALLENGES.”

For HCF, the principle of “engaged partnerships” means coordinating with everyone else on the ground, including three levels of government, myriad nonprofits and community organizations, companies and other stakeholders. “The more that we align with others, the better it can be coordinated with less waste and better strategy,” Nahme says.

She gives an example. “In the week after the fire, we met with the mayor and have met with him basically every week since. That’s because every disaster starts and ends locally. Maui could not manage the disaster on their own, but they have to be in the driver position … especially over the long term.”

In October, Maui County created its Office of Recovery and set six areas that would shape the effort. Nahme says HCF’s spending tracks with those six categories: • Community planning • Housing, both interim and permanent • Infrastructure • Natural and cultural resources • Health and social services • Economic recovery

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“SPENT THE TIME LISTENING”

Many people talk about “the community” driving shortterm and long-term relief decisions on Maui, but finding consensus among something as amorphous as “the community” is difficult. Maui Mayor Richard Bissen and the Maui County Council are obvious choices to consult, since the voters of Maui elected them. Beyond them, relief organizers and leaders are turning to trusted relationships and then branching out from there, Kāne and Nahme say.

Right after the fire, the first organizations HCF consulted about spending decisions on Maui were nonprofits that the foundation had worked with for a long time: Maui Economic Opportunity, Maui United Way, Catholic Charities and Maui Food Bank. “Those relationships are built up over decades and they’re trusted opinions,” Kāne says.

“Later, you go broader in where you get your intel because you’re making bigger investments with more people in the decision-making process, whether it’s the County Council, mayor, governor, a government department, another benefactor or philanthropic organization, a corporate entity that wants to make a major contribution, a landowner.”

At the same time, you’re listening to ordinary people on a very local level, Nahme says. “Just within the Lahaina community, there’s neighborhoods, there’s streets. We’ve definitely spent the time listening … and we also lean on nonprofits that are directly serving on the ground.”

She adds: “We know HCF is not going to set the overall vision and strategy. We have to be very responsive to the actual disaster and then get the community and those directly affected to be in the lead position, deciding what happens, especially over the long term.”

Kāne says HCF looks at what government and other nonprofits are already doing, and then tries to tackle the unmet needs – immediate and long-term.

HOW TO MAKE HOUSING AFFORDABLE

Kāne says Hawai‘i needs to disrupt the financial model of affordable home construction. First, he acknowledges that overregulation, financing and uncertainty drive up the cost of housing, but before addressing those things, he wants to focus on five main drivers of housing costs in Hawai‘i: land; off-site infrastructure; on-site infrastructure; the actual building of the home, which is often called vertical construction; and the fifth driver, the relatively modest “soft” costs such as design and project management.

In the chart at the top of the page opposite we do the math on those five costs, using numbers for building simple homes – “carport, no enclosed garage, no PV or any fancy stuff,” Kāne says – that are common back-of-the-envelope calculations used by some members of the Building Industry Association of Hawaii.

A BLUEPRINT FOR AFFORDABLE HOUSING

None of those totals match anyone’s definition of “affordable.” For single-family homes and duplexes, your costs total hundreds of thousands of dollars before you actually build the house.

“We can talk about regulation until we’re blue in the face but we will never meet affordability unless we eliminate land costs, eliminate off-site infrastructure costs, and probably in some cases eliminate some on-site infrastructure costs, such as some of the interior roads,” Kāne says.

“You want to get a market unit at about $500,000, so families can actually start saving money (after buying a home). A small subdivision lot where it’s in the high threes, low fours. And a duplex where somebody can enter the market at about $200,000. That’s the ideal state.”

TOP SEVEN MAUI STRONG FUND GRANTEES SEVEN MAJOR HAWAI‘I NONPROFITS HAVE RECEIVED 75% OF ALL THE FUNDS DISBURSED BY THE MAUI STRONG FUND MANAGED BY THE HAWAI‘I COMMUNITY FOUNDATION, THE LARGEST SOURCE OF NON-GOVERNMENT SUPPORT FOR WILDFIRE RECOVERY. TOTALS CURRENT AS OF JUNE 14, 2024.

CATHOLIC CHARITIES $5,000,000

HAWAIIAN LAND TRUST

MAUI UNITED WAY $5,000,000

HAWAI‘I COMMUNITY LENDING $5,550,000

MAUI ECONOMIC OPPORTUNITY $8,500,000

HOMEAID HAWAII $40,250,000

COUNCIL FOR NATIVE HAWAIIAN ADVANCEMENT $11,300,000

SOURCE: HAWAI‘I COMMUNITY FOUNDATION.

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TYPICAL COSTS TO BUILD SIMPLE HOUSING IN HAWAI‘I COSTS PER 1,250 SQ. FT. HOUSING UNIT

SINGLE-FAMILY 5,000 SQ. FT. LOT

SINGLE-FAMILY DUPLEX 3,750 SQ. FT. LOT

6-8 UNIT MULTIPLEX (2- OR 3-STORY WALKUPS)

LAND1

$100,000

$75,000

$50,000

$25,000

OFFSITE INFRASTRUCTURE2

$175,000

$150,000

$100,000

$70,000

ONSITE INFRASTRUCTURE3

$100,000

$80,000

$60,000

$40,000

VERTICAL CONSTRUCTION4

$350,000

$310,000

$280,000

$210,000

SOFT COSTS5

$75,000

$65,000

$60,000

$55,000

TOTAL COST

$800,000

$680,000

$550,000

$400,000

LAND COST: AN AVERAGE FOR HAWAI‘I WHEN BUYING LAND ON A LARGE SCALE FOR DEVELOPMENT. 2 OFF-SITE INFRASTRUCTURE: INCLUDES MAJOR ROADS, WATER AND SEWAGE LINES, ELECTRICAL UTILITIES, SCHOOLS AND PARKS. 3 ON-SITE INFRASTRUCTURE: INCLUDES ROADS, LINES AND UTILITIES WITHIN A SUBDIVISION. 4 VERTICAL CONSTRUCTION: BUILDING THE ACTUAL HOMES. 5 SOFT COSTS: INCLUDES DESIGN AND PROJECT MANAGEMENT. 1

SOURCE: TYPICAL ROUNDED NUMBERS USED BY SOME MEMBERS OF THE BUILDING INDUSTRY ASSOCIATION OF HAWAII.

That can only happen if the land comes at no cost and government pays for the off-site infrastructure, he says.

“That’s what taxpayer dollars are supposed to be for: major roads, water, sewer and public facilities. That’s not really the responsibility of the private sector. The handoff on infrastructure should happen at the housing site.”

Kāne says public leaders are having conversations within those parameters now: How to eliminate land and off-site infrastructure costs, plus reduce the costs of regulation and capital to bring down the cost of building housing on Maui and throughout Hawai‘i.

The Ka La‘i Ola temporary housing project has elements of that business model. HCF’s Maui Strong Fund contributed $40 million to the project. The 450 studios and one-, two-, and three-bedroom units are designed to be occupied for up to five years. But the project is also a long-term investment in off-site and on-site infrastructure.

STILL ASKING FOR DONATIONS

HCF is still asking for Maui donations, almost a year after the fire, including both general donations and more targeted donations from big donors.

“We set up a funders’ collaborative with other philanthropic organizations that want to support Maui but are not tapped in. We’re collaborating with them on a process to make it easy for say, an entity with a proposal for an interim housing project or a mental health hub or whatever, that entity can go to this group and pitch one time. All the philanthropic organizations will hear it. If it’s aligned with someone’s board and mission, they can support it, and we can coordinate among the funders to have shared

reporting and monitoring so that the grantee doesn’t have to do it separately for five or six funders.”

One group receiving support comprises homeowners who lost their homes in the fire and need a bridge until they can move back into their rebuilt homes. HCF coordinated a $7 million grant funded by banks, their foundations and the Federal Home Loan Banks that is going to Hawai‘i Community Lending, a nonprofit mortgage lender.

“That money is going to be used household by household for homeowners struggling to get their full insurance proceeds, because they don’t know how to advocate for themselves or whatever reason, working with the bank or mortgage holder, figuring what the rebuild cost is, and what government programs are there to fill that gap,” Nahme says.

“The goal is to ensure that anybody who owns a home and is an owner occupant will be able to keep it and stay there.”

Nahme says the future is daunting “but there are bright spots. The remediation and clearing of lots and allowing folks to go back to their places and start rebuilding is happening at least a year earlier than the earliest projection.

They’ve cleared over 1,000 lots already.”

And there is energy about building the future. “There’s always going to be tensions, but I really believe in this community. They’re going to fight through those challenges. So pre-fire issues they had, they got worse during the disaster, like housing, energy costs, education and prospects for economic development and diversification. I think that changes will happen with all of those things and people are ready to talk about it.”

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ILLUSTRATION: JEFF SANNER

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BY K AT H RY N D R U RY WAG N E R

FOR MAUI:

Lessons in Recovery and Hope from Japan Participants in the Kibou for Maui Project share what they learned in Japan about dealing with disaster – both before and after it happens

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N MAY 2024, 15 BUSINESS, COMMUNITY AND GOVERNMENT LEADERS FROM HAWAI‘I TRAVELED TO JAPAN FOR THE KIBOU FOR MAUI PROJECT.

Kibou means “hope” and the program – funded by Japan’s Ministry of Foreign Affairs – aimed to support Maui’s recovery by sharing some of Japan’s expertise in disaster relief and urban resiliency.

Over four days, the cohort visited Japan’s Tohoku region, the site of 2011’s Great East Japan Earthquake and the resulting tsunami and nuclear disaster.

“The Japanese people are very resilient,” says Kim Ball, owner of Hi-Tech Maui, which has four Hi-Tech Surf Sports locations on the island. He was part of the Hawai‘i delegation and knows a thing or two about resilience himself – he and his family lost three Lahaina homes in the August 2023 wildfires. “I don’t want to say the Japanese are used to disasters, but they have had a lot of calamities hit their island nation,” he says.

One of the worst occurred on March 11, 2011. A 9.0 earthquake triggered a tsunami that reached up to three miles inland and triggered radiation leaks and disabled the Fukushima Daiichi Nuclear Power Station. This triple disaster caused nearly 28,000 reported deaths and missing persons, as well as $210 billion in damage.

FEELING UNDERSTOOD

“I used to have this mental block, like no one could understand (what we’d been through), but of course they understood,” says Maui County Councilmember Tamara Paltin, who represents West Maui and was among the delegates. She says understanding the magnitude of what Japan went through helped persuade her “to stop making comparisons.

It doesn’t matter if it’s 80 people or 101 people or 20,000 people.

To the individuals affected, a disaster is a disaster. If it’s horrific, it’s horrific.”

Program delegate Maui Mayor Richard Bissen says that after the trip, he felt renewed optimism.

“I’m confident that we will recover. That was my biggest takeaway, and it was reinforced, at every turn, in every presentation.

The loss of life and the amount of devastation they had, what it’s taken to get to where they are now, is just Herculean, really. But it puts things in perspective.”

REBUILDING THOUGHTFULLY

During the trip, the group toured facilities such as a university and a hospital, and new businesses that developed in the disaster’s wake, including a hydrogen production plant; a textile factory that creates fabric for both fashion houses and aerospace uses; and a hydroponic lettuce farm created in a former elementary school.

Ball, who serves on the Lahaina Advisory Team, sees an opportunity for similarly creative economic development on Maui.

“Everybody on the west side is looking for alternatives,” he says.

“Obviously, tourism is what turns our wheel, but additional things so that we wouldn’t have to rely quite so heavily on tourism.”

In Japan, he says, “the private sector has led recovery efforts, whereas in the U.S. we expect the government to take the lead and then the private sector to fill in the gaps,” says Ball.

Another delegate, Kūhiō Lewis, was impressed by Japan’s forward thinking in education, housing, mental health and infrastructure. Lewis is the CEO of the nonprofit Council for Native Hawaiian Advancement.

“Japan builds for the future; they don’t necessarily build for today,” he says. “We are spending billions of dollars on Maui for a lot

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of temporary stuff. What could that mean, utilizing those resources to think about the future? So, when you look at Lahaina, it’s a lot of ‘in the moment,’ it’s not necessarily thinking holistically about what our needs are for the generation that is yet to come. … As leaders, we need to be mindful of how the decisions we’re making in this moment can support, positively, the future.”

Community input is vital, notes Paltin. She learned that in Namie, a town on the coast of central Fukushima, all households were surveyed as part of the disaster recovery.

Different Japanese prefectures, or provinces, had different approaches to recovery, she explains. “In some prefectures, they wanted a buffer, with nothing built near the ocean; other areas wanted to rebuild, but they did a rebuild higher than what the tsunami affected, with efforts to mitigate. That largely depended on community feedback, and you don’t want to do anything without community buy-in.”

DISASTER SCIENCES

The group learned about the disaster training degree at Tohoku University. Similar programs could be developed at Hawai‘i colleges, say the attendees we spoke to, who believe disaster preparedness and response training could become a workforce development opportunity for the state.

At Tohoku University, they’ve aggregated some of the standard challenges and common outcomes of calamities and studied them within an emerging field of disaster sciences, explains Paltin. “To create a disaster sciences program here, if we could have that type of data sharing, a shared data

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platform, analysis of what goes right or wrong in the aftermath of a disaster, it would serve not only the state, but also the next step could be to create programs on this throughout the country.”

Having that type of training and expertise, agrees Ball, “means we could be boots on the ground right away, no matter what has happened.”

Mayor Bissen says he has invited the Tohoku University team to visit Maui so they can share the program’s concepts in depth. “They’re a very resilient community and nation,” says Bissen. “They probably every three to five years face another disaster. I hate to say it, but they expect it. I think that that should be our mindset, too.”

In a rapidly changing climate, he notes, it’s not a matter of if but when a natural disaster will happen.

“Pre-disaster preparations are top of mind,” says Bissen when asked about rebuilding for resilience. “Whether we are talking about practicing evacuation routes, reducing fuel sources, or constructing fire-retardant, wind-resistant buildings.”

For example, he mentions a potential evacuation drill in Pā‘ia, along a route that used to be for sugarcane haul trucks.

“They are private roads, closed, but during an emergency we’d have another route out of Pā‘ia.

Having a backup to the backup to the backup.”

Another possibility is burying utilities, he says. “It is something that Lahaina has asked for, for a long time. It may be cost prohibitive, but at what point do you learn the lesson and say ‘let’s not put up a wood pole’ anymore? Newer subdivisions in Hawai‘i have solar on the roof and power underground.”

“Kibou means hope and if we’re going to give kibou to our

people, we have to give it to our people with demonstratable action,” says Bissen. “To be able to say, hey, look, we have power lines underground, the tall grass has been cut down, there’s a fire break put in, sensors put into the fields.”

In addition to learning from past disasters, both at home and abroad, Paltin notes that “global partners are key, too. Japan had its first treaty with the nation of Hawai‘i in 1871, so there’s a long history of friendship and exchange. We were told that part of the reason for the program was the aloha Hawai‘i gave to Japan in the immediate aftermath of their earthquake and tsunami.”

A CONTINUATION OF CULTURE

Lewis found that despite the challenges Japan has faced, “their culture has thrived. It’s the underlying spirit of their people that allows them to be resilient.

I think you see that on Maui, too.

Hawai‘i is very ethnically diverse, much more so than Japan. But what grounds us is that culture, the Hawaiian culture, the spirit of aloha, the connection to land.

You see that sense of connection to the place in Japan. They’re not just about money; it’s about way of life.”

“Post-trip, I’ve been thinking about resilience,” Lewis says, “and to me, it’s ‘What are the underlying things that make Lahaina special?’ Those are the things that we need to hang onto.

I don’t think we should be building back Lahaina to what it was; I think it needs to be something completely different. But holding on to those core values and that cultural history of the place, no matter who lives there. Everything else is superficial.”

SPECIAL SPONSORED SECTION

Caring for the Community Kaiser Permanente has a hand in helping Hawai‘i in many different ways, from responding to the needs of Maui residents to helping nonprofits care for the land.

PHOTOS: COURTESY OF MAUIWES

SPECIAL SPONSORED SECTION

As part of the MauiWES study, various health tests are performed.

Monitoring the Health of Maui The Maui Wildfire Exposure Study follows the health and recovery of Maui wildfire survivors.

I

t’s easy to overlook a cough, especially amid competing priorities like finding a job, tending to family, and searching for a home. But for Maui residents affected by August 2023’s wildfires, either directly or indirectly, that cough could be a symptom of deteriorating health.

Forty-six percent of Maui residents surveyed reported that their health had declined in the past year, according to initial findings from the Maui Wildfire Exposure Study, or MauiWES. The survey was conducted by researchers at the University of Hawai‘i and funded by the Hawai‘i

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Community Foundation and Kaiser Permanente. It also reported that up to 60% of participants may suffer from poor respiratory health.

“It’s been really challenging for them to recover, because it’s not just one thing that will solve all of their problems. It’s a myriad of issues that they have to resolve to really not only recover, but to do so in a healthy way,” says Alika Maunakea, a professor at UH Mānoa’s John A. Burns School of Medicine, which headed up the study along with the University of Hawai‘i Economic Research Organization, or UHERO.

While the study, consisting of 679 participants, included the collection of biomedical samples, it also looked at social factors such as mental health, depression, suicidal ideation and anxiety, as well as employment status, food insecurity, and access to care.

The idea behind the study is to prevent long-term health issues among Maui’s survivors — and understanding the conditions in which they live, work, and play is a critical piece of that.

“This is the largest, most comprehensive study ever done in Hawai‘i after a disaster,” says Ruben Juarez, HMSA professor of health economics at UHERO. He is responsible for analyzing the study’s data and reporting its findings.

“If you don’t have good housing, if you don’t have a stable job, your priority is not going to be health,” says Juarez. “In fact, that’s what we’re seeing in our cohort, that many of these people… over 30% of people that we have in the study, this was their first medical check since the wildfire.”

SPECIAL SPONSORED SECTION

Maui Wildfire Exposure Study Findings SELF-REPORTED HEALTH POST-FIRE COMPARED TO PRE-FIRE

Better now than one year ago Worse now than one year ago

15%

46% 39% About the same

CARDIOVASCULAR HEALTH ASSESSMENT

4%

STAGE 2*

*HYPERTENSION

15%

STAGE 1*

27%

NORMAL

54%

ELEVATED

MENTAL HEALTH

0

28% 20

0

6% 40

ALL OF MAUI

Surprise Findings Maunakea knew the study would reveal respiratory health issues and increased cardiovascular risks. But, like Juarez, he didn’t expect that so many of the participants who were already showing symptoms weren’t seeing doctors.

“They hadn’t gone to get a medical assessment or health assessment since the fires so that was surprising to hear,” Maunakea says. He explains that ignoring a cough due to exposure to ash and smoke could result in long-term lung problems and an increased risk for heart disease.

Maunakea was also surprised by the extent of the participants’ mental health issues. The study found that more than half of participants have symptoms of depression, with rates highest among middle-aged people. It also showed that 30% of participants have moderate to severe anxiety, 20% have low self-esteem, and 4.4% thought about suicide in the past month.

“Mental health impacts everything about your physical health and gets down to your physiology,” says Maunakea. “They all relate to each other. If you don’t get mental health support, your physical health might decline. If you don’t have access to care, then you’re less likely to take care of your health.”

Disparities in health insurance coverage were also found, with over 13% of participants lacking any health insurance at all. “That’s above the pre-wildfire average, which was about 5%,” says Juarez. “We’re seeing, for Hispanics, 38% don’t have health insurance and that’s something we’re actually working to address.”

Inclusion Matters The wildfire exposure study is the first in Hawai‘i to include Hispanic representation on a social and biomedical scale.

Hispanics make up 11% of Hawai‘i’s population, says Juarez, with the highest concentrations on Maui and Hawai‘i Island.

Community organizations engaged with minority groups to encourage participation in the study. “They’re just really grateful that they were taken into consideration,” says Veronica Jachowski, co-founder and executive director of Roots Reborn, a resource hub for Maui immigrants. The nonprofit helped MauiWES engage with over 200 people in Latino and Compact of Free Association, or COFA, communities.

In the study, more than 60% of Filipinos and Hispanic and Latinos reported very low food security. “Kaiser Permanente recognizes that food insecurity has worsened for survivors living in hotels and has stepped up to increase the amount of grants to community-based organizations supporting feeding programs,” says Jachowski. "This support makes a difference for families and individuals without access to kitchens or the ability to pay for groceries,” she says.

The study also found that the Hispanic and Latino community has the largest number of residents without insurance, at 38%.

“If there’s representation in health studies, then you’re reducing biases,” Jachowski says. “If you have diverse representation, it helps researchers better understand how impacts, specifically fire impacts, affect different groups of people.”

Jachowski says that many of the study’s minority participants are extremely grateful for being included and for having their health results explained to them. “One of the things they always say is, like, ‘It’s good to know, otherwise how else would I have known? I don’t have insurance,’” says Jachowski.

“Kaiser Permanente’s Hawaii Health Access Program has provided critical access to individuals, the majority of whom are receiving access to health insurance for the first time in their lives,” Jachowski says. “This has completely revolutionized access for the most disenfranchised people of Maui.”

1% 60

80 80

20

40

60

DEPRESSIVE SYMPTOMS

HIGH DEPRESSIVE SYMPTOMS

SERIOUSLY CONSIDERED SUICIDE

42%

10% 4%

MAUIWES

The work of MauiWES is not just to collect data and analyze it, but also to monitor risk factors and inform participants of their medical results to help prevent any long-term problems.

“Without the support of Kaiser Permanente, we would not have been able to sustain this research project, nor expand to include a wider population,” Maunakea says. “Kaiser Permanente’s investment helped ensure that we will be able to continue this vital health research for the sake of our survivors and their future.”

Source: Maui Wildfire Exposure Study, May 15, 2024

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PHOTO: COURTESY OF MAUIWES

Expanding the Study With the initial report complete, Juarez and Maunakea say the goal now is to expand the cohort from 679 individuals to 2,000, including children for the first time.

Additional funding, which they are pursuing, could also provide an opportunity to extend the study an additional five years or longer. This would allow repeat screenings every year to look at some of the changes and update participants on additional findings.

Juarez and Maunakea are looking at the 9/11 World Trade Center Health Program’s ongoing screenings as a guide.

Participants want the support, says Maunakea. “They want to be included in the study over the longterm because they want to know what’s happening and make sure that they’re OK,” he says. “I think that really does help.”

Expectant parents are being showered with additional support in a fun and leisurely way. Imua Family Services holds community baby showers each quarter at the nonprofit’s Discovery Garden in Wailuku, Maui. The first ones were in January and April and the next events are scheduled for August and November.

The baby showers are intended to give expectant parents information about all the resources available to them pre- and post-pregnancy, but the events are held like a typical baby shower, complete with gifts, games, massages, and mocktails.

Dean Wong, executive director of Imua Family Services, says that while some parents-to-be have families and friends to throw them baby showers, a lot of people in the Islands do not. “Either their families don’t live in the Islands or they don’t have the means since the fires. Some people don’t have homes. They’re still displaced,” Wong says. “Supporting parents-to-be is one of our most important priorities. The investment from Kaiser Permanente for these baby showers reminds parents and their families that they are cherished and supported. We are creating a safety net of support from the onset so parents will know we are here for them.”

So far, the showers have been very popular. “The first one was for 40 expecting parents, and we put it out there for persons in their second and third trimester, and it filled up within a day,” says Wong. “Once we saw how that went and how well that was

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PHOTO: COURTESY IMUA FAMILY SERVICES

Celebrating Parenthood

received, we kind of made some fine-tunings to the second one and we also increased the number of people that we could gather. And then that one also filled up very quickly.”

Not only do the parents receive gift bags packed with baby essentials and folders full of resources, they’re also able to make friends with other attendees. “The earlier that families can start creating their support circle or their network of friends,” says Wong, “the more support they’re going to have as they’re raising their children.”

PHOTOS: COURTESY HAWAI‘ I COMMUNITY LENDING

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The Nonprofit Housing Movement Hawai‘i Community Lending’s new program addresses the need for more nonprofit affordable housing developments in the Islands.

T

he vast majority of housing in Hawai‘i and throughout the United States is built by for-profit businesses,, and now, with thousands of residents still displaced by the Lahaina fires, more nonprofit developers are urgently needed.

“If we’re going to adequately address the housing shortage for residents, then we need something in addition to the private market,” says Gavin Thornton, executive director of the Hawai‘i Appleseed Center for Law & Economic Justice. “That’s why investing in those nonprofit developments, and removing the financial incentives, is so important,” Thornton continues. “It makes it less about being a smart financial investment and more about being a home for someone that needs it.”

This year, Hawai‘i Community Lending, a community loan fund, introduced a new program aimed at increasing the number of nonprofit developments in the state, especially on Maui.

“We brought together nine different nonprofits who did a weeklong training

with us,” says Jeff Gilbreath, executive director of Hawai‘i Community Lending.

These consisted of small to midsize nonprofit developers, some of whom already have a few completed projects but lack the staff or capacity to leverage larger dollars for affordable housing developments.

“We took them through kind of the development process, one-on-one, to share with them, like, what do you need as a rental housing developer or a homeownership developer to do this work and expand your capacity,” says Gilbreath. Hawai‘i Community Lending also introduced strategies to bring on partners and shared funding and financing options with them, including information on the federal home loan bank and community development financial institutions.

“Kaiser Permanente heard the need for supporting nonprofit developers in building affordable housing and made an investment to do just that,” says Gilbreath. “It has been 32 years since the Hawai‘i state Legislature made the recommendation to increase the capacity of nonprofit affordable housing developers

Hawai‘i Community Lending trained nine nonprofit development organizations on building capacity.

as a way to address our long-standing housing crisis. We mahalo Kaiser Permanente for listening and taking action so this work can finally come to fruition.”

The training was completed in May and the nonprofits have since been paired with subject matter experts to guide them in their affordable housing plans over the next 12 months. These experts help with questions about acquisitions, federal programs, working with land trusts, and more.

The shortage of nonprofit developers is largely due to developers’ desires to make money, Thornton says. And purchasing resources, such as land, takes time. “You have to build the resources to be able to purchase the land and do the very expensive work of housing development, but if you’re good at it, you make a profit that allows you to do more and purchase more land and do more developments,” says Thornton. “It’s hard for nonprofits to do it.”

More regulations within the private sector could help. In 2022, of the 21,131 housing units sold across Hawai‘i,

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The Hawai‘i Community Lending training program covered topics such as funding and acquisitions.

“These folks are already planning to build more than they had initially thought before getting into the program,” he says. “You’ll see us be better

Making a Difference Each January, nearly 1,000 physicians, nurses, providers, and staff from Kaiser Permanente, along with their family members and other community partners, get together to volunteer in the community.

It’s a tradition that began 15 years ago; the company holds its annual day of service on Martin Luther King Jr. Day to honor his legacy.

The volunteers are divided among nine different locations across the state: Paepae o He‘eia, Kāko‘o ‘Ōiwi, Papahana Kuaola, the Cultural Learning Center at Ka‘ala Farm and Kalaeloa Heritage Park on O‘ahu; Paeloko Learning Center on Maui; Waipā Foundation on Kaua‘i; and Pu‘uwa‘awa‘a Forest Reserve and Haleolono Fishpond on Hawai‘i Island.

“They’re always needing help. They have massive things they’re trying to do, and we have a lot of people,” says David Bell, MD, assistant area medical director for professional development, people, and service for Hawai‘i Permanente Medical Group. He says it was important to choose nonprofits that would connect physicians, providers and staff physically to the land.

All of these sites are tied together as having missions dedicated to ahupua‘a restoration and aloha ‘āina. The group brings medical staff outside to the communities they serve, which also helps to create stronger bonds within the group itself.

Volunteers may be assigned to remove invasive species and replant native ones, restore a stream, remove rocks or work in a lo‘i. “They do a wide variety of things that get them sweaty and outside and moving, and in some instances, dirty. It’s handson, culturally based fishpond restoration work,” says Keli‘i Kotubetey, founder and assistant executive director of Paepae o He‘eia. “They have been invested in the restoration and the success of the fishpond and that is amazing.”

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positioned, like say in Lahaina, to rebuild faster because you've got more people doing it and at levels that are affordable for families who need it.”

PHOTOS: COURTESY KAISER PERMANENTE

only 27% were owner-occupied.

Thornton says regulating shortterm rentals and increasing taxes on investment properties could bring property prices down and potentially bring more of those homes into the long-term housing market.

Relaxing zoning requirements could also make it easier to develop multifamily housing, he says.

On completion of the nonprofit developer capacity program, Gilbreath would like to see nonprofits double their development capacity.

He would also like to see the program continue year after year.

PHOTO: COURTESY HAWAI‘ʻ I COMMUNITY LENDING

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BY S H E L BY MAT TOS HISTORIC ITEMS FROM THE HONOLULU MUSEUM OF ART’S CURRENT EXHIBIT, “FASHIONING ALOHA.”

Wear Your

A lo h a PHOTO COURTESY: HOMA

Local-style alohawear tends to tell a story and connect with the real Hawai‘i, not show a tourist’s fantasy of the Islands.

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PHOTOS COURTESY: LEXBREEZY

AT RIGHT AND MIDDLE, LEXBREEZY HAWAIʻ I SAYS IT IS MODERNIZING ALOHAWEAR FOR ALL GENDERS, AGES AND SIZES.

DUKE’S PAREO FROM KAHALA, LEFT, IS BASED ON A 1960S DESIGN.

PHOTO COURTESY: KAHALA

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D

IVERSITY HELPS DEFINE HAWAI‘I, SO IT’S NOT SURPRISING THAT A DIVERSITY OF IDEAS AND APPROACHES FROM DESIGNERS HELPS DEFINE ALOHAWEAR, THE CLOTHING OF HAWAI‘I.

PHOTO COURTESY: SIGZANE

When I talked with Island designers about trends in alohawear, they described several distinctions. One that kept coming up was the differences between alohawear worn by locals and some tourists and resort wear mostly worn by tourists. And they talked about their inspirations, among them the Hawaiian culture and the real stories of local people – not tourists’ illusions about the Islands. Another common inspiration is nostalgia – re-creating the look of an earlier generation of alohawear.

Alohawear “represents us, our lifestyle, our culture and our aloha,” says Tom Park, director and head of brand at Kahala, a local maker of aloha shorts and other alohawear since 1936.

“It is an easy way for us to share our aloha with the world. In Hawai‘i, an aloha shirt can be worn casually or dressy. Kids wear aloha shirts to school, bankers and attorneys wear aloha shirts in the boardroom. It really is the most versatile piece of clothing you can wear here in the Islands.”

Park says Kahala’s designers get inspiration from all over the Islands, and their creations tell the stories of those places.

“Whether it’s Uncle’s mango tree, the beautiful heliconias they saw on a stroll through the garden or the sea life off the shore of Hanauma Bay, they are always looking for inspiration from daily life.”

Outsiders often consider aloha shirts, Hawaiian shirts and resort shirts to be the same things, but they’re not.

SIG ZANE DESIGNS’ CREATIONS ARE OFTEN INSPIRED BY NATIVE PLANTS.

AUTHENTIC VERSUS INAUTHENTIC Tory Laitila, Honolulu Museum of Art’s curator of textiles and historic arts, created the “Fashioning Aloha” exhibit at the museum, which runs through Sept. 1. He says the only connection some so-called “Hawaiian shirts” have to the Islands is they’re called “Hawaiian.”

“Alohawear and aloha shirts are designed for people in Hawai‘i,” he says. “The Hawaiian shirt can be for anybody who came to Hawai‘i …

even the shirt with the birds that’s referencing Central America with their patterns.”

Laitila compares these kinds of Hawaiian shirts to “Hawaiian pizza,” a Canadian invention made with pineapple and ham, and has nothing to do with Hawai‘i.

As for a loud, brash Hawaiian shirt created outside of the Islands, he asks, “Is it even Hawai‘i? Is it a Hawaiian designer? I don’t know, but they market it as Hawaiian shirts.”

Many of the people I interviewed say Hawai‘i residents tend to look for authentic storytelling

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INSPIRED

BY NATI VE PL ANTS AND CHANTS Sig Zane Designs, a Hilo-based design company, has been educating and sharing Hawaiian culture through design for almost 40 years. Creative Director Kūha‘o Zane says “the term Hawaiian shirts has taken on an aesthetic that was created outside of Hawai‘i.”

While discussing the difference between aloha shirts and Hawaiian shirts, Zane says he does not want to cede either term to outsiders, including Hawaiian shirts. “I don’t want to give them that term.

I think we should own both terms.

They can have resort wear. I don’t want the term resort wear, but we can own aloha.”

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Zane has been working with the company for 21 years and has been helping his father, Sig Zane, since he was a little kid hanging around the Hilo shop. Sig Zane Designs integrates the teachings of Hālau O Kekuhi, the family hālau, into its work. The design of their shirts is inspired by chants, mo‘olelo, hula and nine native plants: ‘ie‘ie, ‘ōhi‘a, palapalai, pala‘ā, koa, ‘ōlapa, maile, kukui and laua‘e.

“In our hula kuahu, there’s a core of nine plants total. And those are our main inspiration, because those are the ones that we learned to make leis out of. They’re the ones that we use in our kuahu practices,” Zane says.

The inspirations for designs can be historical. “Sometimes it might be like a mo‘olelo that my dad hears from some kūpuna in the area about a specific plant, and it may have an additional use, or may be a part of a larger legend of that area.

And so it ranges, but I would say a lot of it has to be based within cultural narrative.”

In fact, Zane says, an accompanying narrative is now expected in local designs. “We were able to shift what the norm is in Hawai‘i. … You’ve got to have a narrative behind it.”

AT RIGHT, A LATE 1950S KAHALA TUNIC TOP FOR WOMEN FROM THE HONOLULU MUSEUM OF ART’S “FASHIONING ALOHA” EXHIBIT. ABOVE MIDDLE, A SCENE FROM THE EXHIBIT, WHICH RUNS THROUGH SEPT. 1.

PHOTOS COURTESY: HOMA

and actual local colors and images in their alohawear, rather than the loud styles frequently worn in mainland offices on casual Fridays and by similarly loud characters on TV and in B movies.

Andy Reilly, a professor of fashion design and merchandising at UH Mānoa, says local residents look for alohawear “that isn’t your typical tourist Hawai‘i with the bright colors and the sunsets and the dolphin jumping in the background. They’re looking at things that are more representative of what Hawai‘i is, so maybe more greens, browns, blacks.”

Reilly says his research also shows that locals prefer clothing that represents Hawai‘i or Hawaiian culture accurately and are turning to local and Hawaiian designers for that look.

“With tourists’ shirts it’s less about the story” than the aloha shirts that locals lean toward.

AT RIGHT AND OPPOSITE PAGE BOTTOM RIGHT: LEXBREEZY SAYS ITS GOAL IS COMFORTABLE EVERYDAY ALOHAWEAR.

PHOTOS COURTESY: LEXBREEZY

PHOTO COURTESY: KAHALA

KAHALA’S PUA MOHALA IS A RECREATION OF A 1950S SHIRT.

AT LEFT, THIS 1968 ‘IOLANI FASHION HAPA JAC SHIRT IS SHOWCASED ALONGSIDE MORE THAN 50 OTHER GARMENTS IN THE HOMA EXHIBIT.

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PHOTOS COURTESY: SIGZANE

KAHALA XXX???

1950S

58 ON THIS PAGE, THREE EXAMPLES OF HOW HAWAIIAN DESIGNS HAVE MOVED BEYOND CLOTHING. MAIN PICTURE: THE BILINGUAL BUILDING SIGNS AT UH MĀNOA SHOWCASE PLANTS FROM THAT VALLEY. TOP LEFT: ON KAPIOLANI COMMUNITY COLLEGE’S CAMPUS ARE ‘OHE KAPALA DESIGNS REPRESENTING THE AREA’S RAIN PATTERN. MIDDLE RIGHT: THE WALL PATTERN AT RIGHT WAS INSPIRED BY KAPA TEXTURES.

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DESIGNS BEYOND CL O THING Zane says he is constantly looking for opportunities to expand his designs beyond clothing. As an example, he says he was a part of the conversation when UH Mānoa planned new wayfinding signs on campus. Initially, the university had contracted two mainland designers and Zane sat in on their meeting as a consultant. During the meeting, a UH staff member said designers should not create a Hawaiian design without a narrative behind it.

The resulting bilingual signs – in English and Hawaiian – that stand in front of various buildings were recognized with a design award as part of Fast Company’s 2023 World-Changing Ideas Awards.

Zane says aloha shirt designers can bring unique perspectives from their clothing into “all aspects of the design industry.”

“I would hope that no matter if it’s a developer from the mainland, or if it’s even a company from the mainland, that they tap into the talent of visual artists” in the Islands.

Designers who make their living off of alohawear, he says, “can also help design the spaces within Hawai‘i.”

That’s what Zane and his father have done: Their designs have appeared in Louis Vuitton stores, the foyer of American Savings Bank branches and the exterior of Hawaiian Airlines planes.

“We’re using the visual artist talents that we have here and implementing them beyond just the platform of fashion,” Zane says.

“We use the aloha shirt as more of an aesthetic platform that can be almost like a storyboard to tell a story. But now we’re starting to take some of those values and some of those functionalities that we talk about in these narratives, and now we’re starting to implement those into our real world today.”

BRINGING BACK VINTAGE DESIGNS Alexis Akiona, owner and founder of the clothing company Lexbreezy Hawai‘i, says her mission is to inspire all generations to wear alohawear every day, not just on Fridays.

“Anytime I’m seeing somebody with their alohawear on, it gives me a sense of pride,” she says. “We live in Hawai‘i, we have the aloha spirit here. It’s a sense of home, it’s a sense of our culture. … It connects us to not only now, but generations.”

Akiona says she creates comfortable alohawear that shares the stories of Hawai‘i’s people, plants and patterns. But she says that when she started her business, “alohawear wasn’t really trendy. It was for lū‘au, weddings, family parties.” Now, it’s making a comeback – and that includes mu‘umu‘u or other vintage styles that people sometimes find in their tutu’s closet or at thrift stores.

“I’ve seen it mostly with professionals or maybe people in their 30s or 40s and young people.”

At UH Mānoa, Reilly says he oversees the world’s largest historic collection of aloha shirts and other alohawear, a part of the university’s historic costume collection. He estimates it has 10,000 to 15,000 pieces, with clothing from the 1930s to today. People can study Hawai‘i’s fashion trends over the decades, including those inspired by 1970s pop art and the corporate ’90s, with their more muted colors.

The collection includes early alohawear made from rayon, often nicknamed “silkies” for its silk-like feel, from the 1940s and ’50s to contemporary versions of Hawaiian shirts, plus representative examples of clothing – including traditional pieces – from Southeast Asia, Pakistan, Turkey, Western Europe and other places or examples influenced by those places.

“In my role as curator, I’m looking at it as, ‘What is the story of the people of Hawai‘i?’” Reilly says.

“A lot of other museum collections focus on pictorial garments and very high-end garments. And while we do have great examples of those, this focuses more on what the people were wearing.”

So the clothes can be accessible to all on the web, Reilly is starting to digitize pictures from the collection, like palaka shirts worn by plantation workers in the 1940s and shirts made from rice bags in the 1950s. For now, access to the collection is solely through Reilly, and his busy schedule allows only an hour or so a week to accommodate visitors.

Old styles are coming back, Akiona says. “It’s kind of a new trend. It just reminds people of what fashion was years ago before it got all modern. … It’s just a reminder of their kūpuna.”

Kahala and Tori Richards are among the local companies bringing back historic designs and selling them as collector’s editions.

“We are always looking to our extensive archive of thousands of prints dating back to 1936 for inspiration,” says Park, the Kahala director. “A lot of what makes Kahala special is reintroducing our heritage prints to a new generation of aloha shirt fans.”

HOMA’s Laitila says that in his eyes, nostalgia will always be trendy, “whether you’re looking back on your parents or your grandparents.”

At least 20 years must pass before nostalgia sets in, he says.

But the aloha shirt itself is a Hawai‘i icon, and Laitila predicts that won’t change.

“I know that fast fashion does exist, but there is opposition to fast fashion. So having clothes that are well made, and that can be serviced, is desirable, and a lot of our alohawear is. I know some sons that have inherited their fathers’ and grandfathers’ shirts, and they wear them proudly.”

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ORIGINAL PHOTO: GETTY IMAGES | ILLUSTRATION: JEFF SANNER

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BY MA R I A TOR R E S - K I TA MU R A MARIA TORRES-KITAMURA HAS PREVIOUSLY WORKED IN AUDITOR ROLES WITH HAWAIIAN ELECTRIC INDUSTRIES, THE CITY OF HONOLULU AND THE STATE OF HAWAI‘I.

Auditors’ Job is to Build Stakeholder Trust and Recommend Improvements Few outsiders understand their many roles. Auditors work behind the scenes in the private and public sectors to uncover fraud, flawed processes and poor outcomes, and will consult on new projects if asked.

IN APRIL, THE HONOLULU CITY AUDITOR’S OFFICE WON A KNIGHTON EXEMPLARY AWARD FROM THE ASSOCIATION OF LOCAL GOVERNMENT AUDITORS – THE HIGHEST LOCAL GOVERNMENT AUDITING AWARD IN NORTH AMERICA – FOR ITS DEEP DIVE INTO THE CITY’S SYSTEM TO HIRE AND SUSTAIN ITS WORKFORCE. For

example, the Auditor’s office found the city took an average of 139 days to fill a position, falling short of the mayor’s 90-day benchmark.

This audit was especially useful, says City Auditor Arushi Kumar, because it was published in June 2023, during the City Council’s budget hearings.

“It was a great conversation starter for the budget hearings, as vacancies dominated the conversation,” recalls Kumar. “Every department director was asked about their vacancies and what their plans were to fill them before June 30. So, while it was nice to get recognition at a national level, the ultimate goal is to have an impact at the local level.”

City Council adopted five pieces of legislation related to the audit’s findings and recommendations that affected both city and state agencies.

The city’s auditor is one of many people working behind the scenes in Hawai‘i and across the nation to ensure companies, nonprofits and government agencies follow standards and best practices in finances, operations, IT, HR and other important areas. Auditors aim to provide independent, objective evaluations of operational business activities, and report to senior management.

The judges for the Association of Local Government Auditors awards cited the Honolulu audit’s focus on an issue that was both timely and full of significant risk – risk in terms of dollars at stake and breadth of services affected.

The audit was even more impressive considering the absence of reliable data. The city’s Department of Human Resources couldn’t even provide a timely record of actual vacancies that passed the auditor’s reliability test. While most audit shops would understandably conserve resources and terminate the audit due to unreliable data, the city’s office forged ahead, justifying the decision by pointing out that stakeholders were making critical

staffing and budgetary decisions based on faulty data. This helped convince city officials to take action to improve data reliability.

The report also dove into process bottlenecks. For example, it found the city’s HR Department was using four separate unlinked databases for hiring, onboarding and terminating personnel. The department also had no formal process for abolishing old positions that would likely never be filled. This meant that, for an unknown number of vacancies, their related funding could not be released for other priorities.

BEYOND SCATHING

While “scathing” audits may grab headlines, Kumar says, the perceived friction is necessary to define a problem, unearth its root cause and help fix it: “We are part of government checks and balances. The City Council uses us to hold executive departments accountable for how they’re spending taxpayer money.”

But tracking agency spending, according to City Audit Manager Christine Ross, is “just step one.

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ORIGINAL PHOTO: GETTY IMAGES | ILLUSTRATION: JEFF SANNER

In order to add value, auditors have to be able to answer, ‘So what?’ ” Ross says this requires persistence, curiosity, critical thinking and creativity.

Government performance auditing has been embedded in Hawai‘i’s Constitution since 1950, even before Hawai‘i became a state. But the first state auditor, Clinton Tanimura, was not appointed until 1965. This activation coincided with a nationwide trend reflecting public concerns about increased government spending on welfare and regulatory programs in the 1960s and 1970s.

The public demanded information on how governments planned to ferret out waste, fraud and abuse, and whether public programs were meeting their stated objectives.

In Honolulu, the Office of the City Auditor was created within the city’s charter in 2002, after similar voter calls for accountability following scandals involving government officials and lack of transparency over public funds. That mission continues, says Kumar: “ ‘Government performance auditing’ has less to do with spreadsheets and checking every dollar than trying to assess the outcome of programs and processes.

The term ‘performance’ is right there in the title.”

While that may sound like a check-the-box exercise, Kumar says, audits help the public understand the role that government agencies play in their communities: “We’re trying to increase trust in government.”

A similar crisis of confidence spurred the evolution of private sector audits. Former auditor Gina Woo Anonuevo, now Chief Human Resources Officer at First Hawaiian Bank, recalls the transition came in 2006, when large accounting firms began to fail. That was the era of corporate financial scandals featuring Enron, WorldCom, Adelphia and other prominent companies.

Stakeholders demanded more accountability from leaders of

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publicly traded companies. “That’s when audit became a true career profession where you needed specific skills, knowledge and experience to do the job, not just follow a checklist,” says Anonuevo.

COPS OR PARTNERS?

Because the audit industry has grown during periods of public scandal, the common perception is that auditors are like IRS agents or police officers who uphold hard-coded laws, shining the spotlight on violators. To be fair, there are similarities: auditors rely on structured frameworks and standards to scope their work, and note any discrepancies based on collected evidence. One difference: auditors recommend improvements but don’t enforce policies – that’s management’s job. And they try to have collaborative relationships with the people they audit.

Former auditor Addie Lui, now Director of Information Security at Aloha Pacific Credit Union, says leaders are not required to follow an auditor’s recommendations to the letter. “It’s up to management to accept or manage the risk, whether or not to implement the recommended control,” he says.

The auditor’s job is to clarify risks and make recommendations based on a thorough understanding of business processes and objectives: “When you write the recommendation, you let them know that if this isn’t being done, their business objectives may not be met,” he says.

As Anonuevo puts it, the auditor’s job is “to proactively identify potential issues so that we can self-correct.”

According to First Hawaiian Bank Chief Audit Executive Kristi Lefforge, “Historically, the audit practice has been more compliance focused. But it has really

morphed into more of a consulting arm. It’s not necessarily that we’re punitive. In all cases, we are there to make sure that we’re safe and following rules and practices.”

This is known as the assurance side of audit – examining systems and processes and reporting whether they are on track.

“But there’s another side to us: we’re trying to make sure we’re adding value,” notes Lefforge.

Because auditors have a high-level view of all the risks and potential obstacles faced by an organization, they also see the other side of the coin: opportunities for improvement. This is where the consulting side comes in.

ADDING VALUE

One example of a consulting engagement is a management review, when managers ask the audit department to lend their analytical skills and tools for an emerging need, or a specific project outside of the prescribed audit calendar. “Management could ask us to come in and do an assessment, without it being an audit,” says Anonuevo.

She and Lui worked together as First Hawaiian auditors in 2008, when Aloha Airlines filed for bankruptcy. Banks were faced with an onslaught of millions of dollars in related credit card chargebacks.

Because employees had to manually type in long transaction codes to process refunds, being off by one digit could mistakenly flag a transaction as invalid. In that case, the manager of the business unit asked internal audit if they could help automate data entry and process these massive claims.

Fortunately, Anonuevo had just purchased audit software that could ingest all the transactions at once and deploy an automated filter to weed out duplicate or invalid claims. “Remember, this

was 16 years ago when systems were not as advanced as they are today. It really did make the work easier; it reduced the mistakes from manual inputting and processing. Luckily our IT audit team knew how to program it, so they went in and helped them with that.”

Another example of assistance provided outside of the traditional audit is to examine incidents for potential fraud exposure, says Anonuevo. “I remember one incident where a manager called me and said, ‘I just opened up my employee’s desk and there’s tons of general ledger tickets in there that haven’t been processed.’ ” Damage control measures were clearly called for, but how much? “We sent an auditor down to look at what the scope and potential exposure were and advised management on the next steps based on the assessment. A lot of managers appreciated that.”

OVERCOMING RESISTANCE

Of course, not every agency or department head welcomes an audit. In these instances, support from the top executives helps. The auditing term “tone at the top” means a body of evidence that demonstrates leaders’ commitment to ethics and internal controls throughout their organization. For auditors, this translates to responsive and collaborative auditees.

Kumar shares that, within weeks of starting her term at the city, the mayor and his management team visited her Kapolei office. “I really appreciated their show of faith and willingness to work together. They’ve set such a good tone in their dealings with my office, and a lot of that has trickled down.”

Similarly, Lefforge says she appreciates how First Hawaiian Bank’s senior leadership has a strong governance and control mindset. “I have worked historically with clients who didn’t have that tone at the top, and it’s challenging to get your work done when it’s not there.”

While leaders may support the idea, individual auditees may view auditors as non-experts intruding on processes that are working just fine – breaking what doesn’t need fixing to justify their existence.

Kumar acknowledges that having virtual workplaces has hampered their efforts to build relationships: “When we are able to visit in person, we seem more human.” But not everyone wants to have auditors in the next cubicle, if they can avoid it.

Lefforge suggests the key is finding opportunities to educate potential auditees on what internal auditors do and connecting with them outside of the audit process. This shows that auditors are invested in supporting their success. “Sometimes it’s checking in with them periodically throughout the year to see what they’re doing, being aware of any new processes or systems they’ve launched, and building relationships.”

Like her private sector counterparts, Kumar tries to find common ground with resistant auditees. “We each have a lot of pride in our work because we know we’re serving the public. Sometimes it takes a bit longer for some people to realize that I mean it, but we’re all working toward the same end.” However, she acknowledges, “Some of these relationships can take a long time to change. It’s kind of a long game, right?”

Sometimes, she says, it means being hyper-vigilant for any opportunity to connect on a personal level with someone who was unhappy with their audit reports. “There was one director I didn’t have the best relationship with, but we were able to have an informal conversation – I think it was about K-dramas or something.” While it might have seemed frivolous, Kumar felt a slight thaw in the relationship. “We just kind of had a moment of understanding: we’re both just people doing our jobs.”

H AWA I I B U S I N ES S

63

What you need to know about Public Safety Power Shutoffs Hawai‘i now faces the threat of devastating wildfires and it’s up to everyone to take action to stay safe. That’s why Hawaiian Electric has developed a Wildfire Safety Strategy, including a Public Safety Power Shutoff (PSPS) program, to reduce the potential for fires during high wind events.

How to prepare • Update your contact info: Ensure your contact details are current at hawaiianelectric.com/myaccount.

• Special medical needs: If you rely on medical equipment that requires electricity, contact us at hawaiianelectric.com/medicalneedsalerts to ensure you receive PSPS notifications. Or call: 808-548-7311 (O‘ahu), 808-871-9777 (Maui), 808-969-6999 (Hilo), 808-329-3584 (Kona), 808-885-4605 (Waimea).

• Emergency plan and survival kit: Download our Emergency Preparedness Handbook at hawaiianelectric.com/safety.

• Mobile app: Download the Hawaiian Electric mobile app to get PSPS Alerts on your phone.

What happens before, during and after PSPS PSPS Alert

Happening

Restoration begins

Restoration complete

24-48 hours before a possible PSPS

During a PSPS

When it’s safe

PSPS is over

Power is shut off only in high wildfire risk areas for the safety of the community. We’ll do everything we can to provide regular updates across multiple media platforms.

Once the fire weather threat has ended, crews will look for downed lines and other hazardous conditions. Crews will restore power once it’s safe, which may take hours or even days.

The immediate threat has passed and power has been restored. But we’ll continue to monitor conditions, so we can keep our customers and communities safe.

When weather data indicates heightened wildfire risk, we are considering a PSPS. We’ll do our best to provide advance notice, but we may have to shut off your power with little or no notice.

How you may hear from us: Email • Text • Hawaiian Electric Mobile App • Public Safety Notification • Social Media Hawaiian Electric Website • News Media ( TV, radio, websites )

PSPS areas by island We’ve identified specific areas on each island that are at high risk and may be subject to PSPS. See island maps with wildfire risk areas at hawaiianelectric.com/psps.

64

hawaiianelectric.com/psps AU G U S T 2 0 2 4

GAZINE A M S S E IN S U B HAWAII ENTS THE 2O24 P RES

ING OF THE 41ST ANNUAL RANMKPANIES HAWAI‘I’S LARGEST COITS AND NONPROF

65

PHOTO: AARON YOSHINO

Lahaina Catastrophe Was Widely Felt SMALL AND MEDIUM BUSINESSES WITH MAUI OPERATIONS WERE HIT HARDEST. BUT OVERALL, REVENUE WAS UP AMONG THE TOP 250 COMPANIES AND NONPROFITS AS THE ECONOMY STABILIZED.

BY CYNTHIA WESSENDORF AND DAVID NUSBAUM

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T

HE 41ST ANNUAL RANKING OF HAWAI‘I’S COMPANIES AND NONPROFITS SHOWS A GROWING ECONOMY THAT

HAS LARGELY RECOVERED FROM

PANDEMIC-ERA TURMOIL. While

last year’s wildfire decimated businesses in Lahaina, many Top 250 companies largely weathered the disaster by having multiple locations and diversified offerings.

In a return to normal, HMSA has landed at the top of the list again, reporting a modest 3.1% increase in revenue in 2023. The local health insurance giant had occupied the top spot for seven straight years, until global events shifted the fortunes of other large Hawai‘i companies on last year’s list.

250

TOP

Par Hawaii was first on the Top 250 list in 2023, reflecting 2022 gross revenue, as energy prices surged after the Russian invasion of Ukraine and the subsequent U.S. boycott of Russian oil. Matson ranked second for gross revenue on that list after opening a new shipping line from China to California, and capitalizing on intense consumer demand for goods as the pandemic disrupted supply chains.

While Matson’s revenue fell nearly 29% in 2023 compared to the prior year, Chairman and CEO Matt Cox anticipated the drop when he told Hawaii Business Magazine in 2022, “I’m 100% sure that this super cycle we’re in will end and supply and demand gets back in balance.”

Matson’s 2023 year-end report notes that “consolidated operating income declined primarily due to lower volume and freight rates in our China service as the transpacific marketplace transitioned from the pandemic period.”

Par’s revenue was down 9% in 2023 amid a drop in global crude oil prices, which drive gross revenue at Hawai‘i’s sole petroleum refinery and leading distribution company.

But about 75% of companies and nonprofits on this year’s Top 250 list reported revenue gains in 2023 over 2022. Revenue was up in most sectors represented on the list, including a 20% gain among nonprofits, a 17% gain among construction and development companies, and 16% gain in the financial sector.

The results reflect an overall solid economy. Hawai‘i’s real gross domestic product, the broadest measure of economic activity, grew by 3.6% in 2023, according to data from the UH Economic Research Organization. Inflation-adjusted visitor spending rose last year. And unemployment in the Islands was just 2.9% by the end of 2023, lower than the national average.

Yet Pessimism Abounds

Despite these rosy figures, many business leaders in Hawai‘i are worried about the current economy, marked by stubbornly high prices. The cost of housing pushed Honolulu’s consumer price inflation to 4% through much of 2023 – higher than the U.S. rate of about 3%, according to UHERO. In a related story in this issue, the BOSS survey of 407 local business owners and executives found that optimism about the future has steadily dropped in multiple surveys after peaking in April 2021. In the latest survey, only 16% of respondents thought the local economy would improve in the coming year or two, while 42% thought it would get worse. And just 42% were completely confident that they would be in business three years from now, compared to 56% a year earlier.

Some other trouble spots in Hawai‘i are population declines that translate into a smaller labor force and less economic growth than you would get from a growing workforce. Lagging visitor numbers – driven largely by fewer arrivals to Maui and a weak international market – are expected for the whole of 2024, along with a spending drop of about $1 billion, says Carl Bonham, executive director of UHERO, in his second-quarter economic forecast.

Bright spots are building efforts on Maui and federal construction spending, says Bonham in the 2024 forecast.

In 2023, the two top construction companies on this list, Hawaiian Dredging and Nan, reported gross revenue gains of 36% and 37%, respectively, over the previous year – a trend that may drive the state’s economy in 2024.

Lahaina’s Far-reaching Impact

Many companies on the list were affected by the destruction of Lahaina on Aug. 8, 2023. In our November 2023 issue, Hawaii Business reported on Kaiser Permanente’s destroyed clinic and the rollout of its mobile clinics, and on First Hawaiian Bank’s ruined Lahaina branch and vault retrieval.

While these large organizations are often able to withstand calamity, pending lawsuits against Hawaiian Electric Industries, Hawaiian Telcom, Kamehameha Schools and others for alleged negligence in allowing the wildfire to start and spread could deliver a harsh financial blow.

Kaiser Permanente ranked 7 on this year’s list, and First Hawaiian ranked 12. Kaiser’s revenue was up in 2023 by more than 7% and First Hawaiian’s by more than 33%. Bank of Hawai‘i, the second-largest bank on the Top 250 list after First Hawaiian, also lost a branch on Maui but reported a nearly 31% revenue gain last year, though both banks reported lower profits in 2023.

In the middle of the list are organizations such as Maui-based VIP Foodservice – ranked 103 on this year’s list – which reported a downturn of 3.3% from the previous year’s revenue.

For two months, the company lost use of its Lahaina grocery store, Island Grocery Depot, and its food-distribution service to clients such as hotels, restaurants and schools in Maui County was badly hurt.

The Pacific Whale Foundation, a nonprofit based on Maui that employs 120 people, is a marine research and conservation group that hosts educational programs for grades K-12.

It also owns an eco-tour business and store near Mā‘alaea Bay to help fund its mission. From August through the end of 2023, the organization lost half its business, says executive director Kristie Wrigglesworth; gross revenue for the entire year was down more than 15%.

Smaller companies on the list, such as JR Doran/Ceramic Tile Plus, based in Kahului, saw a 15% drop in revenue over the prior year – a direct result of less business after the wildfires. Atlantis Submarines’ revenue was down 20% in 2023 after it shut down its submarine tours off Lahaina, although its Waīkikī and Kona operations continue.

H AWA I I B U S I N ES S

67

25%

(#) companies and nonprofits reporting

20% 15% 10%

RETAIL/WHOLESALE (30): +0.4%

ENERGY (9): +2.9%

+7% HEALTH CARE (23):

INSURANCE (17): +7.7%

TOURISM/LEISURE (15): +11.1%

+16%

+17%

CONSTRUCTION AND DEVELOPMENT (40): FINANCE (30):

-10%

NONPROFITS (30): +20%

-5%

EDUCATION (11): +33%

5%

-10% REAL ESTATE (9):

30%

-1.4% TRANSPORTATION (11):

YEAR-OVER-YEAR REVENUE GAINS

BY SECTOR

35%

0%

HOW WE COMPILE THE TOP 250

T O P 2 5 0 FAC T S

12 COMPANIES

AND NONPROFITS REPORTED GROSS REVENUE OF $1 BILLION OR MORE

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AU G U S T 2 0 2 4

19 EMPLOYED 1,000 PEOPLE OR MORE

16 ARE

HEADQUARTERED ON MAUI

Top 250 companies and nonprofits are ranked by gross sales or gross revenue, key indicators of market strength and influence.

Each spring, Hawaii Business Magazine surveys companies in our database and gathers updated financial figures, employee counts, names of executives and other information.

Businesses are asked to calculate gross sales using generally accepted accounting principles, while nonprofits report revenues from contributions, funding for services or proceeds from activities that support their missions. All provide the name of an executive who verifies the self-reported figures.

Companies headquartered in Hawai‘i report sales from all their subsidiaries worldwide; those based elsewhere report Hawai‘i figures only. While we prefer calendar year data, some organizations operate on a fiscal year.

To supplement the survey process, we draw on public records such as annual reports, financial statements, databases of the Federal Deposit Insurance Corp. and National Credit Union Administration, and insurance figures from the state Department of Commerce and Consumer Affairs.

Some companies with a large local presence don’t appear on the list. The omission is often because an offshore parent company can’t or won’t report separate data for its Hawai‘i operations, or because the company is privately held and does not disclose financial information.

Top 250 executives are surveyed and profiled in our Black Book issue each December.

250

TOP

Loss of Most Profitable Store

Another local company, The Art Source, ranked 179 on this year’s list, lost its single most profitable CocoNene store, which was located on Lahaina’s Front Street. CEO Kent Untermann and his wife, VP Lori Untermann, are also half owners of the building, making the loss a “double hit,” he says.

“Just before the fire, we were hitting our stride,” he says, with the Front Street store bringing in about $300,000 a month in revenue. About $130,000 a month went to support local jobs, including store employees, factory workers and artists; the company’s average pay is $33 an hour, says Untermann.

“

In true Untermann style, the company leapt into growth mode. “There are different ways to approach it. One is to be more conservative and the other is to be more aggressive,” he says. “I have the tendency to be more aggressive.”

Untermann says he had generous business-interruption insurance that helped the company get back on its feet.

He immediately added $800,000 in equipment to the manufacturing operations in Kapolei.

At the 43,000-square-foot facility, The Art Source produces custom cabinets, closets, frames, gifts and home décor for its numerous brands, including Pictures Plus, Plus Interiors and CocoNene. It’s one of the few durable-goods manufacturers in Hawai‘i, where nondurable goods are

That one store (on Front Street) generated a tremendous amount of jobs, so when it burnt to the ground, it was a huge void.”

Kent Untermann, CEO, The Art Source

more commonly produced; the small manufacturing sector makes up only 1.63% of the total output in the state, according to the National Association of Manufacturers.

Untermann says that while manufacturing is difficult in pricey Hawai‘i, it’s not impossible. “We believe with good automation, good people and training, and unique products that we can make things on the island, and we’re proving that you can do it.”

The company’s diversified products help it weather the economy’s highs and lows by selling to the construction industry, affluent local consumers and the tourist market, which he sees as a growth area for CocoNene.

Two new stores are opening in the coming months, adding to the seven now operating across the Islands, and more are planned. The stores sell Hawai‘i-made gifts and home décor for both the visitor and local markets, and are a recent evolution away from the slipper stores formerly operated under the brand Island Sole.

Untermann is now working with other local business leaders to advocate for restoring Front Street, which he calls “one of the richest miles of commerce in Hawai‘i.” He says that most tourist dollars in Lahaina stayed with the people who lived and worked there.

“If we don’t rebuild, we’re going to lose it,” he says. “Or worse, if it went to mainland enterprises, then all that money would leave the Islands.”

At the end of 2023, The Art Source had made up the $1 million loss it suffered last year from the Lahaina fire, reporting $22.4 million in gross sales – an increase of 3.2% over the previous year’s numbers.

J O I N N E X T Y E A R ’ S T O P 2 5 0 If you would like to receive Top 250 surveys in the future or update your contact

information, please email cynthiaw@hawaiibusiness.com.

H AWA I I B U S I N ES S

69

250

TOP

Biggest Gains Ranked by percentage change in gross annual sales/revenue Gain Rank

Company name

% increase, gross sales

Gross Annual Sales (2023)

Gross Annual Sales (2022)

Dollar Difference

Industry

1

Honolulu Museum of Art

4,939.7%

$19,000,000

$377,008

$18,622,992*

Other

2

Hawai‘i Community Foundation

230.5%

$244,900,000

$74,100,000

$170,800,000**

Nonprofit

3

Hawai‘i State Foundation on Culture and the Arts

210%

$26,857,033

$8,655,372

$18,201,661

Education

4

Office of Hawaiian Affairs

122%

$21,087,000

$9,489,000

$11,598,000

Other

5

American Red Cross of Hawaii

113.4%

$9,684,890

$4,538,278

$5,146,612

Nonprofit

6

Connext

86.6%

$17,159,341

$9,195,000

$7,964,341

Other

7

Group Builders

84%

$75,000,000

$40,700,000

$34,300,000

Construction & Development

8

American Electric Co.

72%

$43,000,000

$25,000,000

$18,000,000

Construction & Development

9

Elemental Excelerator

68.6%

$36,231,439

$21,490,833

$14,740,606

Nonprofit

10

The Nakupuna Companies

59.5%

$236,479,970

$148,217,535

$88,262,435

Other

11

St. Andrew’s Schools

58%

$10,690,000

$6,760,000

$3,930,000

Education

12

Armstrong Builders

58%

$88,200,000

$55,800,000

$32,400,000

Construction & Development

13

Hawaiian Humane Society

57.7%

$17,088,700

$10,834,055

$6,254,645

Nonprofit

14

Video Warehouse

56%

$17,437,686

$11,182,153

$6,255,533

Construction & Development

15

Hawai‘i Public Radio

54%

$9,140,479

$5,922,015

$3,218,464

Nonprofit

16

Contract Furnishers of Hawaii

52.5%

$19,716,472

$12,932,445

$6,784,027

Other

17

ATN Construction

50%

$10,059,700

$6,708,030

$3,351,670

Construction & Development

18

Kapili Construction

49%

$38,690,107

$26,000,000

$12,690,107

Construction & Development

19

University of Hawai‘i Federal Credit Union

43%

$26,514,711

$18,561,339

$7,953,372

Finance

20

Malama Solar

42.5%

$18,960,000

$13,300,000

$5,660,000

Energy

* Reported revenue fell in 2022 because of market drops in endowment. ** HCF’s Maui Strong Fund served as a donation hub for wildfire relief.

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AU G U S T 2 0 2 4

T

THE

o P

LIST STARTS HERE

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

EXECUTIVES

SALES ($M) 2023 2022 2021

Hawaii Medical Service Association (HMSA)

Mark Mugiishi - President and CEO Jenny J. Smith - Exec. VP, Chief Financial Officer Kenric M. Murayama - Exec. VP, Chief Health Officer Janna L.S. Nakagawa - Exec. VP, Chief Administrative and Strategy Officer

$4,136.2 $4,010.2 $3,827.2

3.1% 4.8%

1,310 1,277

Par Hawaii, LLC

1 5

Refining, distribution and marketing of petroleum products and transportation fuels throughout Hawai‘i. www.parhawaii.com Par Pacific Holdings Inc. Par Hawaii Refining, LLC

Eric Wright - President Keith Yoshida - VP, Business Development Deaglan McClean - VP, GM Par Hawaii Refinery John Peyton - VP, Retail John Peacock - VP, Logistics Marc Inouye - Director, Government & Public Affairs

$4,018.9 $4,419.7 $2,763.8

-9.1% 59.9%

621 607

3

Hawaiian Electric Industries (HEI)

4 4

Energy and financial services. www.hei.com Hawaiian Electric American Savings Bank Pacific Current

Scott Seu - President and CEO Kurt K. Murao - Exec. VP, General Counsel, Chief Adm. Officer and Corp. Sec.

$3,682.2 $3,742.0 $2,850.4

-1.6% 31.3%

3,597 3,640

4

Servco Pacific Inc.

Mark H. Fukunaga - Executive Chair Peter Dames - President & CEO Gregory C. Dinges - EVP & CFO Diana Brown - Chief People Officer Nick Pappas - Pres./Managing Dir., Servco Global Mobility Peter Hirano - COO, Hawaii Mobility

$3,210.0 $3,207.0 $3,103.0

0.1% 3.4%

2,222 2,210

2024 2023 2022

1 3 1

2

5 3

Health organization; health insurance. www.hmsa.com HMSA Foundation Integrated Services Inc.

Automotive distribution and retail, musical instruments, car sharing, venture/growth capital. www.servco.com Servco Foundation Fender Musical Instruments Corp.

Servco Australia Hui Car Share Fukunaga Scholarship Foundation

% CHANGE EMPLOYEES 2023 2023 2022 2022

H AWA I I B U S I N ES S

71

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

EXECUTIVES

SALES ($M) 2023 2022 2021

5

Matson, Inc.

2 2

Ocean transportation, logistics and supply chain services. www.matson.com Matson Navigation Company, Inc. Matson Terminals, Inc. Matson Logistics, Inc.

Matt Cox - Chairman and CEO Len Isotoff - Senior VP, Pacific Ku'uhaku Park - Senior VP, Government & Community Relations Bernie Valencia - VP, Sales - Hawaii

$3,094.6 $4,343.0 $3,925.0

-28.7% 10.6%

2,326 2,362

6

Hawaiian Airlines

6 10

Airline www.hawaiianairlines.com Hawaiian Holdings Inc. Hawaiian Airlines, Inc.

Peter Ingram - President & CEO Lawrence Hershfield - Chairman of the Board of Directors Shannon Okinaka - Exec. VP & CFO Jon Snook - Exec. VP, COO Aaron Alter - Exec. VP, Chief Legal Officer & Corporate Secretary Brent Overbeek - Exec. VP & Chief Revenue Officer Avi Mannis - Exec. VP & Chief Marketing Officer

$2,716.3 $2,641.3 $1,596.6

2.8% 65.4%

7,362 6,226

7

Kaiser Permanente Hawaii

7 6

Nonprofit integrated health care organization, health plan and medical care. www.kp.org Kaiser Foundation Health Plan & Hospital Inc. Kaiser Foundation Health Plan Inc. Kaiser Foundation Hospitals Inc.

Ed Chan - Hawaii Market President, Kaiser Foundation Health Plan and Hospitals John Yang, MD - President & Medical Dir., Hawaii Permanente Medical Group

$2,112.7 $1,968.5 $1,882.4

7.3% 4.6%

2,809 2,834

8

University of Hawai‘i

9 7

Higher education and research. www.hawaii.edu/its

David Lassner - President Debora Halbert - VP Academic Strategy Jan Gouveia - VP Administration Kalbert K. Young - CFO, VP Budget & Finance Garret Yoshimi - VP for IT and CIO Carrie K. S. Okinaga - VP of Legal Affairs, University General Counsel Vassilis L. Syrmos - VP for Research & Innovation Timothy Dolan - VP Advancement Erika Lacro - VP for Community Colleges

$2,034.2 $1,819.7 $1,760.8

11.8% 3.3%

8,219 8,164

9

The Queen's Health System

8 9

Acute care medical facility with programs in cancer, cardiovascular disease, neuroscience, orthopedics, organ transplantation, surgery, emergency medicine, trauma, and behavioral medicine. www.queens.org Queen's University Medical Group Primary Care Physicians Enterprise, LLC Molokai General Hospital The Queen's Medical Center Hamamatsu/Queen's PET Imaging Center LLC Queen's Development Corporation CareResource Hawaii Queen's North Hawai‘i Community Hospital Queen's MSSP ACO, LLC Queen's Insurance Exchange Inc. Diagnostic Laboratory Services Inc. Queen Emma Land Company

Jill Hoggard Green - President and CEO Whitney Limm - Exec. VP, Clinical Integration and Chief Physician Executive Paul McDowell - Exec. VP and CFO Jason C. Chang - Exec. VP, Innovation & Strategy Eric K. Martinson - Exec. VP, Endowment and Chief Investment Officer Rowena Buffett Timms - Exec. VP and Chief Administrative Officer Darlena D. Chadwick - Exec. VP, COO John Nitao - Exec. VP and General Counsel Todd L. Allen - Senior VP and Chief Quality Officer Linda Puu - Sr. VP, QHS Chief Nurse Executive and Quality & Patient Safety, CNO George Rick Bruno - President, Queen’s Medical Center Janice Kalanihuia - President, Molokai General Hospital Stephany Vaioleti - President, Queen's North Hawaii Community Hospital

$1,932.0 $1,888.4 $1,607.9

2.3% 17.4%

9,452 6,752

10

Hawai‘i Pacific Health

10 11

Adult, pediatric, obstetric and women's health services; primary care through tertiary-level specialty services; research and teaching via four medical centers and through more than 800 health care providers statewide. www.hawaiipacifichealth.org Hawai‘i Pacific Health Medical Group Pali Momi Medical Center Straub Benioff Medical Center Kapi‘olani Medical Center for Women & Children Wilcox Medical Center

Raymond P. Vara - President, CEO Leslie B. Chun - CEO, Hawai‘i Pacific Health Medical Group David Y. Okabe - Exec. VP, CFO, Treasurer Charles R. Ching - Exec. VP & General Counsel Steve Robertson - Exec. VP, CIO, Revenue Mgt. and Information Technology Art W. Gladstone - Exec. VP, Chief Strategy Officer Jen H. Chahanovich - Pres., CEO, Wilcox Medical Center; CEO, Kaua‘i Medical Clinic Dave Underriner - Exec. VP, O‘ahu Operations; CEO, Kapi‘olani Medical Center for Women & Children, Pali Momi Medical Center and Straub Medical Center

$1,709.1 $1,617.9 $1,479.2

5.6% 9.4%

7,439 7,199

11

Island Energy Services LLC

Jon Mauer - President & CEO Phillip Elliott - CFO Ryan Chavoustie - VP, Sales and Marketing Albert D. K. Chee - VP, Retail Marketing & Community Relations Mark Dangler - VP, Logistics Timothy J. Parker - VP, General Counsel

$1,233.0 $1,370.0 $840.0

-10.0% 63.1%

256 240

11 12

72

We safely supply, transport, and market products and services critical to the State of Hawai‘i. We are serving today’s energy needs while also adapting to changing marketplace conditions, including support for the transition to renewable and sustainable fuels. We are adjusting our business as needed to effectively support those goals.

We are the licensee of 59 Texaco locations statewide. www.islandenergyservices.com One Rock Capital Partners LLC IES Downstream LLC IES Retail LLC

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

SPECIAL PROMOTIONAL SECTION

CENTRAL PACIFIC BANK

CE NTR AL PACI FIC BAN K: WH E R E EXCE PTIONAL PE RSONAL S E RVICE M E ETS TH E L ATEST I N D IG ITAL CONVE N I E N CE

C

entral Pacific Bank (CPB) understands that exceptional service is key to creating a positive banking experience.

This commitment extends beyond traditional branches, seamlessly integrating into their robust online and mobile platforms.

In fact, in independent market research, the bank annually ranks at or near the top among all local financial institutions in customer satisfaction.

ROOTED IN A LEGACY OF INCLUSION

In 2024, CPB is celebrating 70 years since it was founded by Nisei veterans who valiantly fought in World War II only to face challenges securing financial services when they returned home. With that legacy, CPB carries a deep understanding of Hawaii’s diverse needs. This heritage fuels their mission to go above and beyond for all of Hawaii’s people.

EXPE R I E N CE TH E CPB D I FFE R E N CE

CPB’s team members are dedicated to building long lasting relationships, while taking the time to understand your unique financial goals. This personalized approach allows them to craft tailored solutions that empower you to achieve financial success.

BAN KI N G ON TH E GO

CPB recognizes the importance of digital convenience. Their award-winning online and mobile banking platforms boast a user-friendly interface, live chat option, and a comprehensive suite of features, making managing your finances effortless, anytime, anywhere.

2024

The bank is also annually recognized as one of the Best Places to Work by Hawaii Business Magazine.

A BAN K B U I LT ON ALOHA

CPB actively invests in Hawaii’s communities, supporting local organizations, women entrepreneurs, small businesses, and initiatives that enhance the lives of everyone across the islands. This embodies the true spirit of aloha – a deep sense of service and respect – that sets CPB apart.

TRUSTE D BY HAWAI I AN D R ECOG N I Z E D NATIONALLY

Central Pacific Bank has earned the trust of its customers and the recognition of prestigious publications like Forbes and Newsweek. These distinctions speak volumes about the public’s trust in them as well as their commitment to secure banking and financial solutions.

Central Pacific Bank 220 South King Street Honolulu, HI 96813 (808) 544-0500 www.cpb.bank

250

List

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

EXECUTIVES

12

First Hawaiian Bank

12 13

Financial services. www.fhb.com First Hawaiian, Inc.

Robert S. Harrison - Chairman, President & CEO James Moses - Vice Chair & CFO, Finance Group Christopher L. Dods - Vice Chair & COO Alan H. Arizumi - Vice Chair, Wealth Management Group Neill A. Char - Vice Chair, Retail Banking Group Darlene Blakeney - Exec. VP & Chief Lending Officer, Wholesale Banking Group Joel Rappoport - Exec. VP, General Counsel & Secretary, Legal and Corporate Services Group Lea Nakamura - Exec. VP & Chief Risk Officer, Risk Management Group Gina Anonuevo - Exec. VP & Chief HR Officer, Human Resource Group

$1,124.4 $842.7 $734.2

33.4% 14.8%

2,114 2,093

13

Bank of Hawai‘i Corp.

13 14

Financial services. www.boh.com Bank of Hawaii

Peter S. Ho - Chair, President, CEO James C. Polk - Vice Chair & Chief Banking Officer Mary E. Sellers - Vice Chair, Chief Risk Officer Patrick McGuirk - Vice Chair, Chief Administrative Officer Dean Shigemura - Vice Chair, CFO Sharon M. Crofts - Vice Chair, Client Solutions Group Matthew K.M. Emerson - Vice Chair, Retail Lending, Deposits and Digital Banking

$987.0 $754.9 $698.1

30.7% 8.1%

1,873 2,105

14

Alaska Airlines

17 22

Commercial airline serving more than 120 destinations across the United States, the Bahamas, Belize, Canada, Costa Rica, Guatemala and Mexico. www.alaskaair.com Alaska Air Group

Ben Minicucci - President & CEO Shane Tackett - Exec. VP Finance and CFO Constance von Muehlen - Exec. VP and COO Andrew Harrison - Exec. VP and Chief Commercial Officer Diana Birkett Rakow - Senior VP, Public Affairs and Sustainability Joe Sprague - Regional President, Hawai‘i / Pacific Daniel Chun - Regional VP, Hawai‘i

$917.8 $823.2 $699.1

11.5% 17.8%

11 10

15

Hawaiian Dredging Construction Company, Inc.

$780.0 $573.0 $608.0

36.1% -5.8%

982 740

General contracting and preconstruction services. www.hdcc.com Kajima U.S.A. Inc.

Gerry Majkut - President Darin Murayama - VP, Finance Eric Hashizume - VP, Building Division Cedric Ota - VP, Waterfront & Foundations Division Paul Silen - VP, Commercial Division Andre Wong - VP, Preconstruction Services and Marketing Len Dempsey - VP, Heavy Division Theron Holloway - VP, HDCC Guam Tom Valentine - VP, Power & Industrial Division

Pasha Hawaii

George W. Pasha, IV - President, CEO

14 17

Ocean transportation between Hawai‘i and the U.S. West Coast for containerized and roll-on/off cargo, including automobiles, oversized construction equipment, yachts and other cargo. www.pashahawaii.com The Pasha Group

$727.4 $708.9 $605.0

2.6% 17.2%

524 483

17

Nan Inc.

24 23

General construction. www.nanhawaii.com

Fooney Freestone - President Ryan Nakaima - Sr. VP Sungwon Baik - VP of Building Estimating Jason Ko - VP of Big Island Operations Wyeth Matsubara - VP Ed Shukri - VP of Civil Estimating

$638.8 $465.8 $438.8

37.1% 6.2%

1,890 1,274

18

Hawaii Health Systems Corp.

Edward N. Chu - President and CEO Joyce Tamori - VP and CFO Andrea Suzuki - VP and General Counsel Juanita Lauti - VP and Chief HR Officer Renee Lai - VP and CIO

$636.6 1 $570.2 1 $495.2 1

11.6% 15.2%

18 16

16

19 20

1

74

Acute, long-term and rural health care provider. www.hhsc.org Hale Ho‘ola Hamakua (East Hawai‘i region) Hilo Medical Center Foundation Kauai Veterans Memorial Hospital (Kaua‘i region) Ka‘u Hospital (East Hawai‘i region) Kohala Hospital (West Hawai‘i region) Kona Community Hospital (West Hawai‘i region) Leahi Hospital (O‘ahu region) Maluhia (O‘ahu region) Samuel Mahelona Memorial Hospital (Kaua‘i region) Yukio Okutsu State Veterans Home (East Hawai‘i region) Per HHSC report to the Legislature.

AU G U S T 2 0 2 4

250

List

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

EXECUTIVES

19

Kamehameha Schools

Livingston Wong - CEO Elliot K. Mills - Chairman of the Board, Trustee Crystal Kauilani Rose - Vice Chair, Trustee Jennifer Noelani Goodyear-Ka‘ōpua - Secretary/ Treasurer, Trustee Michelle Ka‘uhane - Trustee Robert K.W.H. Nobriga - Trustee

$533.1 1 $530.6 $473.0

0.5% 12.2%

2,210

Francoise Culley-Trotman - CEO Gary Okamoto - Chief Medical Officer Joel Luper - CFO Paula Arcena - VP External Affairs

$464.0 $513.3 $501.4

-9.6% 2.4%

280 268

Benjamin A. Godsey - President & CEO Drew Monahan - VP, Director of Sales and Account Mgt. Tami Minami - VP of Business Process Improvement Michelle Kirk - VP of Client Experience Nelson Befitel - Chief Counsel Ernest Ahumada - Chief Revenue Officer

$458.3 $379.9 $338.7

20.6% 12.2%

410 321

Lori Kahikina, P.E. - Executive Director and CEO

$445.2 $443.3 $262.6

0.4% 68.8%

43 54

Yael Duffy - President and COO Tiffany Sy - CFO and Treasurer

$437.3 $388.2 $219.9

12.7% 76.5%

12 16

Russell J. Hata - Chairman, President & CEO Brian Marting - CFO Jordan Vannatta - Exec. Director, Operations Ronna Bahl - Exec. Director, Finance & Marketing Bob Piccinino - Exec. Director, Sales & Supply Chain

$422.7 $409.9 $317.3

3.1% 29.2%

480 460

John Meyers - State Farm Sales Leader, Hawai‘i

$420.7 2 $387.0 3 $679.8 4

8.7% -43.1%

James J. Falk - President, CEO Michael Hebert - CFO

$410.9 $377.5 $411.1

8.8% -8.2%

355 266

Jonathan E. Tseu - Regional VP Thomas Johannes Diersbock - Regional VP Ronald Alan Mitchell - Dir. of Operations Michael Matthew Venezia - Chief Estimator

$407.1 $367.0 $264.1

10.9% 38.9%

249 222

Kamehameha Schools, established in 1887 as a private, charitable trust, is devoted to enhancing the lives of Native Hawaiians through education. Its visionary mission aims to create a generation of leaders who embody Christian and Hawaiian values, achieve postsecondary success, and make meaningful contributions to their communities locally and globally. www.ksbe.edu Kamehameha Investment Corp.

Pauahi Management Corp.

Bishop Holdings

20 21

20 AlohaCare 21 19

Non-profit health plan. www.alohacare.org

21

ProService Hawaii HR management. www.proservice.com

26 28

22 Honolulu Authority for Rapid

Transportation (HART)

25 35

The Honolulu Authority for Rapid Transportation is responsible for building the 18.9-mile, 19-station commuter rail system for the City and County of Honolulu. honolulutransit.org

23 Industrial Logistics Properties Trust Real estate investment trust. www.ilptreit.com

28 45

24 Y. Hata & Co., Ltd.

Broadline foodservice wholesale distribution, cash and carry wholesale store, public warehousing: fresh, frozen, chilled and dry food, fresh meats, fresh produce (cash and carry only), frozen seafood, paper and chemicals, restaurant supplies, pastry, bakery, and gourmet foods. www.yhata.com ChefZone

27 31

25 State Farm Insurance Co.

Property and casualty, life, and health insurance; banking and mutual funds. www.statefarm.com State Farm Fire & Casualty Co. State Farm Mutual Automobile Insurance Co.

29 15

26 Jim Falk Automotive Group 30 25

New and used automotive dealerships. www.valleyislemotors.com Valley Isle Motors Jim Falk Chrylser Dodge Jeep RAM Jim Falk Motors of Maui Jim Falk Lexus of Beverly Hills (CA)

27

Hensel Phelps

32 34

Hensel Phelps is a national general contractor with a range of projects, including federal, aviation, correctional, healthcare, hospitality, office, wastewater, and mixed-use construction. In 2023, Hensel Phelps ranked 4th on Building Industry Hawaii's Top 25 Contractors and 11th on Engineering News-Record's Top 400 Contractors list. www.henselphelps.com

1

Per consolidated financial statement.

2

Direct premiums written in Hawai‘i per DCCA.

3

Direct premiums written in Hawai‘i per DCCA, including Property & Casualty and Life Insurance divisions; prior year's figure included auto insurance.

4

Direct premiums written in Hawai‘i per DCCA, including State Farm Fire & Casualty Co. and State Farm Mutual Auto Ins. Co.

H AWA I I B U S I N ES S

75

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

28 Pacific Guardian Life Insurance

EXECUTIVES

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

Margolee P. Lee - President and CEO Alan M. Goda - Chair, General Counsel Nobutaka Yagi - Vice Chairman of the Board

$366.8 $466.2 $78.8

-21.3% 491.6%

113 104

Glen A. Kaneshige - President

$354.0 $370.0 $417.0

-4.3% -11.3%

250 250

33 30

Health insurance, workplace wellness solutions. www.uhahealth.com

Howard Lee - President, CEO Lance Kaneshiro - Exec. VP, COO Darren D. Nakao - Exec. VP, CFO George McPheeters - Sr. VP, CMO Stevette Ku‘ulei Santiago - Sr. VP, Chief Human Resources and Brand Officer

$349.4 $337.8 $325.7

3.4% 3.7%

174 167

31

Hawaiian Telcom

Su Shin - President Filifotu Vaai - VP - Business Sales, Hawaiian Telcom

$347.8 $337.5 $1,693.1 1

3.1% -80.1%

1,200 1,200

Stan Masamitsu - CEO Tim Dagenais - President, COO Gayle Tom - VP, CFO

$322.0 $299.2 $327.3

7.6% -8.6%

475 469

Ed Brown - Hawaii Division President

$304.0 $288.0 $210.0

5.6% 37.1%

528

Ryan K. Nobriga - Executive VP/CFO

$298.2 $269.4 $258.0

10.7% 4.4%

55 57

Ann Teranishi - President & CEO Dani Aiu - EVP, Consumer Banking Brad Mattocks - EVP, Chief Information Officer Tony Mizuno - EVP, Commercial Markets Steven Nakahara - EVP, Chief Credit Officer Natalie Taniguchi - EVP, Enterprise Risk & Regulatory Relations Dane Teruya - EVP, Chief Financial Officer John Ward - EVP, Chief Marketing & Product Officer Beth Whitehead - EVP, Chief Administrative Officer

$297.4 $309.5 $301.9

-3.9% 2.5%

1,000 1,100

23 92

Company Ltd.

Life, annuity and disability insurance products. www.pacificguardian.com Meiji Yasuda Life Insurance Company

29 Nordic PCL Construction, Inc. 31 24

General contractor. www.nordicpcl.com PCL Construction Services, Inc.

30 UHA Health Insurance

34 8

Innovative technology leader, committed to bridging the digital divide by expanding its future-proof fiber network to bring the benefits of broadband to more people in more places in Hawaii.

Leading provider of integrated communications, broadband, data center and entertainment solutions for business and residential customers. www.hawaiiantel.com altafiber (formerly known as Cincinnati Bell) SystemMetrics, a Hawaiian Telcom company

32 Tony Group 37 29

Automotive dealerships. New and preowned car sales, service, and parts. Auto body shop and car wash. www.tonygroup.com Tony Hawaii Automotive Group Ltd. Tony Honda Tony Nissan Tony Volkswagen Tony Hyundai Genesis of Waipio Tony Honda Hilo Tony Honda Kona Tony Group Collision Center Autoplex Car Wash

33 Goodfellow Bros.

-

Heavy civil/paving/structural concrete.

Goodfellow Bros Blasting Technology Hawaii Drilling and Pump Service Maui Paving Hawaii Paving

34 James Campbell Company LLC 40 37

Real estate investment. Leasing of land and buildings in Hawai‘i and U.S. mainland, development of the City of Kapolei. www.jamescampbell.com Aina Nui Corporation James Campbell Corporation

35 American Savings Bank 35 33

Banking & financial services. www.asbhawaii.com Hawaiian Electric Industries (HEI)

1 Cincinnati Bell and its family of companies that include Hawaiian Telcom was acquired by Macquarie Infrastructure Partners V, an unlisted infrastructure fund managed by Macquarie Asset Management, in September 2021. Revenue recorded in the period prior to the acquisition totaled $1,138.7 million and revenue recorded subsequent to the acquisition totaled $554.4 million for combined revenue of $1,693.1 million which is considered a non-GAAP measure.

76

AU G U S T 2 0 2 4

SPECIAL PROMOTIONAL SECTION

HEMIC

F

or over 25 years, HEMIC has been dedicated to caring for Hawai‘i’s businesses and their workers. As Hawai‘i’s only mutual insurance company and a 100% local enterprise, HEMIC’s commitment to partnerships is in their DNA. Recognized as Hawai‘i’s leading Workers’ Compensation provider, today HEMIC has grown into a family of companies with insurance coverage and risk management solutions for Hawai‘i businesses — from “mom & pop” shops to large employers and self-insured entities.

• HEMIC’s Workers’ Compensation offering for all Hawai‘i businesses includes a safety credit program, nurse triage hotline, online Safety Suite, and safety & risk management consulting services at no additional cost to policyholders. HEMIC’s customizable large deductible program was developed

2024

for large employers who seek to assume a portion of their insurance risk while benefiting from HEMIC’s expertise in claims, safety and risk management.

• Employer’s Protective Insurance Company (EPIC) is Hawai‘i’s fastest growing provider of Temporary Disability Insurance, with superior customer service and efficient claim handling managed entirely by their local team. EPIC’s early involvement with support for the claim filing process means quicker payouts for qualifying claims.

EPIC’s claimant satisfaction survey from their inception to date has an average score of 5.99 out of 6.

• HEMIC Insurance Managers, Inc. (HIMI) has a new Small Business Program that provides all the insurance coverages that a small business needs in one convenient bundle and payment solution.

• HIMI’s Third-Party Claim Administration Services are multiline with a specialty in Workers’ Compensation, providing expertise in claim management and mitigation for self-insured entities, captives and other employers seeking to outsource this function.

“At HEMIC, we know that the people and businesses we serve are our neighbors, family members, and our community,” says Tammy Teixeira, SVP of Business Development & Customer Experience. “We appreciate the importance of delivering superior service – and doing so with professionalism and a spirit of aloha.

Our sense of kuleana drives us and fuels our passion to help Hawai‘i businesses succeed.”

HEMIC 915 Fort Street, Honolulu, HI 96813 (808) 524-3642 www.HEMIC.com

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

36 Swinerton 50 63

General contractor. www.swinerton.com Swinerton, Inc.

37

First Insurance Company of Hawaii Ltd.

41 38

The only franchised gas utility in the State of Hawai'i since 1904.

Gas energy is a critical part of our fuel mix in the Islands, providing clean, affordable, resilient energy for residential, commercial, and industrial customers. As we look to the future, we are focused on clean energy solutions, investing in technology to further diversify and decarbonize our fuel mix. hawaiigas.com Argo Infrastructure Partners LP

39 Prince Resorts Hawaii, Inc. 43 49

Prince Resorts Hawai‘i Inc. (PRH) owns and operates three awardwinning luxury oceanfront hotels and championship golf courses including Prince Waikiki, The Westin Hapuna Beach Resort, Mauna Kea Beach Hotel, Autograph Collection, Hawaii Prince Golf Club, Hapuna Golf Course and Mauna Kea Golf Course. Properties are internationally recognized for authentic Hawaiian hospitality and elevated dining. www.princeresortshawaii.com Seibu Holdings, Inc. Mauna Kea Resort Services Aina Kamali‘i Corporation The Westin Hapuna Beach Resort South Kohala Wastewater Corporation Mauna Kea Beach Hotel Mauna Kea Resort Prince Waikiki

40 Central Pacific Financial Corp.

42 39

Central Pacific Bank is the primary subsidiary of Central Pacific Financial Corp., a Hawaii-based financial institution dedicated to making a positive difference in people’s lives. Central Pacific Financial Corp. is publicly traded on the New York Stock Exchange under the stock symbol CPF. www.cpb.bank Central Pacific Financial Corp.

Central Pacific Bank

41

Albert C. Kobayashi Inc.

36 32

General contractor. www.ack-inc.com

42 Hawaii Petroleum LLC 44 52

Wholesale and retail marketer of petroleum products and convenience stores. www.hawaiipetroleum.com Saltchuk Minit Stop Holdings LLC

43 Hawaii Foodservice Alliance LLC 49 50

78

Wholesale food distribution, FSMA-compliant cold chain logistics via air, ocean, & trucking on all islands and West Coast. www.hfahawaii.com Sun Hearth Eggs Sun Hearth Dairy Hearth & Harvest Bread Company

AU G U S T 2 0 2 4

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

Ben Steele - Operations Manager Aaron Yamasaki - VP, Division Manager Erika Mori - Director of Preconstruction & Estimating

$288.0 $218.9 $128.8

31.6% 69.9%

269 303

Todd Takayama - President and CEO

$285.9 $265.9 $256.7

7.5% 3.6%

231 244

Alicia E. Moy - President, CEO Joanne Barradas - CFO Thomas Young - Exec. VP, Special Projects & Strategic Supply Kevin Nishimura - VP, Operations Nathan C. Nelson - VP, General Counsel, Sec. & Admin.

$262.8 $278.9 $231.3

-5.8% 20.6%

370 353

Shigeki Yamane - President Liane Sugimoto - CFO/CAO Craig Anderson - VP Operations Mauna Kea Resort

$259.0 $254.0 $195.0

2.0% 30.3%

1,628 1,290

Arnold D. Martines - President and CEO David S. Morimoto - Senior EVP and CFO

$256.7 $263.5 $254.1

-2.6% 3.7%

737 743

Michael Y. Young - President Deron Matsuoka - VP Brian Niitani - VP Alameda Joseph - VP Shaun Shimizu - Corp. Treasurer

$255.3 $308.9 $316.3

-17.4% -2.3%

232 247

Kimo Haynes - President Stephen Wetter - Senior VP of Operations Diane Kennedy - Controller/Treasurer

$252.0 $253.2 $190.6

-0.5% 32.8%

345 299

Chad Buck - Founder / CEO Stephanie Soll Buck - Co-Owner / CAO Byron Chong - Managing Dir.

$251.0 $230.5 $194.0

8.9% 18.8%

521 550

Property and casualty insurance. www.ficoh.com Tokio Marine North America First Risk Management Services (FiRMS)

38 Hawai‘i Gas 39 43

EXECUTIVES

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

44 Hawaii Planing Mill, Ltd.

HPM Building Supply, a local, 100% employee-owned business, has served Hawai'i's home improvement and building industry since 1921.

With 19 locations spanning Hawai'i Island, Maui, O'ahu, Kaua'i, and Washington state, HPM provides retail stores, lumberyards, roofing and component manufacturing facilities, and Home Design Centers, including 87ZERO by HPM. hpmhawaii.com Hawaii Planing Mill, Ltd. 87ZERO by HPM HPM Building Supply

47 46

45 Hawaii Dental Service (HDS) Dental benefits provider.

HawaiiDentalService.com Delta Dental Hawaii Client Services

46 40

46 GEICO

Insurer of automobiles, motorcycles and personal umbrella liability.

Agent for sales/service of property and boat insurance. www.geico.com

44

47 Adventist Health Castle

Adventist Health Castle is an award-winning integrated health system with a Level III Trauma medical center, outpatient primary care, specialty care, urgent care and home-care services throughout O‘ahu. The compassionate team of over 1,500 employees and providers unite under one mission: living God’s love by inspiring health, wholeness and hope. adventistheatlhcastle.org Adventist Health

16 18

48 Hawai‘i Community Foundation 102 76

Nonprofit community foundation. www.hawaiicommunityfoundation.org

49 Honolulu Board of Water Supply 45 41

Public water utility. www.boardofwatersupply.com

50 The Nakupuna Companies 58

The Nakupuna Companies are a Native Hawaiian Organization (NHO)–owned family of companies providing impactful solutions to our customers while supporting our Native Hawaiian community.

Specializing in management consulting, IT, facilities & infrastructure, logistics, and environmental services, we excel at finding elegant solutions to the government's toughest challenges. nakupuna.com The Nakupuna Foundation Nakupuna Federal Nakupuna Services Nakupuna Consulting Nakupuna Solutions Na Ali‘i Consulting & Sales LLC

51

L&L Hawaiian Barbecue

53

L&L franchises quick service restaurants specializing in the Hawaii plate lunch. L&L has 230 locations in 15 different states and Japan. www.hawaiianbarbecue.com L&L Franchise Inc.

1

Direct premiums written in Hawai‘i per DCCA.

2

Per annual financial report.

EXECUTIVES

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

Michael Fujimoto - Chairman Emeritus Jason R. Fujimoto - Chairman & CEO Adam Bauer - President & COO

$250.0 $240.0 $210.0

4.2% 14.3%

575 500

Diane S.L. Paloma - President and CEO Elaine Fujiwara - Chief Customer Officer Minna Lehti - COO Quin Ogawa - CFO Colbert Seto - Chief Information Officer

$248.1 $243.5 $240.6

1.9% 1.2%

128 131

Timothy M. Dayton - GM Jeffrey Bassett - Sales Mgr.

$247.8 1 $230.9

Ryan Ashlock - President Nick Johnson - Finance Officer Erik Anderson - Patient Care Executive Robert Smitson - Medical Officer Jesse Seibel - Mission and Community Integration Exec.

$246.1 $221.8 $201.0

11.0% 10.3%

774 770

Micah A. Kāne - CEO & President Michelle Ka‘uhane - Sr. VP & Chief Impact Officer Wallace Chin - Sr. VP & Chief Administrative Officer Kawena Suganuma Beaupré - Sr. VP & General Counsel Lauren Nahme - Sr. VP of Maui Recovery Effort Sheila Sarhangi - VP of Strategic Communications Todd Apo - VP of Community Partnerships & Public Affairs Mary Leong Saunders - VP of Philanthropy Larissa Kick - VP of Community Grants & Initiatives Lynn Shimono - VP of Finance Shanae Souza - VP of Risk and Compliance for Maui Recovery Effort

$244.9 $74.1 $100.7

230.5% -26.4%

83 73

Ernest Y.W. Lau - Manager & Chief Engineer Erwin E. Kawata - Deputy Manager

$244.7 2 $248.3 2 $238.0 2

-1.4% 4.3%

Cariann Ah Loo - Chair of the Nakupuna Foundation Jason Greenawalt - CEO Mike Fogle - President, Nakupuna Solutions Suzanne McDonald - President, Nakupuna Consulting

$236.5 $148.2 $108.8

59.5% 36.2%

Eddie Flores - Chair Elisia Flores - CEO

$220.6 $199.5 $173.2

10.6% 15.2%

1,035 827

H AWA I I B U S I N ES S

79

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

52 Hawaii Medical Assurance 52 48

Association (HMAA)

Alexander & Baldwin (NYSE: ALEX) is a premier Hawai‘i commercial real estate company with a history of serving the islands for over 150 years. A&B owns, operates and manages 3.9 million square feet of retail, industrial and office space in Hawai‘i. A&B is a real estate investment trust (REIT) and the largest owner of grocery and druganchored retail centers in the state. alexanderbaldwin.com A&B Properties Hawai'i LLC

54 Kawailoa Development LLP 54 74

56 56

Interisland freight transportation. www.youngbrothershawaii.com Saltchuk Foss Maritime Company

56 Aloha Air Cargo 38 47

Air cargo services. www.AlohaAirCargo.com Saltchuk Aviation

57 Kaua‘i Island Utility Cooperative 55 54

Generation, transmission and distribution of electric services to member-owners. www.kiuc.coop KIUC Renewable Solutions One LLC KIUC Renewable Solutions Two Holdings LLC KIUC Renewable Solutions Two LLC

58 MJC Inc. dba Cutter Automotive 51 36

Galleries

Automotive sales and service. www.cutterauto.com Cutter Chrysler Dodge Jeep Ram of Pearl City Cutter Mazda of Honolulu Cutter Holdings LLC Cutter Chrysler Dodge Jeep Ram Fiat Cutter GMC of Waipahu Cutter Mazda of Waipahu

59 Humana 67 67

60 58

0.0% 5.0%

3 3

Lance Parker - President and CEO Clayton Chun - Exec. VP, CFO & Treasurer Meredith J. Ching - Exec. VP External Affairs

$208.9 $230.5 1 $254.0

-9.4% -9.3%

104 107

Hiroki Matsuda - Director

$175.7 $175.7 $104.5

0.0% 68.1%

852 891

Jeremiah "Jay" Ana - President Chris Martin - VP, Operations Christopher Edwards - VP and CFO Kris N. Nakagawa - VP, External & Legal Affairs

$173.7 $172.5 $153.5

0.7% 12.3%

405 383

Betsy Seaton - President, CEO, Saltchuk Aviation Kyle Nishitomi - VP & GM, Aloha Air Cargo

$171.8 $279.3 $207.0

-38.5% 34.9%

439 434

Allan Smith - Chair David J. Bissell - President & CEO Stacie Dellamano - Financial VP & CFO

$170.1 $174.8 $158.8

-2.7% 10.1%

143 143

Marc J. Cutter - Chairman Jarrett W. Cutter - President/CEO Clarence Ng - CFO/Treasurer

$167.5 $213.2 $262.0

-21.4% -18.6%

244 254

Justin Y. Puckett - Hawai’i Market Leader

$161.7 2 $136.7 2 $123.0 2

18.2% 11.1%

Paul Kosasa - Board Chair Gregg Oishi - President, CEO

$161.0 $156.1 $148.8

3.1% 4.9%

Health insurance. www.humana.com

60 Kuakini Health System Health care. www.kuakini.org Kuakini Support Services Inc. Kuakini Foundation Kuakini Medical Center Kuakini Geriatric Care Inc.

1 In 2022, the company entered negotiations to sell Grace Pacific LLC and its quarry land on Maui with the intent to complete a sale sometime in 2023.

Therefore, the revenue related to Grace Pacific and the quarry land for the years ended December 31, 2020, 2021, and 2022 has been removed to reflect the company’s transition to a pure commercial real estate company.

2

80

Direct premiums written in Hawai‘i per DCCA.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$211.0 $211.0 $201.0

Resort and golf course. www.poipubaygolf.com, www.grandhyattkauai.com Grand Hyatt Kauai Resort & Spa Poipu Bay Golf Course

55 Young Brothers LLC

SALES ($M) 2023 2022 2021

John H. Felix - Chairman William C. McCorriston - President, CEO

Health insurance. www.hmaa.com

53 Alexander & Baldwin, Inc. 48 27

EXECUTIVES

728 788

SPECIAL PROMOTIONAL SECTION

HAWAII STATE FEDERAL CREDIT UNION

ALWAYS R IG HT BY YOU

A

t Hawaii State Federal Credit Union (Hawaii State FCU), we believe that “always right by you” isn’t just a tagline – it’s our way of life. It’s also a promise, to treat our members fairly, like family, and to always consider what’s best for them in all we do.

Credit unions were originally established to provide financial services and support to communities that were unserved and underserved by traditional

banks. This idea of people helping people was the foundation on which Hawaii State FCU began. By maintaining our memberfocused, community-minded way of doing business, we have continued to grow from our humble beginnings serving Hawaii’s territorial government workers to becoming one of the largest credit unions in the state, with 14 branches on Oahu and Maui.

Over our 88-year history, our dedication to our members never wavered. We invest significant time and resources toward continually improving our member experience, offering value-added products,

2024

convenience, innovative technology, and educational tools and resources to set people on the path to financial wellness. Our members are an essential part of our financial cooperative, and our commitment to them ensures that we can continue to build relationships and provide vital financial services that support the well-being of our community for many years to come.

Hawaii State Federal Credit Union 333 Queen Street, Honolulu, HI 96813 (808) 587-2700 www.HawaiiStateFCU.com

250

List

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

EXECUTIVES

61

TD Food Group Inc.

Kevin Kurihara - President & CEO Brent Matsumoto - VP, CFO

$159.5 $156.4 $129.5

2.0% 20.7%

1,684 1,687

62 Pharmacare Hawaii Inc.

Byron N. Yoshino - President, CEO Richard H. Sakurada - Exec. VP

$157.4 $142.4 $124.7

10.5% 14.2%

160 168

Sharalyn Sowers - VP

$155.1 $154.1 $153.6

0.6% 0.3%

475 500

JD Watumull - President Jojo Watumull - VP Vik Watumull - VP Jared Watumull - Managing Dir.

$153.0 $148.0 $140.0

3.4% 5.7%

70 64

Tyler M. Tokioka - Chairman of the Board Scott A Kuioka - President

$150.4 $146.2 $134.7

2.9% 8.5%

143 137

Dave Gomes - President Jim Gomes - VP - Operations Sean Haggerty - VP - Support Services

$145.6 $128.3 $126.0

13.5% 1.8%

234 214

Peter E. Shaindlin - COO Shigeto Aoki - Senior VP Masahiro Yaguchi - Senior VP, Sec./Treas.

Patricia Tam - Chief Exec. Advisor

$145.1 $118.2 $20.3

22.8% 482.3%

664 646

Stephen T. Leis - President, CEO Michelle Sigmund - CFO Michael St. Clair - Executive VP David Parke - VP of Construction Operations Sachin Shah - VP of Engineering & Design-Build Nancy Leis Overton - VP Mackenzie Grove - Director of Preconstruction Mandy Moikeha - Operations Manager, Neighbor Island

$140.0 $130.0 $150.0

7.7% -13.3%

500 400

59 -

65 66

Restaurant. www.tdfoodgroup.com Taco Aloha Inc. Hawaii Pizza Hut Inc. TB Guam Inc. Pizza Hut of Guam Inc. Pizza Hut of Saipan Inc.

Local pharmacy specializing in specialty pharmacy, infusion therapies, long-term care pharmacy, DME and enteral nutrition, and vaccination services. www.pharmacarehawaii.com Pharmacy Partners LLC dba Pharmacare LTC Pharmacare International Inc. Value Drug Ltd. Synergy MedSolutions LLC

63 ODP Business Solutions/Hopaco/ 61 55

Premium Inc.

Retail and wholesale office supply, industrial paper and disposable food service products, cleaning chemicals and supplies, office furniture, logo products and services, restaurant and janitorial supply, computer technology products, managed print and document services. www.odpbusiness.com Office Depot Inc. ODP Business Solutions Office Depot/OfficeMax Hopaco Premium Inc.

64 Watumull Brothers Ltd. 62 59

Ready-to-wear apparel, gift shops, non-residential building investments, wholesale distribution of T-shirts and Hawaiian gift items.

Watumull Properties Corp.

Happy Shirts Inc. New American T-Shirt Co.

65 Island Insurance Company, Ltd. 63 61

Property and casualty insurance, surety bonds. www.islandinsurance.com Tradewind Group, Inc. NMF Insurance, Inc. dba IC International Island Premier Insurance Company, Ltd. Tradewind Insurance Company, Ltd.

66 Hawaiian Cement 71 64

Cement importing for resale, production and sales of ready-mix concrete and construction aggregates. www.hawaiiancement.com Knife River Corp.

67

Halekulani Corporation

74 177

Halekulani Corporation owns and operates the globally acclaimed luxury resort Halekulani and luxury boutique hotel Halepuna Waikiki by Halekulani in Hawaii. Halekulani represents a luxury hospitality legacy of unique and iconic proportions and has been globally recognized with more than 500 awards. www.halekulani.com, www.halepuna.com Mitsui Fudosan America Inc. Halepuna Waikiki Halekulani

68 Dorvin D. Leis Co. Inc. 69 -

82

Mechanical contractor. www.leisinc.com Aikane Pacific Corporation

AU G U S T 2 0 2 4

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

69 Gentry Homes Ltd. Real estate development. www.gentryhawaii.com Gentry Kalaeloa LLC Gentry Investment Properties Gentry Kapolei Development LLC Gentry Maui Development LLC Gentry KGC LLC Gentry Builders LLC

73 70

70 Allstate Insurance Co.

EXECUTIVES

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

Norman Gentry - Partner/Co-owner Quentin Machida - President/CEO

$138.3 $124.0 $117.5

11.5% 5.5%

Tom Wilson - CEO Mario Rizzo - CFO

$137.1 1 $125.6 1 $115.3 1

9.1% 9.0%

47 46

72 71

Insurance including property, casualty, life, commercial, group and individual, life and health products, retirement and investment products. www.allstate.com

71

David S. De Luz Sr. Enterprises Inc.

64 62

Automobile dealership, parts and service, vehicle sales. www.bigislandtoyota.com, www.deluz-chevrolet.com David S De Luz Sr IRR LT De Luz Chevrolet Big Island Toyota Inc.

Wayne K. De Luz - Director/Trustee David S. De Luz Jr. - Director/Trustee Jacqueline De Luz Meyer - President and Sec. Jan De Luz - Secretary and Treas.

Francis Tsunezumi - Controller and Treas.

$134.3 $142.6 $132.3

-5.8% 7.8%

145 140

72

Punahou School

Michael E. Latham - President Sunny Donenfeld - VP for Finance and Operations Noelehua Archambault - VP, Institutional Advancement Raquel "Kelly" Hicks - Chief HR Officer Gustavo Carrera - Academy Principal Todd Chow-Hoy - Junior School Principal

$133.9 $129.4 $109.8

3.5% 17.8%

725 723

73 Hawaiian Host Group

Ed Schultz - President & CEO Shannon Castellanos - Chief Financial Officer Amir Zahedi - Chief Sales Officer Michelle Leon-Guerrero - Chief Administrative Officer

$131.1 $115.3 $86.2

13.7% 33.8%

480 335

Wayne K. Kamitaki - CEO Paul K. Mizoguchi - VP, Sec. Guy Kamitaki - Treas.

Lynn Ushijima - Assistant Sec.

$125.2 $126.0 $125.3

-0.7% 0.6%

367 381

Leonard K.P. Leong - President

$121.2 $106.4 $136.3

13.8% -21.9%

170 180

Martin A. Nakasone - VP, Area Manager Leighton Wong - VP, Environment

$116.0 $109.0 $77.3

6.4% 41.1%

230 220

Edward Fagan - General Manager Hupp Kelley - Assistant General Manager Mario Martinovic - Chief Financial Management Officer

$112.5 $85.3 $54.3

31.8% 57.2%

401 386

70 42

Primary and secondary education. www.punahou.edu

76 -

Agriculture, manufacturing, consumer goods. www.hawaiianhostgroup.com Hawaiian Host Group Kapua Orchards MacFarms KOHO Mauna Loa Hawaiian Host

74

Maui Varieties Ltd. / HouseMart Stores

65

Retail hardware and crafts stores, imports, exports and real estate investments. www.hmstores.com Deans Inc. Seattle Ace LLC (5 stores) Las Vegas Ace LLC (2 stores) ACE Hardware Hawaii Inc. (16 stores) Maui Varieties Investments Inc. 3Katto LLC (4 Daiso Hawaii stores) BFS Inc. (6 Ben Franklin Crafts)

75 Royal Contracting Co. Ltd. General contractor. www.royalcontracting.com

81 60

76 AECOM 78 93

Architecture, engineering, design, project and program management, planning, and environmental services. aecom.com AECOM

77

Hale Koa Hotel

95 119

Armed forces recreation center-hotel dedicated to all U.S. active military, retired military, and Dept. of Defense personnel and their families. www.halekoa.com US Army Installation Management Command 2

1

Direct premiums written in Hawai‘i per DCCA.

2

Previous parent: U.S. Army Community & Family Support Center (VA).

H AWA I I B U S I N ES S

83

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

78 DB Insurance Co. Ltd.

79 HawaiiUSA Federal Credit Union

80 RAM Corporation 92 108

General contractor for commercial buildings and renovation projects. www.abshawaii.com Allied Builders System (dba)

81

Na Hoku, Hawaii's Finest Jewelers Since 1924

80 77

Fine jewelry designer, manufacturer and retailer. www.nahoku.com Pearl Factory - Hawaii's Original Pearl-in-the-Oyster

82 Hawaii Employers' Mutual Insurance

Co. (HEMIC)

86 94

HEMIC is Hawai‘i’s leading provider of workers’ compensation insurance, providing innovative risk management solutions. Our family of companies offers comprehensive products and services to protect Hawai‘i businesses and their workers, including commercial and temporary disability insurance and multiline TPA services. Our staff and operations are 100% local. We are rated A (excellent) by AM Best. www.HEMIC.com HEMIC Insurance Managers Inc. (HIMI) Employers' Protective Insurance Co. (EPIC)

83 VIP Foodservice

Wholesale meat, seafood, poultry, eggs, frozen foods, groceries, produce, paper products, cleaning supplies and retail grocery stores. www.vipfoodservice.com Valley Isle Produce, Inc. Island Grocery Depot

79 87

84 Hawaii State Federal Credit Union 110 95

Credit union. www.hawaiistatefcu.com

85 Coastal Construction Co. Inc. General building contractor. www.coasthi.com

86 Morgan Stanley Wealth Management 89 78

Investment services, comprehensive wealth planning and management. www.morganstanleybranch.com/honolulu.hi

87 Wasa Electrical Services Inc. 84 72 1

84

Electrical work. www.wasahawaii.com US Kinden Corp.

Direct premiums written in Hawai‘i per DCCA.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$109.0 1 $93.4 1 $83.7 1

16.7% 11.5%

Greg Young - President, CEO

$108.4 $88.3 $81.4

22.8% 8.4%

381 380

Gary E. Oda - President Justin K. Izumi - VP

$108.2 $87.2 $61.0

24.1% 43.0%

60 71

Edward D. Sultan - Chair, CEO Steven J. Bookatz - President, COO Linda L. Flanagan - VP, CFO

$105.0 $107.0 $93.0

-1.9% 15.1%

403 391

Martin J. Welch - CEO Jason T. Yoshimi - President, CFO Tammy Teixeira - SVP, Business Development & Customer Experience; President, Subsidiaries Regina Harris - SVP, Business Operations Faye Bueno - SVP, Human Capital Administration Paul Naso - Chief Legal Officer

$104.8 $93.3 $77.1

12.3% 21.0%

120 108

Nelson Okumura - President Alton A. Nakagawa - VP Finance, Secretary Roger Tacdol - Treas., Controller

$104.0 $107.6 $81.8

-3.3% 31.5%

164 154

Andrew S. Rosen - President & CEO Craig Warren - EVP & COO Carol Higa - EVP of Member Experience Group Aaron Vallely - EVP of Retail Experience & Operations Warren Altona - EVP of Commercial and Retail Banking Strategy

$100.1 $71.0 $76.9

41.0% -7.7%

369 385

Kenneth M. Sakurai - President, Sec. Les Masutani - VP

$98.6 $103.2 $101.2

-4.5% 2.0%

300 300

Clyde Matsusaka - Exec. Director/Hawaii Market Manager

$97.7 $91.1 $92.3

7.2% -1.2%

140 133

Ronald K.B. Yee - President and CEO Bruce Kugiya - Exec. VP Cy Masatsugu - Exec. VP Erwin Viloria Mateo - Exec. VP

$97.0 $95.0 $111.0

2.1% -14.4%

320 300

As a nationally and locally acclaimed, award-winning credit union, HawaiiUSA Federal Credit Union serves individuals and businesses through 14 branch locations statewide and convenient online services, and is dedicated to the financial wellness of more than 135,000 members. www.hawaiiusafcu.com

90 88

SALES ($M) 2023 2022 2021

Jeong-Nam Kim - President, CEO

Insurance company. www.dbinsus.com

85 84

83 75

EXECUTIVES

SPECIAL PROMOTIONAL SECTION

ISLAND INSURANCE

I

sland Insurance provides insurance solutions for Hawai‘i’s businesses and families. Founded in 1939, Island remains the only locally-owned property and casualty (P&C) insurance company in the state. President Scott Kuioka says, “As a locally-owned and operated company, we understand the unique challenges Hawai‘i businesses and families face. Our experienced team and disciplined underwriting standards help us to uphold our mission and deliver exceptional service, from policy quoting through claims handling.”

Island Insurance has consistently been recognized as a Top 50 P&C insurer in the U.S. by the Ward Group for 17 consecutive years and honored

2024

as one of the Best Places to Work by Hawaii Business for the past 18 years.

We offer a full range of property and casualty insurance products. Our Commercial Lines division provides insurance solutions for businesses of all sizes and offers a comprehensive range of commercial insurance products, including specialty services like Risk Control and Premium Audit. A recent investment in our information technology system will enable Island to further innovate and continue to enhance our customer service.

Giving back to the community is ingrained as part of Island’s DNA. Island Insurance employees actively support numerous Hawai‘i non-profit organizations year-round through leadership, fundraising and other events.

The Island Insurance Foundation

donated over $1.3 million to local non-profits last year and matches employee donations to non-profits up to $500.

“We’re proud to be recognized as a locally owned business in the Top 250,” says Kuioka, “and we remain dedicated to delivering insurance solutions and exceptional service to Hawai‘i and helping our community.”

Island Insurance P.O. Box 1520, Honolulu, HI 96806 (808) 643-4000 www.islandinsurance.com

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

88 JBG Corporation

Marine cargo handling. www.mhrhawaii.com Shoreside Maritime Services LLC McCabe, Hamilton & Renny Co. Ltd.

93 91

89 Waianae Coast Comprehensive

94 80

Independent, not-for-profit post-secondary institution. www.hpu.edu Oceanic Institute (research affiliate)

91

Windward Auto Group LLC

92 Alaka‘i Mechanical Corp.

Specialty contractor. www.alakaimechanical.com Taisei Oncho Co. Ltd.

99 117

93 MC&A, Inc.

Destination management company. www.mcadmc.com JTB AMERICAS Island Partners Hawaii HawaiianIslesConcierge Diamond Head Vacations

77 -

94 Kualoa Ranch Hawaii Inc. 100 123

Rich Bettini - President & CEO

$94.4 1 $91.8 2 $82.2 2

2.8% 11.7%

John Y. Gotanda - President Jan Boivin - Sr. VP, General Counsel, Board Sec. David M. Kostecki - Sr. VP, CFO

$93.9 $85.8 $90.3

9.5% -5.0%

682 461

Jerry V. Romano - President, CEO

$92.2 $92.3 $72.8

-0.1% 26.9%

120 130

Kanemitsu Mori - Chairman Ralph T. Inouye - CEO Ryan Ando - President Dayne Matsumoto - VP Joe Barrios - Exec. VP Hideo Mizutani - Sec./Treas.

$91.2 $78.9 $57.0

15.6% 38.5%

260 255

Eduardo Kina - President & CEO Johan Marzuki - Executive VP and General Manager Michelle Ramos - CFO Heather Bailey - VP of Operations Jamie Gold - VP of Sales and Industry Relations

$91.0 $110.0 $40.0

-17.3% 175.0%

206 187

John Morgan - President, CEO

$89.3 $77.8 $50.5

14.8% 54.0%

411 349

Nan I. Kitagawa - President

$88.3 $87.5 $110.1

0.9% -20.5%

185 179

James R. Keller - President

$88.2 $55.8 $54.7

58.1% 2.0%

119 59

Matthew Elvin - CEO/President Michael Souza - Equipment Mgr. Veronica Leong - Accounting Mgr. Jeorge Vila - Island Wide Sales Mgr.

$88.0 $83.4 $85.6

5.5% -2.6%

114 103

Visitor attraction and recreational activities, cattle ranching, diversified agriculture and real estate. www.kualoa.com

95 I. Kitagawa and Co. Ltd.

Retail automotive dealerships, auto parts stores. ikandco.com Kama‘aina Nissan Inc. Kama‘aina Motors Kona Auto Center Inc. Parts Center Hawaii Inc.

73

96 Armstrong Builders LLC 119 -

Established in 1976, Armstrong Builders LLC is an award-winning, integrated, multi-disciplinary construction company dedicated to outstanding service and craftsmanship. The company's work spans various markets specializing in custom and luxury home building, workforce housing, design-build/design-assist, resort communities, and commercial construction. It operates solely in Hawaii. www.armstrongbuilders.com Armstrong Pacific Armstrong Design Group

97 Bacon-Universal Co. Inc.

86

9.9% 8.5%

New & used car and truck sales. Parts and service. www.jerryforthepeople.com Honolulu Imports LLC (Jerry V's Honolulu Hyundai dba) Windward Hyundai (dba) Windward Dodge Chrysler Jeep Ram (dba)

88 97

Construction, agriculture & industrial equipment sales and rentals distributor, related repairs, parts and services. www.baconuniversal.com Invision Capital Vertical Technologies LBR Solar LLC

1

Data from Form 990 tax filing; filed under name Waianae District Comprehensive Health and Hospital Board.

2

Data from Form 990 tax filing.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$94.4 $86.0 $79.2

A nonprofit organization that addresses health disparities, improves population health, and reduces health inequalities despite financial and cultural barriers. In addition to the main clinic, WCCHC operates six satellite clinics and three school-based health clinics. www.wcchc.com

90 Hawai‘i Pacific University

SALES ($M) 2023 2022 2021

Matt Guard - President, McCabe, Hamilton & Renny Co. Ltd. Camy Chin-Meun - VP Kevin Cutter - VP Operations Kim Hudson Chock - CFO

Health Center

87 -

97 83

EXECUTIVES

309 314

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

98 Stoebner Holdings Inc.

EXECUTIVES

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

Morris Stoebner - CEO, Dir. Michael Stoebner - General Mgr. and Pres.

Sandra D. Kalahiki - VP, Controller

$87.8 $71.6 $86.2

22.7% -16.9%

110 104

Stephen N. Ueda - Chair, Pres., CEO

$84.3 $81.7 $63.5

3.2% 28.7%

135 129

Robert B Van Tassell - President, CEO Tina L. N. Andrade - COO Stella M.Q Wong - VP - Programs Paul Y. Kobayashi - VP - Finance Be-Jay Kodama - VP - Philanthropy

$84.2 $103.8 $118.6

-18.8% -12.5%

268 255

Leslie K. Isemoto - President Larry S. Isemoto - Chair

$81.4 $73.2 $60.3

11.2% 21.4%

163 166

P. Alfred Grace - President, CEO Jarod Hester - CFO, COO, Exec. VP Eric E. Workman - CMO, Exec. VP Delsa Moe - VP Cultural Presentations Greg Maples - VP Culinary Services Kealii Haverly - VP Facilities

$77.5 $71.9 $39.0

7.8% 84.4%

711 716

Michael Wo - President Kristen Wo - VP Damian Pherigo - VP

$76.0 $88.0 $90.0

-13.6% -2.2%

210 210

104 Honolulu Ford 1

Angela Wong - General Manager

$75.9 $82.7 $77.6

-8.2% 6.6%

63

105 ‘Iolani School

Timothy R. Cottrell - Head of School Reid A. Gushiken - CFO

$75.4 $70.9 $64.2

6.3% 10.5%

455 425

Anacleto R. Alcantra - President Amado Sanchez - CEO, Exec. VP, RME

$75.0 $40.7 $67.3

84.3% -39.5%

289 221

107 82

Retail and wholesale automobile sales, parts and service, body shop and car wash. www.hondawindward.com Honda Windward (dba) Honda Windward Auto Body Windward Auto Spa

99 Suisan Group Inc. 98 110

Wholesale frozen foods, dry groceries, non-food disposables, wholesale and retail fresh fish. www.suisan.com Suisan Properties Limited Suisan Company Limited

100 Catholic Charities Hawai‘i

Nonprofit - social services. www.catholiccharitieshawaii.org Catholic Charities Housing Development Corp.

82 69

101 Isemoto Contracting Co. Ltd. 105 109

General contractor: woodframe, concrete, masonry structures, heavy site excavation, road and highway construction, water, sewer and drainage construction, golf courses. Government and commercial buildings.

102 The Polynesian Cultural Center 106 134

The Polynesian Cultural Center is a 501(c)(3) institution formed in 1963 for the purpose of supporting the continued education of students from throughout the Pacific, and to preserve and perpetuate the cultures of Polynesia. www.polynesia.com The Church of Jesus Christ of Latter-Day Saints

103 C. S. Wo & Sons, LLC Retailer of home furnishings. www.cswo.com R.C. Wo & Sons, LLC apt. by homeworld (dba) HomeWorld (dba) Red Knot (dba) C. S. Wo (dba) Ashley Homestores (dba) SlumberWorld (dba)

91 81

New and used autos, parts and service, auto rental and leasing, fleet sales. www.honoluluford.com

-

111 104

'Iolani School is a coeducational, college-preparatory school for students in grades K-12. Its mission is to develop liberally educated, well-rounded individuals who are well prepared for higher education and for responsible, moral citizenship. 'Iolani School fosters academic excellence and personal growth in an environment that is challenging and competitive, yet compassionate and nurturing. www.iolani.org

106 Group Builders Inc. 135 102 1

Specialty contractor for drywall, carpentry/millwork, cabinetry, plastering, acoustical and insulation, fireproofing, exterior insulation finish system. www.groupbuilders.net

Previously ranked as Honolulu Ford, Lincoln, Mercury

H AWA I I B U S I N ES S

87

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

107 University of Hawai‘i Foundation

The nonprofit UH Foundation is contracted by the University of Hawai‘i to be the sole provider of alumni services and fundraising for UH. Funds raised are critical for supporting the educational mission of UH, one of the largest drivers of Hawai‘i’s economy. This private support funds scholarships to build Hawai‘i’s future workforce, attracts top faculty talent and fuels world-class research. www.uhfoundation.org

66 99

108 Bowers + Kubota Consulting Inc. 113 96

Engineering and architecture. www.bowersandkubota.com

109 HawkTree International Inc. 114 107

Logistical services: moving, storage, trucking, courier and conventions. www.hawktree.net Kona Transportation (dba) International Convention Services Island Movers (dba) Pacific Courier Aloha Int'l Moving Services Pro-File Record Systems HawkTree Land Aloha Isle Moving Inc.

110 Zephyr Insurance Co. Inc. 115 112

112 Territorial Savings Bank 112 103

Banking. www.territorialsavings.net Territorial Bancorp Inc. Territorial Financial Services Inc.

113 City Mill Company Ltd. 101 85

Retail home-improvement center, storage, organization stores and real estate. www.citymill.com Simply Home Rainbow State Paint Simply Organized LLC

114 Kuhio Auto Group 103 -

New and used car dealers, auto parts and services. www.kuhioautogroup.com Kuhio Nissan Kuhio Ford Kuhio Mazda Kuhio Hyundai Kuhio Kustoms Kuhio Chevrolet

115 Layton Construction

1

88

Layton Construction is a nationally ranked commercial construction company specializing in construction management, design-build construction and general contracting. Layton has been building in Hawai‘i for 17 years, with offices on O‘ahu and Kaua‘i. As part of the STO Building Group, we bring project experience throughout the United States, Canada and Europe. www.laytonconstruction.com STO Building Group

Direct premiums written in Hawai‘i per DCCA.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$74.2 $139.7 $70.8

-46.9% 97.3%

97 91

Brian Bowers - President/CEO Kathleen Chu - VP Mike Kamaka - VP Myong Choi - Principal Eric Iwamoto - Principal HD Lee - Principal Amy Matsushima - Principal Todd Niemann - Principal Jay Stone - Principal

$73.5 $66.4 $73.8

10.7% -10.0%

286 277

Donald M. Takaki - Chair Ryan Z. Takaki - Vice Chair Donn M. Takaki - President, CEO

$73.0 $66.0 $61.0

10.6% 8.2%

453 375

Timothy E. Johns - President, CEO

$72.5 $64.3 1 $59.6

12.7% 8.0%

21 19

Alan Pflueger - President

$72.1 $60.6 $79.7

18.9% -23.9%

107 87

Allan S. Kitagawa - Chair, Pres., CEO Vernon H. Hirata - Vice Chair, Co-COO Ralph Y. Nakatsuka - Vice Chair, Co-COO

$71.6 $66.9 $65.0

6.9% 3.0%

232 253

Steven C. Ai - Chairman Kevin Nishida - CFO Shari Komo-Matsueda - President Carol Ai May - VP, Secretary

$71.2 $77.6 $82.4

-8.2% -5.8%

203 210

Ryan Mackey - President Cindy Lund - CFO Aaris Berry - GM

$66.4 $73.7 $67.9

-9.9% 8.6%

93 91

Eric Nay - Executive VP Will Summerhays - Executive VP

$64.3 $117.5 $191.3

-45.3% -38.6%

50 62

New and used Honda automobile sales, leasing, parts and service. www.PacHonda.com Pacific Honda (dba)

117 90

SALES ($M) 2023 2022 2021

Tim Dolan - University of Hawai‘i VP of Advancement and UH Foundation CEO Karla Zarate-Ramirez, CFRE - VP for Development Christine Koo - VP for Advancement Services and Administration John Han - COO & CFO

Residential hurricane and homeowners insurance. www.zephyrinsurance.com HI Holdings Inc.

111 Pflueger Inc.

75 51

EXECUTIVES

SPECIAL PROMOTIONAL SECTION

PROSERVICE HAWAII

CE LE B R ATI N G 30 YEARS OF E M POWE R I N G E M PLOYE RS TO SUCCE E D I N HAWAI I

and managing day-to-day employee-related matters spanning payroll, employee benefits, and claims.

P

In a nutshell, ProService helps business owners:

roService has grown from a small office in Kailua-Kona in 1994 to multiple offices across the islands, ready to serve Hawaii employers today.

While their team has grown, their purpose remains the same: Empower employers to succeed in Hawaii.

Their recent partnership with Silver Lake, a global technology investment company, has further accelerated innovation and improvement for ProService.

“We are proud to work side-byside with business owners in Hawaii, saving them time and money so they can focus on growing and operating the business they love,” says Ben Godsey, CEO of ProService.

The ProService team prides itself on helping more people live, work, and thrive in Hawaii. The team expertly guides employers in facing their HR challenges, such as navigating complex employment law changes, finding strategies to hire and retain employees,

• Save on labor costs today and over time • Attract, engage, and retain their employees

2024

enhance their local service and expertise with more advanced technology solutions to empower their employees and clients to do their best work.

As the company accelerates progress across the organization, they will continue to invest in their high-performing employees and service culture, which are paramount to their future success.

The company’s mindset of continuous improvement is one of the reasons why local employers enjoy partnering with ProService, and why the company has been recognized as one of Hawaii’s Best Places to Work for the last 18 years.

• Get valuable time back to spend on what matters most • Get local HR expertise across payroll, benefits, compliance, and more • Navigate sensitive HR matters, stay compliant with state and federal rules, and avoid costly mistakes LOCAL S E RVICE EXCE LLE N CE AN D A M I N DS ET OF CONTI N UOUS I M PROVE M E NT

ProService partners with 3,000 businesses, representing 50,000 employees across the state. They’ve embarked on a multi-year journey to

ProService Hawaii 6600 Kalaniana‘ole Hwy #200 Honolulu, HI 96825 808-427-4988 proservice.com/top250

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

116 Bristol Hospice–Hawaii, LLC

Bristol Hospice promotes quality and comprehensive hospice care, palliative care, and supportive care services for our patients, families, and communities on Oahu. bristolhospice.com/hawaii/ Bristol Hospice, LLC

123 -

117 New City Nissan - Rosebridge LLC 109 100

Physical security services, technology integration, mobile patrols, alarm response and remote video monitoring. www.securitasinc.com Securitas AB

119 CBIP Inc. dba Coldwell Banker Island

27.3% 16.1%

221 215

Wesley Fujimoto - Secretary

$62.6 $71.5 $68.9

-12.4% 3.7%

95 98

Michael Gaul - VP - Hawaii Area Albert 'Spike' Denis - Principal Licensee and Consultant

$60.0 $52.0 $72.5

15.4% -28.2%

1,000 850

Steve Houle - CEO

$59.6 -

Blake T. Inouye - President & CEO Wes Mikuni - VP & CFO Mark Tagami - VP & COO Michael Inouye - VP Business Development

$59.5 $49.1 $68.1

21.3% -28.0%

72 62

Roy Y. Shioi - President Preston Lingaton - VP Conrad H. Murashige - Chair Diana Jenkins - Treas.

$59.3 $47.8 $57.6

24.0% -16.9%

205 208

Lynn Babington - President Lance Askildson - Provost and Sr. VP of Academic Affairs Aulani Kaanoi - VP, Finance and Facilities

$57.1 $62.5 $56.4

-8.6% 10.8%

276 272

Kūhiō Lewis - CEO Tyler Iokepa Gomes - Kilohana Chief Administrator Jade Carrel - CFO

$57.0 $85.0 1 $73.1 2

-32.9% 16.2%

Takuya K. Mitsueda - President, CEO Ann Nakagawa - EVP & Chief Administrative and Financial Officer Dennis Rae - EVP & Chief Underwriting Officer

$55.8 $53.4 $51.4

4.5% 3.9%

82 91

Stephanie Nadolny - President, CEO Wendy Manuel - VP, COO, CFO Shari Ann Oshiro - VP, Chief Medical Officer Glenn Requierme - CIO

$52.8 $40.1 $57.8

31.7% -30.6%

275 262

178 110

Residential real estate, property management, vacation rental management, mortgage title and escrow. www.islandproperties.com Coldwell Banker Island Vacation

120 Ralph S. Inouye Co. Ltd.

General contracting, building and engineering. www.rsinouye.com

124 101

121 Shioi Construction Inc. dba Creative 126 116

Partition Systems General contractor. www.shioihawaii.com Creative Partition Systems

122 Chaminade University of Honolulu

Nonprofit post-secondary education, undergraduate and graduate degree programs. chaminade.edu

116 118

123 Council for Native Hawaiian

Advancement

96 -

CNHA is a member-based 501(c)(3) nonprofit organization with a mission to enhance the cultural, economic, political, and community development of Native Hawaiians. hawaiiancouncil.org

124 DTRIC Insurance Company, Ltd. 120 122

DTRIC Insurance Company, Ltd. offers personal lines of insurance, including auto, homeowners, renters, and umbrella. It also provides a wide range of commercial lines of insurance products, including general liability, property, and workers’ compensation. www.dtric.com Aioi Nissay Dowa Insurance Co. Ltd., a member of MS & AD Insurance Holdings, Inc. DTRIC Insurance Underwriters, Ltd.

125 REHAB Hospital of the Pacific 137 115

90

% CHANGE EMPLOYEES 2023 2023 2022 2022

$63.1 $49.6 $42.7

Properties

-

SALES ($M) 2023 2022 2021

Tricia Pancner - Regional VP of Operations and Sr. Executive Dir. Erin Hamilton - Regional VP of Community Development

Retail new and used automobiles, sales and service. www.newcitynissan.com

118 Securitas Security Services USA, Inc. 98

EXECUTIVES

Comprehensive inpatient and outpatient physical and medical rehabilitation services. www.rehabhospital.org REHAB at Nuuanu REHAB at Aiea REHAB at Hilo Rehabilitation Hospital of the Pacific Rehabilitation Hospital of the Pacific Foundation REHAB's Physicians Clinic

1

Estimate from annual report 2022.

2

Data from annual report 2022.

AU G U S T 2 0 2 4

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

126 Hardware Hawaii 118 111

Retail & wholesale hardware stores, home centers and lumber yards. www.hardwarehawaii.com HH Holdings Inc. Hardware Hawaii Kailua, Kaneohe, Kapolei, Kauai and Mapunpuna are each an LLC

127 Aloha Pacific Federal Credit Union 130 132

Credit union. www.alohapacific.com CUSO of Hawaii Properties LLC dba Aloha Pacific Premier Realty CUSO of Aloha Pacific Financial Group CUSO of Hawaii Services LLC

128 AES Hawai‘i -

AES Hawai‘i is a renewable energy developer committed to supporting Hawai‘i's renewable energy transition. With 12 renewable energy projects currently in operation or in progress, AES Hawai‘i is making a greener, smarter future a reality for our island communities. www.aes-hawaii.com The AES Corp.

129 Coldwell Banker Realty 104 89

HVAC, elevators, plumbing, refrigeration, sheet metal fabrication and installation, construction, portable AC rentals, clean air technologies. www.heidecook.com Chugach Commercial Holdings Heide & Cook Real Estate, LLC

131 Maui Medical Group Inc. 127 125

Health care service. www.mauimedical.com

132 Pleasant Holidays LLC 125 144

Tour operator, travel services and Hawai‘i destination activities. www.pleasantholidays.com

133 Merrill Lynch 128 127

133 137

WestPac Wealth Partners is a privately-held wealth management firm, founded with the intent to assist our clients in every aspect of their financial lives. Our focus centers on our clients' vision for their future to create a lasting impact on their wealth potential. We are uniquely positioned to offer our clients access to one of the most comprehensive financial product platforms available today. www.westpacwealth.com WestPac Wealth Partners

% CHANGE EMPLOYEES 2023 2023 2022 2022

$52.3 $58.2 $59.7

-10.1% -2.5%

160 175

Vince J. Otsuka - President, CEO Gary Iwai - Board Chair

$51.7 $44.7 $39.9

15.8% 12.0%

167 177

Sandra Larsen - President & Market Business Leader, AES Hawai‘i

$51.4 $41.3 $23.4

24.5% 76.2%

56

Mike James - President | Hawai‘i

$49.2 $73.4 $80.9

-32.9% -9.3%

Todd Y. Williams - President Ann Takamori - VP, Admin., Controller Pono Paahao - VP, Service Kerry Borthwick - General Manager, Elevator Jonanthan Muratuska - Manager, Construction Estimating

$49.1 $43.0 $43.5

14.2% -1.1%

146 138

George E. Powell, M.D. - President Clifford Alakai - Administrator Sarah Ford - Controller

$49.1 $46.6 $47.9

5.3% -2.8%

308 330

Jack E. Richards - President & CEO Dal D. DeWolf - SVP & Chief Financial Officer Beth Nickerson - VP Product & Partner Relations Amy Terada - VP Marketing Mark A. Klaschka - VP, Managing Director Hawaii

$48.0 $48.4 $32.9

-0.8% 47.1%

64 81

Jesse Sheley - Mng. Dir., Market Exec.

$47.0 $46.5 $45.0

1.1% 3.3%

115 115

Nash Subotic - CEO Spencer Dung - Managing Director

$44.8 $41.1 $37.8

9.1% 8.6%

295 270

Wealth management for individuals, businesses, foundations and endowments. Retirement plans and institutional consulting.

Banking. local.ml.com/honolulu Bank of America

134 WestPac Wealth Partners Hawaii

SALES ($M) 2023 2022 2021

Byron L. Ige - President Dora Myhre - Dir. of Retail Operations Gerardo "Geri" Molina - Dir. of Sales Harold S. Levy - Dir. of Lumber Operations

Real estate. www.coldwellbankerhomes.com Anywhere Advisors LLC Coldwell Banker Realty

130 Heide & Cook, LLC 131 130

EXECUTIVES

H AWA I I B U S I N ES S

91

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

135 Sheraton Kauai Resort -

Hotel.

Marriott.com/LIHSI

136 Star of Honolulu Cruises & Events 145 198

Excursion boat operators, bus tour, show and transportation. www.starofhonolulu.com Ronald D. Howard Inc. dba Stars of Paradise, Tours & Attractions Paradise Imaging Inc. Aqua Marine Waikiki LLC Paradise Cruise Ltd. dba Star of Honolulu Cruises & Events RDH Transportation Services Inc. dba Royal Star Hawaii Motorcoach Tours & Destination Services Stars in Waikiki LLC dba Rock A Hula Hawaii

137 Hawaii Foodbank Inc. 136 113

Nonprofit organization providing food to 1 in 6 residents, including more than 81,000 of Hawai‘i's keiki, who are now among the hardest hit population in the entire country. www.hawaiifoodbank.org

138 American Electric Co. LLC 169 165

Electrical contracting and services. www.americanelectric.com Olgoonik Development LLC

139 Hilo-Kona Subaru Hyundai 135

Water and wastewater utility. www.hawaiiwaterservice.com California Water Service Company Kalaeloa Water Company Kona Water Service Company West Hawaii Utility Company West Hawaii Sewer Company West Hawaii Water Company

141 Kāhala Senior Living Community, Inc. 141 120

dba Kāhala Nui

Life plan community. kahalanui.com Kāhala Nui Senior Living, Inc. Hiolani Care Center Live Well At Iwilei by Kāhala Nui

142 Maui Divers of Hawaii, Ltd. 140 163

Fine jewelry manufacturer, wholesaler and retailer. www.mauidivers.com Pick A Pearl

143 Kapili Construction, LLC. dba Kapili 166 179

153 166

92

29.4% 61.9%

272 224

Ronald D. Howard - President Layne H. Wada - Mng. Dir., VP Finance Richard A. Davison - VP Operations Mitzi Hirasawa - VP Sales & Marketing Donna M. Nakamura - Treas.

$43.8 $34.9 $12.9

25.5% 170.0%

115 175

Amy Miller Marvin - President and CEO John Klosterman - VP and COO Curtis S Leong - VP and CFO Laura Kay Rand - VP and Chief Impact Officer Marielle Terbio - VP Programs

$43.1 $40.4 $58.1

6.5% -30.5%

69 66

Ray Hose' - President Roland Calimlim - VP Operations

$43.0 $25.0 $25.2

72.0% -0.7%

150 120

Wayne K. De Luz - President

$42.0 $39.8 $38.8

5.5% 2.7%

56 53

John Kaniala Kadowaki - Operations Mgr. Henry Giltner - Operations Mgr. Geoffrey Fulks - GM

$41.0 $41.0 $35.2

0.0% 16.4%

54

Craig R. Courts - President & CEO Audrey Morabito - VP & CFO Maria Kinsler - VP & COO

$40.6 $37.7 $40.5

7.9% -7.1%

207 201

Cole Slater - CEO Todd Taniguchi - CFO

$39.0 $36.0 $26.0

8.3% 38.5%

161 160

Brennan M.K. Leong - President

$38.7 $26.0 $19.3

48.8% 34.7%

151 120

Gerald Takase - Board Chair Nathan N. Abe - President, CEO

$38.4 $29.5 $25.0

30.0% 18.2%

120 117

Roofing, solar and painting contractor. www.kapiliroof.com

Federal credit union. www.hfsfcu.org

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$44.0 $34.0 $21.0

Roofing & Painting

144 HFS Federal Credit Union

SALES ($M) 2023 2022 2021

Yonhui Burgett - Director of Finance Katie Brenner-Tataipu - Hotel Manager Chip Bahouth - General Manager

New and used car dealership. www.bigislandmotors.com Big Island Motors

140 Hawaii Water Service Company 134 -

EXECUTIVES

SPECIAL PROMOTIONAL SECTION

CHAMINADE UNIVERSITY OF HONOLULU

CHAMINADE UNIVERSITY OF HONOLULU HAS BUILT A COMMUNITY TO SERVE THE COMMUNITY.

P

resident Dr. Lynn Babington says Chaminade students thrive in an inclusive and supportive academic environment meant to not only inspire but challenge. “Our students are pursuing ambitious goals and then applying what they learn by serving those around them,” she said. “In every student, we see a leader ready to drive positive change.”

To amplify its strong service-focused mission, Chaminade is continuously expanding its programming, working with stakeholders to understand the highest priority demands facing Hawaii communities and dovetailing academic offerings to meet fast-evolving workforce needs. Undergraduate and graduate students alike take advantage of innovative partnerships with businesses, nonprofits, the United Nations and more.

These opportunities are in addition to Chaminade’s dedicated educators, cuttingedge programs and wraparound academic advising and career development services designed to ensure every student gets the individualized support they need.

All are powerful ingredients—which have proven to be a recipe for success.

As Babington points out, Chaminade is home to Hawaii’s largest undergraduate nursing program and offers the state’s only APA-accredited doctoral program in clinical psychology—one of five doctoral programs offered at the university.

Chaminade also prepares working professionals for a rapidly changing world, helping them to advance their careers with an MBA or advanced degrees in counseling, marriage and family therapy, education, criminal justice, nursing and more. Together, the programs deliver on the university’s promise to put the community first.

“Pursuing a mission of social justice is at the heart of everything we do,” Babington said. “We see educational opportunity as

2024

a transformational force for good in people’s lives and Hawaii’s future.”

That mission is evident in Chaminade’s “Hawaii Guarantee,” a pledge that incoming Hawaii high school seniors will pay the same tuition rate as they would at the University of Hawaii at Manoa and be provided with an achievable path to graduate in four years.

Babington says the Hawaii Guarantee is about making the dreams of a college education accessible to all Hawaii students. “At Chaminade University, we’re proud to be developing the next generation of leaders,” Babington said, “in Hawaii and for Hawaii.”

Chaminade University of Honolulu 3140 Waialae Ave, Honolulu, HI 96816 (808) 735-4711 www.chaminade.edu

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

145 Crum & Forster 146 141

Financial institution. hawaiinational.bank Hawaii National Bancshares Inc.

147 Farmers Group, Inc. 139 136

149 142

Mechanical contracting, air-conditioning maintenance and plumbing service. www.senplex.com Oahu Plumbing & Sheet Metal Ltd. Oahu Air Conditioning Service Inc.

149 East-West Center 159 -

186

Elemental Excelerator is on a mission to redesign the systems at the root of climate change. Since launching in 2009, Elemental has invested in over 130 growth-stage companies and celebrated more than 20 exits, funded more than 100 technology projects, and built a platform for scaling equitable, market-driven solutions to climate change. elementalexcelerator.com

151 Paradigm Construction LLC 150 143

Amusement and entertainment, restaurants, toys and merchandise wholesaling, video and amusement equipment distribution and servicing, food and beverage concessions. www.ekfernandez.com Carnival Concessions LLC Carnival Events LLC Rock N Fun LLC Fernandez Investments LLC. Fun Foods LLC Retail Entertainment Concepts Inc. Fun Factory Inc. Merchandise International Inc. Fernandez Properties

153 Hawaiian Financial Federal Credit 163 158

94

47 51

Bryan K. Luke - President, CEO Ricky R.K. Ching - Exec. VP, CFO Warren K.K. Luke - Chairman

$37.5 $28.7 $26.9

31.0% 6.6%

143 140

Kim Sato - Hawaii Operations Manager

$37.4 1 $36.3 $38.6

3.1% -5.8%

54

Brian Sen - President Jack Cai - VP Ramon Bonoan - VP

$37.0 $31.1 $33.8

19.2% -8.0%

130 132

Suzanne Vares-Lum - President

$36.3 2 $28.1 2 -

29.3%

Dawn Lippert - CEO Avra Van der Zee - COO Melissa Uhl - Chief Growth Officer Tiffany Huynh - Director of External Affairs Mike Curtis - Chief Financial Officer

$36.2 $21.5 $17.2

68.6% 25.1%

49 49

Alex M. Kwon - President

$36.1 $31.0 $33.0

16.4% -6.1%

50 55

Linda M. Fernandez - CEO Scott Fernandez - President Steven Y.H. Lau - Exec. VP, CFO Warren Asing - Exec. VP, COO Fun Factory Inc. Sydney Fernandez - VP

$35.9 $35.1 $26.4

2.1% 32.9%

175 175

Norman Okimoto - President Wendy Cheung - Sr. VP - CFO Anna Arii - Sr. VP - Administration Paulette Ito - Sr. VP - Marketing

$35.0 $27.4 $26.7

27.6% 2.9%

93 97

Paradigm Construction LLC specializes in heavy civil construction such as subdivisions and roadways, which include grading work, structural walls, and major utility lines. www.paradigmhi.com

152 Fernandez Entertainment Inc. 143 -

9.4% 1.5%

Nonprofit educational center. www.eastwestcenter.org

150 Elemental Excelerator Inc.

Union

Credit union. www.hificu.com

1

Direct premiums written in Hawai‘i per DCCA.

2

Per annual report.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$37.7 $34.5 $34.0

Property and casualty-insurance products. www.farmershawaii.com 21st Century Centennial Insurance Hawaii Insurance Consultants, Ltd.

148 Sen Plex Corp.

SALES ($M) 2023 2022 2021

Shannyn Kott - VP

Property and casualty insurance. www.cfins.com The North River Insurance Company United States Fire Insurance Company

146 Hawaii National Bank 156 157

EXECUTIVES

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

154 Gather Federal Credit Union 164 167

Federal Credit union. www.gatherfcu.org

155 Goodwill Hawaii 151 139

Nonprofit human service agency. www.higoodwill.org

156 Child & Family Service 162 140

Human services. www.childandfamilyservice.org CFS Real Property Inc.

157 AHL 171 160

Architecture, planning, interior design, experiential graphic design, historic architecture, existing building services, and sustainability. www.ahl.design

158 G70 147 145

Architecture, planning and environmental services, interior design, civil engineering, sustainable development and technology services. www.g70.design

159 Fujikawa Associates Inc. 144 169

Mechanical contractor. www.contmech.com Continental Mechanical of the Pacific

160 Waikiki Health 158 154

Educational community & environment multi-service organization. www.kamaainakids.com

162 Alan Shintani, Inc. 138 148

General contracting. Historical renovations, federal, residential, commercial. www.alan-shintani.com

163 Parents And Children Together 154 155

Nonprofit - social and educational services. www.pacthawaii.org

164 Commercial Roofing & Waterproofing 161 168

Hawaii Inc.

Re-roofing, roof renewal, roof recovery, repair and maintenance solutions, leak sourcing, solar PV installations, raingutters and downspouts, long-term roof management programs. www.commercialroofinginc.com

SALES ($M) 2023 2022 2021

% CHANGE EMPLOYEES 2023 2023 2022 2022

Tess K. Shimabukuro - President, CEO Walton D.Y. Hong - Board Chair

$34.8 $27.1 $24.8

28.4% 9.2%

82 82

Katy Y. Chen - President, CEO Brent H. Arakaki - CFO

$34.1 $30.7 $35.1

11.2% -12.5%

455 441

Amanda Pump - President and CEO Linda Fox - Interim Chief Program Officer Anne Marie Rizzo - Chief Advancement Officer Heather Schwarm - Chief Strategy Officer

$33.6 $27.7 $34.2

21.3% -19.2%

313 324

Bettina Mehnert - President & CEO Emile Alano - VP & COO Lisa Rapp - Principal, Board of Directors

$33.5 $23.5 $26.3

42.4% -10.6%

96 86

Norman G.Y. Hong - Chairman Linda C. Miki - Vice Chair and CEO Charles Y. Kaneshiro - President and COO

$33.4 $34.0 $32.8

-1.9% 3.8%

103 102

Samuel Fujikawa - CEO Robert K. Fujikawa - President

$32.7 $35.0 $22.3

-6.6% 57.0%

85 90

Alexis Charpentier - CEO

$31.9 $28.4 $27.0

12.1% 5.4%

185 197

Dana Vela - President and CEO Jeff Subee - CIO Axel Diaz - CFO Randy Miyashiro - VP Stacy Clark - VP Angie Southichack - VP Wendy Yasutake - VP

$31.0 $29.4 $21.1

5.5% 39.4%

765 295

Alan I. Shintani - Chairman of the Board Fred Kim - President Robert de los Reyes - VP Jason Tang - Controller

$29.2 $36.8 $32.3

-20.7% 13.8%

68 68

Ryan Kusumoto - President, CEO Norma Spierings - Chief Development Officer Melissa Cretsinger - Chief Administrative Officer

$29.0 $29.5 $27.0

-1.8% 9.4%

343 337

Guy Akasaki - President, CEO

$28.5 $27.7 $24.1

2.9% 14.9%

99 99

Established in 1967, Waikiki Health is a non-profit, 501(c)(3) Federally Qualified Health Center (FQHC) whose mission is to provide quality medical and social services that are accessible and affordable for everyone, regardless of ability to pay. Waikiki Health welcomes everyone, regardless of race/ethnicity, age, sexual orientation, socio-economic status, or any other consideration. www.waikikihealth.org

161 Kama‘aina Kids 155 175

EXECUTIVES

H AWA I I B U S I N ES S

95

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

165 YMCA of Honolulu 160 170

168 Hawai‘i State Foundation on Culture

and the Arts

221 -

183 190

Thomas K. McCarthy - Sr. VP, Branch Mgr.

$27.5 $26.9 $26.3

2.5% 2.0%

41 41

Connie Mitchell - Exec. Director

$27.3 $52.6 $28.3

-48.0% 85.7%

189 184

Konrad Ng - Board of Commissioners Chair Karen Ewald - Exec. Director

$26.9 1 $8.7 2 -

210.3%

Travis Bow - President, CEO

$26.5 $18.6 $15.7

42.8% 18.1%

72 61

Kristie Wrigglesworth - Exec. Director Dayna Garland - Chief of Staff / COO

$26.5 $31.2 $28.1

-15.3% 11.1%

170 183

Tricia Y. Buskirk - President/CEO Mel Ventura - Exec. VP Member Services Tad Matsubara - Exec. VP Support Services

$26.2 $23.0 $21.5

13.9% 7.2%

109 101

David Derauf - CEO

$26.0 $25.2 $24.2

3.2% 3.9%

201 180

Carol J. Ebia - Chair Scott Kaulukukui - President, CEO

$25.7 $22.0 $21.5

17.0% 2.3%

110 103

Union

As a credit union, UHFCU is a not-for-profit alternative to banks.

Excess earnings are passed back to members in the form of competitive rates, additional products and services, and lower fees. UHFCU has been named one of “America’s Best-in-State Credit Unions” by Forbes Magazine, a finalist for “Hawaii’s Best” (five times) by the Star-Advertiser, as well as “Best Bank” by UH Manoa. www.UHFCU.com

170 Pacific Whale Foundation 148 -

Pacific Whale Foundation is a 501(c)(3) nonprofit organization founded in 1980 to protect the ocean through science and advocacy, and to inspire environmental stewardship. www.pacificwhale.org Pacific Whale Foundation Eco-Adventures Australia

171 Hawaii Community Federal Credit

Union

172 172

Federally chartered credit union. www.hicommfcu.com

172 Kōkua Kalihi Valley 168 -

Kōkua Kalihi Valley Comprehensive Family Services is a federally qualified health center serving the richly diverse community of Kalihi. KKV is recognized nationally as a leader in Social Determinants of Health programming with a 50-year history of implementing innovative programs, and annually hosts hundreds of visitors interested in studying our community- and culturallybased approach. kkv.net

173 Hickam Federal Credit Union

96

178 177

State government arts agency started to promote and preserve culture and the arts in Hawai‘i. Funding comes from state, federal and private sources and is distributed to nonprofits and schools. www.sfca.hawaii.gov

169 University of Hawaii Federal Credit

174 173

0.9% 15.8%

Hawaii's most comprehensive provider of homeless solutions including permanent supportive housing, mental health, medical, drug detox, emergency shelter, housing subsidy, outreach, case management and employment services. www.ihshawaii.org Kahauiki Village Development LLC

121 -

Financial products and services. www.hickamfcu.org

1

Per 2023 annual report.

2

Per 2022 annual report.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$28.0 $27.7 $23.9

Financial services. www.wellsfargoadvisors.com Wells Fargo

167 The Institute for Human Services Inc.

SALES ($M) 2023 2022 2021

Greg Waibel - President & CEO

Strengthening communities through youth development, healthy living, and social responsibility programs and services. www.ymcahonolulu.org

166 Wells Fargo Advisors 165 161

EXECUTIVES

SPECIAL PROMOTIONAL SECTION

HAWAIIUSA FEDERAL CREDIT UNION

HAWAI I ’ S L ARG EST CR E D IT U N ION

H

awaiiUSA Federal Credit Union stands as Hawaii’s largest credit union, offering more than just financial services—we are a dedicated partner in every member’s journey towards financial wellness. Our commitment extends beyond transactions; we strive to empower individuals at every stage of their financial lives through operational excellence, tailored products, and personalized services.

At HawaiiUSA, innovation is key. We recognize the importance of banking convenience in today’s world, which is why we provide superior digital services that simplify banking and make money management easier than ever.

Our intuitive processes and exclusive member benefits not only streamline transactions but also enhance the financial resilience of our members.

Central to our mission is promoting financial wellness. We believe in creating a community that’s financially savvy and empowered. This starts with our own team—investing in their career and professional development to foster a reciprocal and respectful workplace.

Our employees benefit from financial wellness programs, boosting their personal financial confidence.

Furthermore, sustainability is integral to our approach. We partner with schools to implement financial literacy programs for K-12 students, aiming to empower the next generation with essential financial skills. Recognizing the need for more resources in at-risk communities, we collaborate with partners to deliver tailored financial wellness initiatives.

Our commitment to growth is evident in our latest branch concept, the Kakaako Financial Center, which showcases modern technology and sets a benchmark for future branches. This

2024

shift reinforces our dedication to innovation and enhancing member experience statewide.

At HawaiiUSA, we are not just a financial institution; we are leaders in the financial wellness movement. We support small businesses, advocate for our communities, and champion financial education. Our legacy is built on inspiring others to achieve financial success and making a meaningful difference in people’s lives.

HawaiiUSA Federal Credit Union 1226 College Walk Honolulu, HI 96817 (808) 534-4300 hawaiiusafcu.com

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

174 Barnwell Industries Inc. 157 182

Exploring for, developing, producing and selling oil and natural gas in Canada and the United States, investing in land interests in Hawai‘i, drilling wells and installing and repairing water pumping systems in Hawai‘i. www.brninc.com Barnwell Investments LLC Barnwell Texas, LLC BOK Drilling, LLC Barnwell Hawaiian Properties, Inc. Kaupulehu Developments Barnwell Kona Corp.

Barnwell of Canada, Ltd. Dartmouth Petroleum, Ltd. Gypsy Petroleum, Ltd. J.H. Wilson Associates, Ltd. KD Kona 2013 LLLP Water Resources International, Inc. Bill Robbins Drilling, Ltd. Octavian Oil, Ltd.

175 Le Jardin Academy 173 178

Independent PK-12 school. www.lejardinacademy.org

176 Cyanotech Corporation 142 147

Producer of dietary supplements and natural products derived from microalgae. www.cyanotech.com Nutrex Hawaii, Inc

177 Aloha United Way 184 150

Aloha United Way advances the health, education, and financial stability of every person in our community by bringing together resources, organizations, and people. AUW is a partner, advocate, resource, and connector that focuses on systemic issues facing our community. What we do informs policy, creates alliances, and generates resources for greater social impact. www.auw.org

178 Hawai'i Preparatory Academy 162

Independent K-12 school. www.hpa.edu

179 The Art Source Inc. 175 176

Manufacturer and retailer of framed art, cabinets, closet systems and related items. Retailer of unique home gifts for the local and visitor markets through CocoNene. www.theartsourceinc.com Pictures Plus closet systems Hawaii California Closets Plus Interiors CocoNene

180 Honolulu Community Action 176 171 1

Program, Inc.

Private nonprofit providing opportunities for low-income population to achieve self-reliance. www.hcapweb.org

EXECUTIVES

SALES ($M) 2023 2022 2021

Craig D. Hopkins - President and CEO Russell M. Gifford - Exec. VP, CFO, and Treas.

$25.3 $28.5 $18.1

-11.5% 57.6%

36 34

Earl Kim - Head of School Stacy Kilty - Exec. Dir. of Business and Operations Support

$23.9 $22.6 $20.0

5.8% 12.8%

161 153

Matthew K. Custer - President and CEO Gerald R. Cysewski - Chief Scientific Officer

$23.2 1 $36.0 1 $32.3 1

-35.6% 11.2%

John Lee Fink - President, CEO Suzanne Skjold - COO Emmaly Mahealani Calibraro - VP Resource Development Victoria Fisher - VP of Finance Kayla Keehu-Alexander - VP of Community Impact Jennifer Pecher - VP, 211 Community Response Programs

$23.1 $18.4 2 $29.5 2

25.6% -37.8%

57 48

Fred Wawner - Head of School Hannah Hind Candelerio - Asst. Head of School for Advancement

$22.9 1 $26.2 1

Kent Untermann - CEO Lori Untermann - VP Lon Miyaguchi - VP Operations Alexa Untermann - Sec., Treas.

$22.5 $21.8 $20.5

3.2% 6.3%

155 165

Robert N.E. Piper - CEO/Exec. Director

$22.4 $21.4 $21.7

4.5% -1.0%

319 335

Per annual report.

2

Gross annual sales amount unaudited at time of survey and subject to change. AUW administered rental assistance in previous year and calculation reflects reduced revenue from rental assistance programs and PPP funds.

98

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

181 Maui Economic Opportunity Inc. 181 159

Maui Economic Opportunity, Inc. (MEO), chartered in 1965, is a private non-profit Community Action Agency. MEO provides outreach, information and transportation, and administers a variety of human service programs to low-income persons, youths, seniors, immigrants, justice-involved individuals and persons with disabilities. www.meoinc.org

182 Gather Vacations Inc.

Property management, vacation rentals, hospitality, and luxury. gathervacations.com The Elite Companies LLC

178 -

183 Coffman Engineers Inc.

Multi-discipline engineering and consulting firm. www.coffman.com

-

184 Bishop Museum

EXECUTIVES

185 Easterseals Hawaii 186 187

$21.9 $19.0 $26.6

15.7% -28.6%

239 233

Andreea Grigore - CEO Kristin Counter - COO Matthew Gage - CFO

$21.8 $20.9 $0.0

4.4% 0.0%

41 44

John Thielst - Senior VP, Managing Principal, Pacific Region Manager

$21.6 $17.5 $15.2

23.4% 14.6%

88 78

Dee Jay Mailer - President and CEO

$21.5 1 $15.9 2 $11.9 2

35.7% 33.5%

Andrea Pettiford - CEO

$21.3 $16.5 $16.7

29.1% -1.4%

Stacy Kealohalani Ferreira - CEO Casey Brown - COO Ramona G. Hinck - CFO

$21.1 3 $9.5 3 $11.6 3

122.2% -18.1%

Charlene D. Moriarity - President

$21.0 $19.2 $18.6

9.7% 3.4%

14 13

Colin Yoshiyama - President

$20.5 $19.3 $20.7

6.2% -7.0%

28 18

Ronald K. Williams - President, CEO Estella Berg - CFO George Ann Skandis - VP Human Resources

$20.2 $25.3 $15.4

-20.2% 63.8%

104 120

For more than 75 years, Easterseals Hawaii has been providing exceptional, individualized, family-centered services to empower people with intellectual and developmental disabilities to achieve their goals and choose their own path. Programs include early intervention, adult home and community-based services, autism services, and employment services. www.eastersealshawaii.org Catalight

186 Office of Hawaiian Affairs 213 205

Public agency responsible for improving the well-being of Native Hawaiians. www.oha.org

187 Hawaiian Insurance and Guaranty 180 181

Co. Ltd.

Insurance coverage for homeowners with optional hurricane coverage, condominium owners, renters, dwelling fire with liability, home business and business owner policy. www.higltd.com Ocean Harbor Casualty Insurance Company

188 Constructors Hawaii Inc. General contracting. constructorshawaii.com

-

189 Atlantis Submarines Hawaii LLC 167 -

State's largest attractions operator encompassing passenger submarines, whale watch and sunset dinner cruises. www.atlantissubmarines.com Atlantis Adventures LLC Atlantis Cruises LLC

1

Data from Form 990 tax filing.

2

Data from financial statements & auditor's report.

3

Charges for services + operating grants, per annual report.

% CHANGE EMPLOYEES 2023 2023 2022 2022

Debbie A. Cabebe - CEO Gay Sibonga - COO

Natural history, science, art and cultural museum; research center. www.bishopmuseum.org

187 -

SALES ($M) 2023 2022 2021

227 230

H AWA I I B U S I N ES S

99

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

190 Contract Furnishers of Hawaii Inc.

MillerKnoll Gold Certified dealer providing contract furnishings to businesses, government, health care and higher education. www.op-hawaii.com Op Build Office Pavilion

198 183

191 Blood Bank of Hawaii 182 180

Art museum, art school, educational programs, theater. www.honolulumuseum.org Honolulu Academy of Arts

193 Malama Solar 194 200

Malama Solar is a local, Hawaiian-owned, full-service solar photovoltaic and battery storage provider. It specializes in sales, design, installation, and maintenance of these systems. www.malamasolar.com

194 Finance Factors Ltd.

Residential mortgages, CRE loans, savings accounts, certificates of deposit. www.financefactors.com Finance Enterprises Ltd.

179 174

195 USS Missouri Memorial Association Non-profit organization. www.ussmissouri.org

185 195

196 Video Warehouse, Inc. 206 208

Provider of audio visual systems design and integration, renewable energy and energy efficiency solutions. www.theavco.com The Audio Visual Company Energy Industries

197 Pearl Hawaii Federal Credit Union

198 Connext, LLC 215 243

The future of global staffing. Connext helps companies build custom, dedicated support teams in the Philippines, Colombia, and Mexico. www.connextglobal.com

199 SeaWide Express -

100

SeaWide Express specializes in FAK (Freight All Kinds) consolidated shipping services, catering to freight transportation between the continental United States and Alaska, Hawaii, and Guam. Our focus is on efficient and reliable freight logistics for these regions, complemented by storage capabilities in Honolulu. www.seawideexpress.com AJC Logistics

1

Figure not yet audited.

2

Reported revenue fell because of market drops in endowment.

3

Total revenues, gains from HoMA 2021 financial statement.

4

Total interest income + non-interest income, per NCUA call report.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$19.7 $12.9 $17.6

52.5% -26.5%

44 42

Kim-Anh T. Nguyen - President & CEO

$19.6 $18.7 $19.1

4.8% -2.1%

123 164

Josh Feldman - Board of Trustees Chair Halona Norton-Westbrook - Director & CEO

$19.0 1 $0.4 2 $26.9 3

4939.7% -98.6%

122 115

Rachel Ah Sue - Owner Chris Ah Sue - Owner

$19.0 $13.3 $12.6

42.6% 5.9%

51 51

Russell J. Lau - Chairman, CEO Robert Gregory Nelson - President Kristi L. Maynard - Exec. VP, CFO

$18.2 $19.3 $21.1

-5.5% -8.7%

113 113

Michael A. Carr - President, CEO Tom Manuel - CFO

$18.2 $16.7 $14.1

9.0% 18.8%

116 112

Thomas Lee - President, Principal Rena Gormley - VP, COO Cody Navarro - VP, Chief Design Officer, Principal Phillip Wescott - VP, Dir. of Technology, Principal

$17.4 $11.2 $11.0

55.9% 1.8%

60 60

Daniel Terada - President, CEO

$17.2 $15.2 4 $13.7

13.0% 10.9%

73 68

Tim Mobley - President Taylor Goucher - Dir. of Strategy Scarlett Diaz - Dir. of Client Strategy

$17.2 $9.2 $4.3

86.6% 111.8%

1,046 500

Phil Hinkle - GM

$17.1 $16.5 $11.7

3.9% 41.1%

34 27

Financial institution. pearlhawaii.com

189 197

SALES ($M) 2023 2022 2021

Wendy Shewalter - President & CEO Bruce C. Shewalter - COO / RME

Non-profit, sole provider of blood components to Hawai‘i hospitals. www.bbh.org Blood Bank Real Property Inc.

192 Honolulu Museum of Art 156

EXECUTIVES

SPECIAL PROMOTIONAL SECTION

PAR HAWAII

2024

RENDERING OF THE RENEWABLE HYDROTREATER THAT WILL PRODUCE RENEWABLE FUELS

A COLL ABOR ATIVE APPROACH PAR HAWAII EMPLOYEES CELEBRATE THE GROUNDBREAKING FOR THE CONSTRUCTION OF RENEWABLE FUEL STORAGE TANKS.

POIS E D FOR TH E FUTU R E

AD D ITIONAL R E FI N E RY I NVESTM E NTS

H

It has taken quick thinking from the Par Hawaii team to keep pace with the rapid advancements in renewable energy. In 2018, Par Hawaii made a $27 million investment to erect a distillate hydrotreater at its refinery to produce clean ultra-low sulfur diesel and enable the refinery to produce more jet fuel. Par Hawaii is now investing an additional $90 million to reconfigure this processing unit to produce sustainable aviation fuel and other renewable fuels.

“We are fortunate to have a very talented team that designed our renewable fuels production facility. This is a sizeable investment - $90 million – to produce fuels for Hawaii’s future,” said Eric Wright, Par Hawaii president. “Par Hawaii is excited to work with Hawaii’s airlines, utilities and the rest of the community to accelerate progress on the State’s renewable energy goals.”

awaii is at another energy crossroad as the state continues its shift to 100% renewable energy.

Par Hawaii, which has produced fuels made with imported crude oil for more than 50 years, is at the forefront of this change.

Par Hawaii is expected to achieve a major breakthrough next year when it begins producing renewable fuels at its Kapolei refinery. The refinery, which has been operating since 1972, will produce sustainable aviation fuel (SAF) to help the airline industry meet its ambitious decarbonization targets and renewable diesel and other fuels to meet the evolving demand of other businesses, including electric and gas utilities.

Hawaii’s journey to renewable energy, as with any transformational change, is not easy. It takes collaboration. Par Hawaii is partnering with Hawaiian Airlines, the state’s largest airline; Pono Pacific, the state’s largest land conservation company, and other agriculture stakeholders are working on viable cover crops such as a Camelina to grow Hawaii’s own feedstocks to provide even greater energy resiliency for the islands.

“We see the renewable fuels future looking bright for Hawaii. We are glad to be part of the solution,” Wright said.

Par Hawaii 91-325 Komohana Street Kapolei, HI 967087 www.parhawaii.com

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

200 Hawaiian Humane Society 207 185

Estate Advantage Realty

Real estate. betterhawaii.com Better Homes and Gardens Real Estate Advantage Realty Better Homes and Gardens Real Estate Advantage Realty Better Homes and Gardens Real Estate Advantage Realty Valley Isle Better Homes and Gardens Real Estate Advantage Realty West Better Homes and Gardens Real Estate Advantage Realty North Shore

202 Aloha Nursing Rehab Centre 192 191

195 210

(HOCU)

190 193

Center

1

102

199 201

Amy Y. Lee - CEO

$16.8 $14.6 $15.5

15.3% -6.2%

117 129

Mark Munemitsu - President, CEO Ross Inouye - Sr. VP

$16.8 $13.1 $11.0

27.8% 19.9%

58 53

Sai Chantavy - CEO Jerome Flores - CFO/COO

$16.7 $14.9 $14.6

12.1% 2.0%

Lisa A. Daijo - President, Owner

$16.7 $14.8 $13.9

12.9% 6.4%

James Takamine - CEO

$16.6 1 $14.5 1 $12.6 1

14.6% 15.2%

Heather Lusk - Exec. Director

$16.1 $15.4 $14.2

4.8% 8.1%

90 105

Gary Fukuroku - President, CEO Michele Kawahara - VP Cathy Nakamura - CFO Myron Sakamoto - COO Wesley Higuchi - Chief Lending Officer

$14.9 $13.0 $11.8

14.7% 9.9%

58 54

Edwin Barlongo - President Marla Yoshihiro - VP Charlie Buckingham - VP

$14.5 $12.2 $17.6

18.6% -30.7%

20 19

HHHRC serves Hawai‘i communities by reducing the harm and fighting the stigma of HIV, hepatitis, homelessness, substance use, mental illness, and poverty in our community. www.hhhrc.org

Federal credit union, financial institution. www.mauicountyfcu.org

209 Elite Pacific Construction Inc. 201 184

-29.0% -13.2%

Center

208 Maui County Federal Credit Union 197 204

$17.1 $24.0 $27.7

Credit union. www.cuhawaii.com

207 Hawai‘i Health & Harm Reduction 188 -

Myron N. Kiriu - CEO, Owner, Realtor Karin Moody - Principal Broker, Owner Ambur Kiriu - Owner, VP Public Relations Kevin Inn - President

Full-service human resources, executive recruiting and staffing agency. www.expresspros.com/honoluluhi Express Services Inc.

206 CU Hawaii Federal Credit Union 193 199

125 114

Skilled nursing facility. maunalaninursing.org

205 Express Employment Professionals 191 196

57.7% -37.6%

Credit union. Financial institution. www.myhocu.com

204 Maunalani Nursing and Rehabilitation

General contractor. www.elitepacific.net

Total interest income + non-interest income, per NCUA call report.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$17.1 $10.8 $17.4

Skilled nursing facility. www.alohanursing.com Health Care Japan Co. Ltd. Aloha Nursing Rehab Centre

203 Honolulu Federal Credit Union

SALES ($M) 2023 2022 2021

Anna Neubauer - President & CEO

The Hawaiian Humane Society is a non-profit education and advocacy organization that shelters, protects, rescues, reunites and rehomes animals. Established in 1883, it is O‘ahu’s largest animal welfare organization helping local pets and people in need.

The Hawaiian Humane Society is dedicated to promoting the human-animal bond and the humane treatment of all animals. hawaiianhumane.org Hawaiian Humane Society Hawaiian Humane Society Kosasa Family Campus at Ho‘opili

201 Better Homes and Gardens Real 170 153

EXECUTIVES

23 25

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

210 Tanaka of Tokyo Restaurants Ltd. 196 209

Own and operate three Tanaka of Tokyo restaurants. www.tanakaoftokyo.com

211 John Mullen & Co., Inc. 205 206

Insurance claim adjusting, third-party administrator. www.johnmullen.com DB Insurance

212 Hawaiian Islands Freight Association 199 207

Freight forwarding. www.hifa.us

213 Wave, Inc. and Subsidary 211 -

Retail restaurants and subleaser. www.arancino.com Wave, Inc. Orion International Inc Lumix Real Estate LLC Arancino LLC Arancino Kahala LLC Arancino di Mare LLC

214 Allana Buick & Bers 132 -

A leading architectural engineering firm with over 36 years of experience specializing in making buildings perform better. Our core “trade level” expertise and strengths are in all exterior façade trades, curtain wall and glazing, roofing and waterproofing, HVAC and plumbing, energy efficiency, structural engineering, and construction management. www.abbae.com

215 Aloha Green Holdings Inc. 200 203

224 229

177 201

187 185

Sara R. Mullen - President and CEO Jong Sun Park - Chairman of the Board and CEO Patrick Nii - VP, Chief Marketing Officer Michael Patrouch - VP of Claim Operations

$13.8 $11.2 $11.4

23.1% -1.5%

83 80

Stephan Edwards - President Denny Sadowski - VP Robyn Miura - Sec., Director Michael H. Lum - Treas.

David Kwong - GM

$13.5 $12.3 $11.3

9.7% 9.2%

5

Ichiro Inamura - President Aya Inamura - VP Fumie Inamura - Secretary

$12.5 $9.6 $4.6

30.2% 109.3%

90 84

Karim Allana - CEO & Sr. Principal Eugene Buick - COO & Sr. Principal Gerson Bers - VP & Sr. Principal

$12.3 $13.5 $10.1

-8.3% 33.9%

227 181

TY Cheng - Founder

$12.0 $12.3 $12.0

-2.4% 2.5%

78 98

Neil Shimogawa - Chairperson

$12.0 $9.4 $9.6

27.4% -2.1%

43 44

Charles Merkel - Exec. Director

$11.0 $8.0 $6.9

36.6% 16.6%

35 35

Race Randle - CEO Wade Kodama - CFO

$10.9 $21.0 $12.4

-47.9% 68.4%

9 9

Dennis Christianson - Managing Partner Nathan Kam - Sr. Partner, Public Relations David Pettinger - Sr. Partner, Research Wenona Harris - Sr. Partner, Integrated Marketing

$10.8 $11.5 $10.8

-5.6% 6.4%

84 91

Operate a WWII submarine and submarine museum. bowfin.org

Maui Land & Pineapple Company is dedicated to the thoughtful stewardship of over 22,000 acres of land with approximately 260,000 square feet of commercial properties. Founded as a family company in 1909, today MLP envisions a future where Maui residents can thrive in more resilient communities with an increased housing supply, food and water security and renewed connections of people and place. www.mauiland.com Kapalua Land Co. Ltd.

219 Anthology Finn Partners 203 212

7.2% 18.2%

Association

218 Maui Land & Pineapple Co. Inc.

Advertising and media, public relations, market research, digital marketing, social media. www.anthologygroup.com Finn Partners

% CHANGE EMPLOYEES 2023 2023 2022 2022

$13.9 $13.0 $11.0

Credit union. www.hawaiicentral.org

217 Pacific Fleet Submarine Memorial

SALES ($M) 2023 2022 2021

Richard E. Tanaka - Chair, CEO Hiroshi D. Lamansky - President Alison "Bo" H. Tanaka - Exec. VP & CFO Calvin Yamasaki - Sr. VP & CAO

Honolulu's leading state-licensed medical cannabis dispensary. www.agapoth.com Aloha Green Cannabis Collection Hemptuary Hawaii Aloha Green Herb House Aloha Green Apothecary

216 Hawaii Central Federal Credit Union 214 215

EXECUTIVES

H AWA I I B U S I N ES S

103

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

220 St. Andrew's Schools

221 ATN Construction 232 228

Custom design build firm. www.atnhawaii.com

222 Hale Kipa Inc. 226 220

Hale Kipa is a nationally accredited youth and family service provider responsive to the emergent or ongoing needs of over 1,000 of Hawai‘i’s youth/young adults annually. The mission is to provide opportunities and environments that strengthen and encourage youth, their families and communities to actualize their potential and social responsibility. www.halekipa.org

223 PBS Hawai‘i 210 213

PBS Hawai‘i is the only locally owned, statewide television station in Hawai‘i. We are a 501(c)(3) nonprofit educational organization. pbshawaii.org Public Broadcasting Service

224 Bishop & Company Inc. 208 211

202 -

204 216

75 71

Richie A. Breaux - CEO Tiffany Pestana-Breaux - VP

$10.1 $6.7 $7.0

50.0% -4.3%

25 30

Venus Kau‘iokawēkiu Rosete-Medeiros - CEO Gwen Okamoto - CFO

$10.0 $7.7 $8.7

30.7% -11.8%

80 72

Ron Mizutani - President and CEO Karen Yamamoto - Sr. VP and CFO

$10.0 1 $9.7 1 $10.6 1

2.6% -8.3%

34 42

Judy N. Bishop - President, Owner

$10.0 $10.1 $10.8

-1.2% -7.1%

10 10

James R. Doran - President

$9.9 $11.6 $11.8

-15.1% -1.5%

33 30

Edward D. Wayne - Chair, President Victoria W. Bowley - CEO Wendy Inouye - Controller

$9.8 $11.3 $9.6

-13.2% 17.6%

38 44

Leina Ijacic - CEO/Administrator

$9.7 $9.0 $9.0

8.7% -0.7%

92 68

We are a 47-year-old, second-generation, family-owned company selling tile and stone; countertops in quartz, quartzite, granite and other natural stones; and in-stock and special-order cabinetry. www.ceramictileplus.com

Retail swimwear, clothing, accessories and gifts. www.mauiclothingcompany.com Maui Waterwear Island Paradise Jewelry Boutique Aloha Hawaii Boutique Aloha Oahu Boutique Aloha Maui Boutique Aloha Kauai Charmed By Hawaii Maui Jewelry Company Hawaiian Silver Exchange Vila Company Water Wear Kauai Water Wear Kauai Clothing Company Waterwear Hoonani Jewelers Aloha Gifts Boutique Aloha Cruise Boutique Destination Palm Escape to Maui Making Waves Maui Clothing Outlet Maui Water Wear Pretty Wahine Boutique

227 One Kalakaua Senior Living 218 218

104

58.1% -35.1%

Exclusively Yours

226 Maui Clothing Co. Inc.

Senior living facility with assisted living services. www.onekalakaua.net

Per annual report.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$10.7 $6.8 $10.4

Staffing company, executive recruitment. www.bishopco.net

225 JR Doran Inc. / Ceramic Tile Plus and

SALES ($M) 2023 2022 2021

Ruth Fletcher - President and Head of School

Preschool and kindergarten to 12th-grade education. www.standrewsschools.org

-

1

EXECUTIVES

SPECIAL PROMOTIONAL SECTION

HAWAI‘I GAS

2024

and decarbonize Hawai‘i’s fuel mix.

“We are firm in our commitment to a sustainable and energy-resilient Hawai‘i,” said president and CEO Alicia Moy. “We’ve led the nation in hydrogen and RNG blending for decades, and it’s our kuleana to keep innovating to further reduce our carbon footprint.”

ith twelve decades of history, Hawai‘i Gas is one of the oldest companies operating in the Aloha State today.

Founded in 1904 as the Honolulu Gas Company, Ltd., the company has a history of pioneering innovation: its original gas plant in Iwilei was one of the first of its kind worldwide.

co-product. For 50 years, Hawai‘i Gas has incorporated up to 15% hydrogen—a zero-carbon form of gas energy—into its utility fuel mix, more than any other utility company in the nation. In 2018, Hawai‘i Gas began operating the state’s first Renewable Natural Gas (RNG) facility, capturing waste gas at the City and County of Honolulu’s Honouliuli Wastewater Treatment Plant.

Across the state, low-carbon-emissions propane is part of everyday living for thousands of homeowners and businesses.

A NATIONAL LEAD E R I N LOWCAR BON - E M ISS IONS TECH NOLOGY

I NVESTI N G I N A R E N EWAB LE E N E RGY FUTU R E

In 1974, Hawai‘i Gas began operating the Synthetic Natural Gas (SNG) Plant on O‘ahu using an innovative method to create SNG from a petroleum

Hawai‘i Gas is committed to delivering renewable energy solutions and advancing the state’s climate goals, continuing to invest in technology to further diversify

120 YEARS OF GOOD E N E RGY

W

In early 2024, Hawai‘i Gas announced two forthcoming projects for locallyproduced renewable energy, with plans to partner with Eurus Energy America and Bana Pacific to produce renewable green hydrogen and RNG on O‘ahu. “These projects represent exciting forward movement on our path toward decarbonization,” said Moy, “enabling us to significantly increase the amount of renewable energy in our fuel mix with a focus on diversification, reliability, and affordability for our communities.”

Hawai‘i Gas 515 Kamakee St, Honolulu, HI 96814 (808) 535-5900 www.hawaiigas.com

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

228 American Red Cross of Hawaii 249 -

216 225

239 222

Nonprofit organization and statewide member of National Public Radio. www.hawaiipublicradio.org

232 Gartner Inc. 223 224

Gartner is the world's largest technology research & advisory firm.

We equip our clients with objective insights to help them make smarter decisions and drive stronger performance on their top initiatives and business goals. We have 3,000 subject matter experts who provide unlimited guidance plus access to their research and toolkits to help you save time, save money, and mitigate risk. www.gartner.com Garnter Inc. META Group AMR Research Burton Group, Inc. IDEAS International Software Advice Marketvisio Nubera Capterra Machina Research SCM World CEB L2

233 Life Cycle Engineering 219 217

Professional engineering services provider. Providing DoD and federal agencies with a full range of solution-centric services in the areas of engineering, logistics, shipyard planning and engineering process support, waterfront maintenance support, information/cybersecurity, IT operations & maintenance, and financial management. www.LCE.com Life Cycle Engineering

234 Kilauea Pest Control Inc. 231 -

106

113.4% 42.7%

30 22

Elissa Pearl Lines - Exec. Director

$9.5 $8.6 $3.8

10.9% 128.4%

37

Matthew S. Delaney - President, CEO

$9.4 $9.4 $7.6

-0.2% 23.8%

231 167

José A. Fajardo - President and GM Bill Dorman - VP & News Director Cat Gelman - VP, Corporate Relations Bernie Shimono - VP, Finance Valerie Yee - VP & Assistant GM Liberty Keonilani Peralta - Sr. Dir. of Marketing & Communications

$9.1 $5.9 $8.4

54.3% -29.2%

58

Stephen Halushka - Local Hawaii Gartner Partner Alika Randazzo - Local Hawaii Gartner Partner Joe H Howard - Local Hawaii Gartner Partner Casey Brown - Local Hawaii Gartner Partner Kanani Harris - Local Hawaii Gartner Partner Leena Assaf – Business Development Director

$9.1 $8.4 $8.0

8.8% 5.0%

6

Bob Fei - CEO Martin Baker - CFO - Senior VP Peter Thomas - VP, Federal Solutions Group Caleb Shomo - VP of HR, Chief Ethics Compliance Officer Karin Long - Director of Contracts

$9.0 $9.0 $9.6

0.6% -6.3%

74 53

John Speed - Founder/Owner

$8.7 $7.1 $6.5

23.0% 9.8%

90 61

Outsourcing services, accounting and tax services, HR outsourcing, health care staffing, home care, consulting and advisory services. www.thehawaiigroup.com DemandHR Cradles N' Crayons LLC Hawaii Health Care Inc. (HiHealthCare) Hawaii Accounting LLC (HiAccounting) Hawaii Nursing Inc. (HiNursing) Hawaii HomeCare Inc. (HiHomeCare)

231 Hawai‘i Public Radio

Full-service termite and general pest control services for residential and commercial properties on Oahu and Maui. kilaueapest.com

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$9.7 $4.5 $3.2

National Historic Landmark, America's WWII aviation battlefield, aviation museum. www.pearlharboraviationmuseum.org

230 The Hawaii Group Inc.

SALES ($M) 2023 2022 2021

Tony Briggs - CEO

The mission of the American Red Cross is to prevent and alleviate human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. They do this by providing disaster relief and teaching lifesaving skills to the people of Hawaii, supporting members of the Armed Forces and their families, and helping people prevent and prepare for emergencies. www.redcross.org/hawaii American National Red Cross

229 Pearl Harbor Aviation Museum 222 202

EXECUTIVES

250

List

H AWA I I B U S I N ES S

107

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

235 Integrated Facility Services Hawaii 234 238

219

Telecommunications. Internet, TV, voice, and cloud-based solutions. www.xiberhawaii.com Xiber LLC

238 Legal Aid Society of Hawaii 229 226

$8.7 $6.5 $4.9

32.9% 33.5%

82

Amanda Crabtree-Loo - President

$8.4 $9.5 $10.1

-11.6% -6.1%

27 25

Jared Grugett - Chief Xperience Officer Bruce Hollowell - President & General Manager

$8.2 $8.1 $8.8

1.4% -7.7%

David Kauila Kopper - Exec. Director

$8.0 $7.3 $7.6

9.9% -4.4%

Premier Solutions HI, LLC (PSHI) provides technical solutions to supply and logistics challenges in the most demanding environments. A minority- and woman-owned small business, PSHI specializes in IT systems development and professional services for the federal government. www.premiersolutionshi.com

237 Xiber Hawaii

% CHANGE EMPLOYEES 2023 2023 2022 2022

Tiera Covington - President

Janitorial, landscaping, maintenance and site management services. www.ifshi.com

236 Premier Solutions HI LLC -

SALES ($M) 2023 2022 2021

EXECUTIVES

The Legal Aid Society of Hawai'i is a public interest, nonprofit law firm dedicated to achieving fairness and justice through legal advocacy, outreach, and education for those in need. Established in 1950, Legal Aid has 10 offices statewide and over 100 staff members dedicated to achieving Legal Aid's vision of "Building a Just Society." legalaidhawaii.org

112 105

Wailuku Civic Center Phase 1B

Walkways & Landscaping Ward Entertainment Center

Kokua Hale

Substructure & Waterline Repairs at Pier 2

BUILDING | COMMERCIAL | HEAVY (CIVIL) WATERFRONT & FOUNDATION | POWER & INDUSTRIAL | GUAM

WWW.HDCC.COM 108 AU G U S T 2 0 2 4

Sand Island Wastewater Treatment Plant UV Channels

250

List

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

2024 2023 2022

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

EXECUTIVES

239 Kaua‘i Federal Credit Union Credit union. www.kauaicreditunion.org

212Credit Union 239 Kaua‘i Federal

2024 COMPANY 2023 LINE OF BUSINESS 2022 EXECUTIVES WEBSITE PARENT COMPANY SUBSIDIARIES

SALES ($M) 2023 2022 2021

SALES ($M) 2023 % CHANGE EMPLOYEES 2022 2023 2023 2021 2022 2022

239 Kaua‘i Federal Credit Union

CreditBelz union.

Monica - President, CEO 212 www.kauaicreditunion.org Monica Belz - President, CEO $7.6 223 $9.6 1 $8.2 1

-20.4% 17.3%

Monica Be $7.6 $9.6 1 41 $8.2 1 41

212 223

Credit union.

223 www.kauaicreditunion.org

238 -

Tour and transportation company.

We provide thetohighest quality for visitors looking make their own memories.

Our tire- Chief and auto Dean Calibraro Marketingmechanics Officer and facilities. $3.2 - experiences. of both seat-in and private caronrentals repair canNow helpoffering keep you the road all the time with top-trained flyshuttlehawaii.com for visitors looking to make theirmechanics own memories.

Our tire and auto and facilities.

Fly Tire and Auto Repair repair can help keep you on theflyshuttlehawaii.com road all the time with top-trained Car Rentals By Fly mechanics and facilities.

Fly Tire and Auto Repair flyshuttlehawaii.com Car Rentals By Fly Fly Tire and Auto Repair 241 Car Rentals By Fly Maui Family Support Services, Edeluisa Baguio-Larena - CEO Inc. is a private, nonprofit agency $7.3 2 241 235 incorporated in 1980 to provide early childhood development $6.3 Maui Family Support Services, Inc. is a private, nonprofit agency- CEO services. The agency has provided 2 Edeluisa Baguio-Larena 14.5% 94 $7.3 over 38 years of continuous 235 incorporated in 1980 to provide early childhood development $5.1 24.9% service to children and families of Maui County.

MFSS’ mission is $6.3 Maui Family Support Services, services.

Inc. is a private, nonprofit agency over 38 years of continuous The agency has provided to promote healthy family functioning by providing supportive $5.1 incorporated in 1980 to provideservice early childhood to childrendevelopment and families of Maui County. MFSS’ mission is services that build on family strengths. services. The agency has provided over 38healthy years offamily continuous to promote functioning by providing supportive www.mfss.org service to children and familiesservices of Maui that County. mission is buildMFSS’ on family strengths. to promote healthy family functioning by providing supportive www.mfss.org services that build on family strengths. www.mfss.org 242 Rene Matsuura - President, CEO $7.2 1 242 230 $7.3 Credit union.

1 Rene Matsuura President, CEO -0.8% 37 $7.2 230 $6.7 www.hlefcu.com 9.5% Credit union. $7.3 www.hlefcu.com $6.7 Credit union.

1 Total interest income + non-interest income, per NCUA call report. www.hlefcu.com 1 2 Total interest income + non-interest income, per NCUA call report.

Per annual report.

240 Fly Shuttle & Tours Tour transportation quality Tim Laiand - Owner/ Partner company. We provide the highest $7.5 240 Fly Shuttle & Tours 238 Thai of both seat-in and private experiences. Now offering car rentals Lai - Owner/ Partner $6.0 Tour and transportation company. We provide the highest quality Tim Lai Owner/ Partner $7.5 25.0% 50 for visitors looking to make their own memories.

Our tire and auto Dean Calibraro Chief Marketing Officer $3.2 Tours 240 Fly Shuttle &238 of both seat-in and private experiences.Thai NowLai offering carPartner rentals - Owner/ 87.5% 45 repair can help keep you on$6.0 the road all the time with top-trained

Maui Family Support Services, Inc. 241 Maui Family Support Services, Inc. 235 -

Hawaii Law Enforcement Federal Credit Union Federal 242 Hawaii Law Enforcement 230 Credit Union -

Per annual Total interest income + non-interest income,report. per NCUA call report.

2

Per annual report.

-20.4% 17.3%

Tim Lai - O Thai Lai - O 25.0% Dean Calib 87.5%

Maui Family Support Services, Inc.

Edeluisa B

Hawaii Law Enforcement Federal Credit Union

Rene Mats

2

1

EXECUTIV

% CHANGE 2023 2022

H AWA I I B U S I N ES S

109

14.5% 24.9%

-0.8% 9.5%

250 2024 2023 2022

List

COMPANY LINE OF BUSINESS WEBSITE PARENT COMPANY SUBSIDIARIES

243 Boys & Girls Club of Hawaii 237 233

Providing Hawai‘i with fiduciary and wealth management, investment management, and financial planning services as Registered Investment Advisers for over 45 years. cadinha.com Cadinha & Co., LLC Cadinha Institutional

245 Integrated Security Technologies Inc. 233 227

227 230

Health care: federally designated organ procurement organization.

We save lives by coordinating the recovery of organs and tissue for transplantation. www.legacyoflifehawaii.org

247 Big Island Federal Credit Union Credit union. www.bigislandfcu.com

-

248 Valley Isle Community Federal Credit 237

236 234

1

110

41 45

Kaleialoha K. Cadinha-Pua‘a - Vice Chairman, CEO, Pres., and Chief Investment Officer Harlan Cadinha - Chairman and Chief Investment Strategist Monique Feary - Dir. of Finance & Chief Compliance Officer Skyler Keate - VP of Operations and Trading Robyn Macy - VP, Client Services

$7.1 $7.3 $9.9

-3.1% -25.6%

18 20

Christine Lanning - President

$7.0 $6.7 $7.1

5.2% -5.6%

34 31

Leonard Licina - President & CEO Felicia Wells-Williams - Director of Clinical Services

$6.9 $7.4 $6.8

-6.5% 8.1%

27 26

Nicole Aguinaldo - CEO Md Moniruzzaman - CFO Ronette Shimaoka - Chief Administrative Officer

$6.8 $5.7 $5.4

20.8% 4.7%

31 30

Trevor Tokishi - President and CEO

$6.7 1 $5.2 1 $5.1 1

28.6% 2.8%

Dew-Anne Langcaon - CEO and President Tanya Fernandes - CEO, Ho'okele Home Care Bonnie Castonguay - Chief Clinical Officer

$6.4 $6.1 $5.7

4.6% 7.1%

98 103

Lisa Labrecque - CEO

$6.4 $8.9 $6.0

-28.6% 48.8%

90 74

Credit union. www.vicfcu.org

Vivia Cares, Inc. is a technology-enabled home care service helping seniors age well at home since 2006. Its Ho'okele Home Care subsidiary provides services tailored to meet each senior’s needs and budgets efficiently using iHealthHome technology. Vivia by Ho'okele Home Care is its latest innovation that enables shorter, frequent and consistent visits by the same care team. viviacares.com iHealthHome, Inc. Ho'okele Health Navigators, LLC Ho'okele Caregivers Maui, LLC Ho'okele Care at Home, LLC

250 Maui Humane Society 220 -

19.1% 1.1%

Union

249 Vivia Cares, Inc.

Maui's only open-admission animal shelter accepting all dogs, cats & critters in need. The shelter cares for 5,000 animals per year and performed 9,000 low-cost and free spay/neuter surgeries last year for pets, community cats and shelter animals. Features robust foster, volunteer and community outreach programs, access to veterinary services and the lifesaving Wings of Aloha transfer program. www.mauihumanesociety.org

Total interest income + non-interest income, per NCUA call report.

AU G U S T 2 0 2 4

% CHANGE EMPLOYEES 2023 2023 2022 2022

$7.2 $6.0 $6.0

Low voltage electrical contractor specializing in electronic security and nurse call systems. www.istechs.net

246 Legacy of Life Hawai‘i

SALES ($M) 2023 2022 2021

Paddy Kauhane - President & CEO

Afterschool and summer learning organization serving school-aged youth on Oahu and Kauai. BGCH's mission is to inspire all young people to become caring, responsible citizens, graduating on-time from high school with a plan for their future and living a healthy lifestyle. BGCH offers safe places through our clubhouses, caring adult mentors and life-changing youth development programs. www.bgch.com BGCH Kamalani Academy BGCH West Kauai Clubhouse BGCH Lihue Clubhouse BGCH Kapaa Clubhouse BGCH Windward Clubhouse BGCH Waianae Clubhouse BGCH Nanakuli Teen Center BGCH NFL YET Nanakuli Clubhouse BGCH Hale Pono Ewa Beach Clubhouse BGCH Charles C. Spalding Honolulu Clubhouse

244 Cadinha & Co., LLC 228 -

EXECUTIVES

The Index Starts Here pg.#

pg.#

A Adventist Health Castle......................................79 AECOM............................................................................83 AES Hawai‘i.....................................................................91 AHL.....................................................................................95 Alaka‘i Mechanical Corp......................................86 Alan Shintani, Inc......................................................95 Alaska Airlines..............................................................74 Albert C. Kobayashi Inc........................................ 78 Alexander & Baldwin, Inc................................... 80 Allana Buick & Bers.............................................. 103 Allstate Insurance Co............................................83 Aloha Air Cargo......................................................... 80 Aloha Green Holdings Inc............................... 103 Aloha Nursing Rehab Centre.........................102 Aloha Pacific Federal Credit Union..............91 Aloha United Way.....................................................98 AlohaCare......................................................................75 American Electric Co. LLC.................................92 American Red Cross of Hawaii..................... 106 American Savings Bank....................................... 76 Anthology Finn Partners.................................. 103 Armstrong Builders LLC......................................86 Art Source Inc., The................................................98 Atlantis Submarines Hawaii LLC....................99 ATN Construction.................................................. 104

B Bacon-Universal Co. Inc.....................................86 Bank of Hawai‘i Corp...............................................74 Barnwell Industries Inc.........................................98 Better Homes and Gardens Real Estate Advantage Realty................102 Big Island Federal Credit Union...................110 Bishop & Company Inc...................................... 104 Bishop Museum.........................................................99 Blood Bank of Hawaii..........................................100 Bowers + Kubota Consulting Inc...................88 Boys & Girls Club of Hawaii..............................110 Bristol Hospice-Hawaii, LLC............................ 90 C C. S. Wo & Sons, LLC............................................... 87 Cadinha & Co., LLC................................................110 Catholic Charities Hawai‘i.................................. 87 CBIP Inc. dba Coldwell Banker Island Properties............................................... 90 Central Pacific Financial Corp........................ 78 Chaminade University of Honolulu............ 90 Child & Family Service..........................................95 City Mill Company Ltd..........................................88 Coastal Construction Co. Inc..........................84 Coffman Engineers Inc........................................99 Coldwell Banker Realty.........................................91

250

TOP

pg.#

Commercial Roofing & Waterproofing Hawaii Inc............................95 Connext, LLC............................................................100 Constructors Hawaii Inc......................................99 Contract Furnishers of Hawaii Inc.............100 Council for Native Hawaiian Advancement...................................................... 90 Crum & Forster...........................................................94 CU Hawaii Federal Credit Union.................102 Cyanotech Corporation.......................................98 D David S. De Luz Sr. Enterprises Inc..............83 DB Insurance Co. Ltd.............................................84 Dorvin D. Leis Co. Inc.............................................82 DTRIC Insurance Company, Ltd................... 90 E Easterseals Hawaii...................................................99 East-West Center.....................................................94 Elemental Excelerator Inc..................................94 Elite Pacific Construction Inc........................102 Express Employment Professionals..........102 F Farmers Group, Inc..................................................94 Fernandez Entertainment Inc.........................94 Finance Factors Ltd.............................................100

Design that

connects. community, economy and family

PACE at Walter Dods, Jr. RISE H AWA Center I I B U S I N ES S

PACE at Walter Dods, Jr. RISE Center

111

250

Index

pg.#

pg.#

First Hawaiian Bank.................................................74 First Insurance Company of Hawaii Ltd... 78 Fly Shuttle & Tours................................................ 109 Fujikawa Associates Inc.......................................95

Hawaii Dental Service (HDS)............................79 Hawaii Employers’ Mutual Insurance Co. (HEMIC)..................................84 Hawaii Foodbank Inc.............................................92 Hawaii Foodservice Alliance LLC................. 78 Hawai‘i Gas.................................................................... 78 Hawaii Group Inc., The....................................... 106 Hawai‘i Health & Harm Reduction Center............................................102 Hawaii Health Systems Corp.............................74 Hawaii Law Enforcement Federal Credit Union....................................................... 109 Hawaii Medical Assurance Association (HMAA)........................................ 80 Hawaii Medical Service Association (HMSA)........................................... 71 Hawaii National Bank.............................................94 Hawai‘i Pacific Health............................................ 72 Hawai‘i Pacific University....................................86 Hawaii Petroleum LLC........................................... 78 Hawaii Planing Mill, Ltd........................................79 Hawai‘i Preparatory Academy.........................98 Hawai‘i Public Radio............................................ 106 Hawaii State Federal Credit Union..............84

G G70.....................................................................................95 Gartner Inc................................................................. 106 Gather Federal Credit Union...........................95 Gather Vacations Inc.............................................99 GEICO...............................................................................79 Gentry Homes Ltd...................................................83 Goodfellow Bros........................................................ 76 Goodwill Hawaii.........................................................95 Group Builders Inc.................................................. 87 H Hale Kipa Inc............................................................. 104 Hale Koa Hotel............................................................83 Halekulani Corporation........................................82 Hardware Hawaii........................................................91 Hawaii Central Federal Credit Union...... 103 Hawaii Community Federal Credit Union..........................................................96 Hawai‘i Community Foundation....................79

pg.#

Hawai‘i State Foundation on Culture and the Arts........................................96 Hawaii Water Service Company....................92 Hawaiian Airlines....................................................... 72 Hawaiian Cement.....................................................82 Hawaiian Dredging Construction Company, Inc.........................................................74 Hawaiian Electric Industries (HEI)................. 71 Hawaiian Financial Federal Credit Union..........................................................94 Hawaiian Host Group............................................83 Hawaiian Humane Society..............................102 Hawaiian Insurance and Guaranty Co. Ltd................................................99 Hawaiian Islands Freight Association..... 103 Hawaiian Telcom....................................................... 76 HawaiiUSA Federal Credit Union..........................................................84 HawkTree International Inc...............................88 Heide & Cook, LLC....................................................91 Hensel Phelps.............................................................75 HFS Federal Credit Union..................................92 Hickam Federal Credit Union..........................................................96 Hilo-Kona Subaru Hyundai.....92 Honolulu Authority for Rapid Transportation (HART).........75 Honolulu Board of Water Supply..............................79 Honolulu Community Action Program, Inc................98 Honolulu Federal Credit Union (HOCU)..........................102 Honolulu Ford................................... 87 Honolulu Museum of Art.......100 Humana................................................ 80 I I. Kitagawa and Co. Ltd..............86 Industrial Logistics Properties Trust.........................75 Institute for Human Services Inc., The.....................96 Integrated Facility Services Hawaii...................... 108 Integrated Security Technologies Inc.....................110 ‘Iolani School..................................... 87 Isemoto Contracting Co. Ltd.............................................. 87 Island Energy Services LLC............................... 72 Island Insurance Company, Ltd.............................82

112

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pg.#

J James Campbell Company LLC.................... 76 JBG Corporation.......................................................86 Jim Falk Automotive Group..............................75 John Mullen & Co., Inc....................................... 103 JR Doran Inc. / Ceramic Tile Plus and Exclusively Yours.................................. 104 K Kāhala Senior Living Community, Inc. dba Kāhala Nui.....................................................92 Kaiser Permanente Hawaii................................. 72 Kama‘aina Kids............................................................95 Kamehameha Schools..........................................75 Kapili Construction, LLC. dba Kapili Roofing & Painting....................92 Kaua‘i Federal Credit Union........................... 109 Kaua‘i Island Utility Cooperative.................. 80 Kawailoa Development LLP............................. 80 Kilauea Pest Control Inc................................... 106 Kōkua Kalihi Valley...................................................96 Kuakini Health System......................................... 80 Kualoa Ranch Hawaii Inc.....................................86 Kuhio Auto Group.....................................................88 L L&L Hawaiian Barbecue......................................79 Layton Construction..............................................88 Le Jardin Academy.................................................98 Legacy of Life Hawai‘i...........................................110 Legal Aid Society of Hawaii............................ 108 Life Cycle Engineering...................................... 106 M Malama Solar............................................................100 Matson, Inc................................................................... 72 Maui Clothing Co. Inc........................................ 104 Maui County Federal Credit Union...........102 Maui Divers of Hawaii, Ltd..................................92 Maui Economic Opportunity Inc..................99 Maui Family Support Services, Inc........... 109 Maui Humane Society.........................................110 Maui Land & Pineapple Co. Inc................... 103 Maui Medical Group Inc......................................91 Maui Varieties Ltd. / HouseMart Stores..............................................83 Maunalani Nursing and Rehabilitation Center....................................102 MC&A, Inc......................................................................86 Merrill Lynch.................................................................91 MJC Inc. dba Cutter Automotive Galleries...................................... 80 Morgan Stanley Wealth Management.......................................84

H AWA I I B U S I N ES S

113

250

Index

pg.#

pg.#

pg.#

N Na Hoku, Hawaii’s Finest Jewelers Since 1924.........................................84 Nakupuna Companies, The..............................79 Nan Inc..............................................................................74 New City Nissan - Rosebridge LLC............ 90 Nordic PCL Construction, Inc......................... 76

Pearl Hawaii Federal Credit Union............100 Pflueger Inc..................................................................88 Pharmacare Hawaii Inc........................................82 Pleasant Holidays LLC...........................................91 Polynesian Cultural Center, The................... 87 Premier Solutions HI LLC................................. 108 Prince Resorts Hawaii, Inc................................. 78 ProService Hawaii....................................................75 Punahou School........................................................83

Shioi Construction Inc. dba Creative Partition Systems.............. 90 St. Andrew’s Schools........................................... 104 Star of Honolulu Cruises & Events....................................................................92 State Farm Insurance Co....................................75 Stoebner Holdings Inc.......................................... 87 Suisan Group Inc...................................................... 87 Swinerton....................................................................... 78

Q Queen’s Health System, The............................ 72

T Tanaka of Tokyo Restaurants Ltd............... 103 TD Food Group Inc..................................................82 Territorial Savings Bank........................................88 Tony Group................................................................... 76

O ODP Business Solutions/Hopaco/ Premium Inc...........................................................82 Office of Hawaiian Affairs...................................99 One Kalakaua Senior Living........................... 104 P Pacific Fleet Submarine Memorial Association................................... 103 Pacific Guardian Life Insurance Company Ltd............................... 76 Pacific Whale Foundation..................................96 Par Hawaii, LLC............................................................ 71 Paradigm Construction LLC.............................94 Parents And Children Together.....................95 Pasha Hawaii.................................................................74 PBS Hawai’i................................................................. 104 Pearl Harbor Aviation Museum................... 106

R Ralph S. Inouye Co. Ltd....................................... 90 RAM Corporation.....................................................84 REHAB Hospital of the Pacific....................... 90 Royal Contracting Co. Ltd..................................83 S SeaWide Express...................................................100 Securitas Security Services USA, Inc.................................................................... 90 Sen Plex Corp..............................................................94 Servco Pacific Inc...................................................... 71 Sheraton Kauai Resort..........................................92

U UHA Health Insurance.......................................... 76 University of Hawai‘i............................................... 72 University of Hawai‘i Federal Credit Union.......................................96 University of Hawai‘i Foundation.............................................................88 USS Missouri Memorial Association..........................................................100 V Valley Isle Community Federal Credit Union............................110 Video Warehouse, Inc...........100 VIP Foodservice...........................84 Vivia Cares, Inc............................110 W Waianae Coast Comprehensive Health Center..........................86 Waikiki Health................................95 Wasa Electrical Services Inc..............................84 Watumull Brothers Ltd............82 Wave, Inc. and Subsidary... 103 Wells Fargo Advisors.................96 WestPac Wealth Partners Hawaii.......................91 Windward Auto Group LLC..................................86 X Xiber Hawaii................................. 108 Y Y. Hata & Co., Ltd.........................75 YMCA of Honolulu......................96 Young Brothers LLC................. 80 Z Zephyr Insurance Co. Inc...........................................88

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116

WHAT

MAEUARIN FROM

CAN L

KAUA‘I’S

RECOVERY AFTER E N A C I R R U H INIKI

IMAGE CONTAINS: SENTINEL-2 CLOUDLESS - HTTPS://S2MAPS.EU BY EOX IT SERVICES GMBH (CONTAINS MODIFIED COPERNICUS SENTINEL DATA 2022)

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BY N OE L L E F U J I I - OR I D E

?

T

HIRTY-TWO YEARS AFTER HURRICANE INIKI MADE LANDFALL ON KAUA‘I IN 1992, FEW PHYSICAL REMINDERS REMAIN OF THE STORM’S DESTRUCTION, BUT THERE ARE MANY REMINDERS OF THE ISLAND’S RESILIENCE.

They include 20 homes in the 189-unit Hokulei Estates subdivision in Puhi, over 160 homes built around the island by homeowners in partnership with Kaua‘i Habitat for Humanity, and the Kalepa Village low-income rental project in Hanamā‘ulu. These residences were part of about 565 new affordable homes built in the decade after Iniki using disaster relief funds.

“In a way, a disaster can have very positive benefits for the community if it’s designed and worked out right,” says Chad Taniguchi about Kaua‘i’s recovery. He served as Kaua‘i’s housing administrator from 1990 to 1995.

He and others familiar with Kaua‘i’s recovery say some of the Garden Isle’s lessons may provide insights for Maui, though they acknowledge the disasters had starkly different impacts.

In August 2023, wildfires on Maui destroyed over 2,200 structures, caused $5.5 billion in damage and claimed 101 lives, making it one of the deadliest U.S. wildfires in the last century. Hurricane Iniki, in contrast, severely damaged or destroyed over 4,000 Kaua‘i homes, caused over $6 billion in damage in today’s dollars, injured about 100 people and killed seven.

Maui is already implementing some of Kaua‘i’s lessons by building temporary housing projects that can later be used for permanent housing and by establishing an office to expedite rebuilding permits. That office issued its first permit to rebuild in Lahaina in mid-May. “If you have the concept that you want this disaster to be of benefit for the long term for the people who are already there and who are being displaced, use that as overall value or principle, I think you can find ways to make that come true,” Taniguchi says.

DIFFERENT DISASTERS AND IMPACTS

Iniki, a category 4 hurricane, was the strongest recorded hurricane to hit Hawai‘i. JoAnn Yukimura, who served as Kaua‘i’s mayor from 1988 to 1994, recalls sleeping on her office floor the night before Iniki made landfall on Sept. 11, 1992. She woke up to a very different island.

Winds up to 160 mph flattened wooden structures, tore off roofs and knocked out about half of the island’s power lines, leaving many communities without electricity for weeks. Thousands of residents were displaced and found shelter with family or friends, at hotels or on the beach.

Most hotels were so damaged they closed; those still operating housed relief workers and displaced residents. But the island’s tourism industry, which comprised between 65% and 70% of Kaua‘i’s economy, came to a standstill.

Yukimura recalls viewing the island from a helicopter the day after Iniki. While flying over Kekaha on the island’s west side, she saw residents checking on neighbors, fixing their roofs and waving to her.

“There was already such a community spirit,” she says.

Within a month, the Kaua‘i County Council and Yukimura approved the creation of an Office of Emergency Permitting to process rebuilding permits and waive permit fees. The Federal Emergency Management Agency funded the OEP. Several repairs and replacements were exempted from permit requirements. Among them were repairing or replacing non-retaining walls and fences, and non-bearing walls, ceilings, floors and windows.

Kaua‘i also required that structures be rebuilt with hurricane connectors and other requirements to better withstand future hurricanes. Yukimura says among the lessons learned from Hurricane

H AWA I I B U S I N ES S

117

PHOTO: COURTESY KA LA‘I

Iwa, which struck the island in 1982, was adopting stronger hurricane requirements and requiring permits for major repairs and rebuilds of existing structures. If Kaua‘i had done both after Iwa, it may not have sustained as much damage from Iniki, she says.

“Hurricane Iniki created the urgency to get things done,” she says. “And as long as you could guide it to get it done right – because there’s often the temptation to just do it fast and not do it right – if you can do it right, then it is a long-term foundation.”

SEPARATE PERMITTING OFFICE

Kaua‘i’s Iniki recovery generated a construction boom. The OEP issued nearly 14,300 permits between October 1992 and the end of May 1995. The office was run by Keith Companies, a private engineering and surveying firm.

Reconstruction or repairs of hurricane-impacted structures had to comply with health and building requirements that were in place in 1992.

An owner would have to go through the normal permitting process if he or she wanted to rebuild a hurricane-damaged structure substantially larger, change the structure’s use or density, or rebuild in a high hazard area. The OEP also did not process Special Management Area permits or zoning changes, says Peter Vincent, an O‘ahu architect who helped establish and run the office.

In addition to processing permit applications, the office conducted outreach to help residents understand the new requirements. Staff held seminars, participated in radio programs, distributed flyers and went house to house to hang door hangers. Vincent says the OEP even wrote letters to insurance companies to explain what homeowners needed to do to rebuild.

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He adds that the office was meant to be a one-stop. At its peak, it employed 64 plans examiners, inspectors, clerks and administrative staff, but the office also for a time housed representatives from the state Department of Health.

That helped expedite decision-making.

The one-stop shop “short circuited a lot of the issues or finger pointing or ‘go see somebody else’ kind of thing. And that was really needed. I think something like that on Maui would be super helpful because permitting is such a hard process,” Vincent says.

He adds: “For people once they finally are able to rebuild, they don’t have to wait two years to get a building permit. It’s just ridiculous. I mean, they’ve been through enough hardship.”

While Kaua‘i’s rebuilding started quickly, Maui’s has taken longer due to the hazardous materials that must be cleared after the fires.

“Many of the Kaua‘i properties were damaged but not burned to the ground,” says Carl Bonham, executive director of UH’s Economic Research Organization.

“And there’s a difference between replacing all your windows and roofs and repairing something versus starting from scratch.”

In an email, Maui County’s Communications office wrote that the county learned lessons from all its state and county partners, including Kaua‘i, which was among the first to send its people and other resources to Maui to help with emergency response after the August 2023 fires.

The County also received assistance from California’s Sonoma County.

Maui County opened its Recovery Permitting Center at the end of April.

The center is run by 4Leaf Inc., a California-based professional services firm that specializes in fire recovery and also helped Sonoma County with its permitting needs after wildfires.

“IF YOU CAN

MINIMIZE THE AMOUNT OF MONEY GOING OUT FOR THE SHORT TERM AND INVEST IN THINGS THAT WILL BE A BENEFIT TO THE PEOPLE AND THE ISLAND FOR THE LONG TERM, THEN THAT’S THE BEST WAY. THAT’S HOW YOU USE A DISASTER FOR POSITIVE THINGS.” CHAD TANIGUCHI

FORMER KAUA‘I HOUSING ADMINISTRATOR

GOV. JOSH GREEN JOINS THE APRIL 30 GROUNDBREAKING OF KA LA‘I OLA, WHICH WILL CREATE 450 HOUSING UNITS FOR MAUI WILDFIRE SURVIVORS WHO AREN’T ELIGIBLE FOR FEMA ASSISTANCE.

“It’ll be very important for folks who are trying to rebuild once the debris is all removed,” Bonham says. “I think we’ll see that permitting activity in the latter half of this year start to ramp up for folks literally going in and rebuilding their destroyed properties, particularly in Lahaina.”

As of June 21, the Recovery Permit Center had processed about 80 permit applications and issued 15 permits. Applicants can request that their permit fees be deferred if they are rebuilding residential structures. And permit fees may be assessed at half of what they would normally be if residential and commercial structures were built not long before the August wildfires. In an email, Maui County’s Communications team wrote that the county has not deferred permit fees for any single-family houses that are being rebuilt in fire-affected areas.

The Grassroot Institute of Hawaii argues that permit fees should be waived instead. Malia

Blom Hill, policy director of the nonprofit public policy research organization, says those fees can block residents from rebuilding.

Permit fees are set in Maui’s annual budget ordinance and vary based on the valuation of the construction work. For example, projects valued from $100,001 to $500,000 are charged $880 for the first $100,000, plus $5 for each additional $1,000. Electrical, plumbing, driveway, grading and other permits have additional charges.

LIMITED TIME FRAME

It’s hard to miss the Coco Palms hotel along Kaua‘i’s Kūhiō Highway. Until recently, the Wailua hotel, located on culturally and historically significant land, has sat largely derelict since it was battered by Iniki.

Now, construction activity abounds under the latest rebuilding effort. Developers are rebuilding under a so-called “Iniki ordinance”

that allows non-conforming structures to be rebuilt to their pre-hurricane conditions. Coco Palms’ previous owners received permits to rebuild prior to the now-repealed ordinance’s 2015 expiration.

Gary Hooser, a former Kaua‘i councilmember and state senator, says the hotel should not be allowed to be rebuilt under decades-old standards. He voted in 2013 against the county bill that extended the ordinance’s expiration to 2015. He says that the ordinance had a valid purpose after the storm – to allow people to rebuild – but “it should be limited to that purpose and not held out forever.”

Maui County is now considering a proposal that would allow nonconforming structures impacted by natural disasters, such as the August wildfires, to be repaired or rebuilt in a similar fashion while complying with existing building and fire safety requirements. Building owners H AWA I I B U S I N ES S

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PHOTO: COURTESY DAVID-BIEKER

“AS LONG AS WE

210

ADD 2,000 TO 3,000 HOUSING UNITS AND FREE UP SOME OF THE VISITOR PLANT OVER THE NEXT YEAR, THEN I THINK OUR VISITOR FORECAST HAS A CHANCE OF COMING TRUE.” CARL BONHAM

EXECUTIVE DIRECTOR, UH ECONOMIC RESEARCH ORGANIZATION would need to have their final inspections done within four years of the governor’s original state of disaster.

Jonathan Helton, policy researcher for the Grassroot Institute of Hawaii, says he questions whether four years is long enough, especially for Lahaina structures located in the special management area and historic districts. Structures in those areas require additional approvals.

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One option, he says, is for Maui to provide flexibility to building owners by including language in the proposal to allow the mayor to extend its time frame.

Maui’s nonconforming structure proposal passed its Planning Commission in late February, with an amendment to allow the structures five years to rebuild, with an option for a two-year extension; at press time, the Maui County Council had yet to introduce the bill.

BUILD LOTS OF HOMES

Taniguchi recalls a meeting he had with a representative from the U.S. Department of Housing and Urban Development after Hurricane Iniki. The Kaua‘i Housing Agency had just built 35 simple cottages around the island on lots where homes were destroyed. The first cottages were mostly built by volunteers, but the project was considered a failure for costing twice its budget after volunteer labor couldn’t be sustained.

However, HUD was blown away by the county government’s efforts to meet its residents’ needs, Taniguchi says. In 1994, the department gave the Kaua‘i Housing Agency $41 million in disaster funds. Prior to Iniki, the agency received about $700,000 to $1.2 million in federal monies each year.

KAUA‘ I HABIT AT FOR HUMA NITY RECEI VED INIKI RELIE F FUNDS IN 1997 TO BUILD 95 FOR-S ALE HOME S IN ITS ‘ELE‘E LE ILUNA SUBDI VISION .

According to a September 1993 article in the Honolulu Star-Bulletin, the island then needed about 6,000 new homes to meet housing demand. Monthly rents for a two-bedroom apartment averaged $1,100 compared with about $900 pre-Iniki; for a three-bedroom, rents averaged about $1,400 compared with $1,000 prior.

Insurance covered most of the rebuilding for existing homes and commercial buildings, so the $41 million was largely used to build 563 affordable homes under the agency’s Pāku‘i Housing Program over 10 years.

The agency held a series of community meetings to get feedback on the affordable housing projects that developers proposed.

Ken Rainforth, who worked for the Kaua‘i Housing Agency in various roles between 1979 and 2009, says that helped projects get approved without opposition.

Projects were given grants and no-interest loans; the paybacks went into a revolving fund to fund other affordable housing projects.

Disaster funds also helped the county to rebuild 10 homes damaged by Iniki, establish a homebuyer loan program that funded eight homes, construct two water wells in Kekahā and Hanamā‘ulu, and hardened existing infrastructure in other areas.

RENDERING: COURTESY KA LA‘I

AN ARTIST’S RENDERING OF THE KA LA‘I OLA TEMPORARY HOUSING PROJECT FOR WILDFIRE SURVIVORS IN LAHAINA.

“If you look at it from afar, you don’t want anything to be left after you spend all this money for short term efforts,” Taniguchi says, adding that he doesn’t know the specifics of Maui’s recovery.

“If you can minimize the amount of money going out for the short term and invest in things that will be a benefit to the people and the island for the long term, then that’s the best way. That’s how you use a disaster for positive things.”

Several interim housing projects are underway to house displaced Maui residents and will have longer-term benefits after those initial uses.

One is the 450-unit Ka La‘i Ola being built in Lahaina. The project will house survivors ineligible for federal aid for up to five years, after which the state will commit the land and permanent infrastructure to the Department of Hawaiian Home Lands. And the 175-unit Hale ‘O Lā‘ie, the former Maui Sun Hotel in Kīhei, will transition to teacher and workforce rentals with public kindergarten space after it is initially used to house survivors.

CHALLENGING RECOVERY

It took Kaua‘i’s economy eight years to recover after Iniki, according to a 2009 working paper by the UH Economic Research Organization.

Unemployment rose to 19.1% imme diately after the hurricane, compared with 6.8% just before. The island lost about 3,000 private sector jobs – about 12% of the island’s employment – amounting to $225 million in 2008 dollars in annual lost income.

Kaua‘i’s unemployment rate did not return to pre-Iniki levels until 1999, and the number of private jobs available didn’t return until 2002. While visitor arrivals to the island stabilized in 1995, they didn’t reach pre-Iniki levels until 2008.

Bonham, the UHERO executive director, says Maui has a challenging recovery period ahead.

Maui was already suffering from a severe housing shortage, and in the immediate days after the fires, nearly 8,000 Lahaina residents were sheltered in 40 hotels. His organization estimates that 3,500 people have left the island and that the labor force is down about 5,000 people.

The Maui wildfires led to the loss of 7,000 jobs in September 2023 compared with pre-wildfires, so there has been some recovery, he says. Many employers in industries heavily impacted by the pandemic struggled to find workers even before the fires. But he expects the jobs recovery will slow moving forward, especially for the food service and retail sectors.

About 60,000 visitors spent about $250 to $300 each day on Maui before the fires. Bonham says that number is down by 15,000 people as of the first quarter of this year. The daily visitor count isn’t expected to return to 60,000 people until the end of 2025.

“It’s going to get harder for that recovery going forward to the extent that we don’t add housing quickly,” he says. “As long as we add 2,000 to 3,000 housing units and free up some of the visitor plant over the next year, then I think our visitor forecast has a chance of coming true and will continue to see some growth, but we will still see average daily census on Maui that’s well below pre-wildfire.”

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BY STEV E PET RANI K

THE PARTICIPANTS IN THIS SESSION WERE: CHASE CONCHING,

PRINCIPAL AND CREATIVE DIRECTOR OF LIBRARY CREATIVE

RYLEY HIGA ,

MACHINE LEARNING ENGINEER AT SUMO LOGIC

YOLANDA LAU,

CONSULTANT, EDUCATOR AND CO-FOUNDER OF HAWAI‘I CENTER FOR AI

LIYA SAFINA ,

DIGITAL DESIGN AND INNOVATION CONTRACTOR FOR GOOGLE AND OTHER COMPANIES MODERATOR:

RYAN OZAWA ,

EMERGING TECH EDITOR FOR DECRYPT AND FOUNDER OF HAWAII HUI

TOOLS YOU CAN USE NOW One of the six sessions at Hawaii Business Magazine’s AI Hawai‘i Summit in June was called “Leveraging Innovative Apps and Platforms Now.” THIS TRANSCRIPT OF THAT SESSION HAS BEEN EDITED FOR CLARITY AND BREVITY.

YOLANDA LAU: “I FIND CHATGPT TOO STIFF, IN THE WAY THAT GEMINI IS TOO INFORMAL. CLAUDE HAS A NICE MIDDLE GROUND.”

OZAWA: This session is practical and hands-on.

We’re going to open up that AI toolbox. Raise your hands if they have fired up ChatGPT. (scans audience) Almost everybody. Who has an AI app on their smartphone? (scans audience) About half. So rather than getting into basics, we’ll go deeper. Yolanda, what are the innovative platforms you use?

LAU: ChatGPT 4 – and I think you should start there.

Before that launched I told people to use Meta AI as their introduction. I think each of the different large language models has their strengths and weaknesses. Meta is better generally for short-form content. I prefer Claude for longer form content. If I’m doing coding, I prefer ChatGPT. But the truth is I have a browser open with all of them in separate tabs. I will try prompts in all of them, and then keep iterating with a model or two before I finally pick the one for that specific task.

OZAWA: We’ll start with the text generators most people RYAN OZAWA: “SUMMARY TOOLS WITHIN OTTER AND ZOOM ARE USEFUL BECAUSE YOU CAN COME OUT OF A MEETING WITH THE ACTION ITEMS OR A CHECKLIST.”

are familiar with. We’ll go through text, image, video and specialized business applications. Chase, as a branding strategist, you do a lot of writing. You certainly want to represent the client’s voice, certainly the spirit of Hawai‘i, and we learned that can be a challenge based on what the broad internet has taught people about Hawai‘i. How do you use the text tools?

CONCHING: There was a good question from the audi-

ence in a previous session about the lack of information about Indigenous people in these large language models.

What’s really cool is we now have access to a hui of people that have access to Hawai‘i photos and offline text and are using that to inform these language models and plan to open source these Indigenous datasets.

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P H OTO S A A R ON YOS H I N O

OZAWA: A group called Indigenous AI is focused on

improving that representation around the world – the availability of the datasets and the quality of the outputs.

Are you using ChatGPT or another text tool?

CONCHING: Like Yolanda, I go back and forth between

a few different large language models. ChatGPT is one; its multimodality is a game changer for me. I also use Claude. I’m on the go quite a bit, so I use mobile apps for ChatGPT, Pi and Claude for different reasons.

OZAWA: Ryley, as a software developer, what does your

toolbox look like?

HIGA: For generative text, I mainly use ChatGPT

and Claude. I use GitHub Copilot for personal projects and I find GitHub Copilot to be a very useful tool for programming.

CHASE CONCHING: “INSTEAD OF OTTER I USE FATHOM FOR TRANSCRIPTION BECAUSE IT IS HIPAA CERTIFIED AND SOC-2 CERTIFIED.”

SAFINA: If you’re trying to generate imagery that’s very

specific to a culture, the large language models cannot get that specific. One workaround is to leverage either OpenAI or Adobe Firefly within Photoshop to generate a piece of an image that I want, rather than trying to have it get everything right all at once. It’s like a puzzle: You get each piece individually correct first, then work on the whole.

For image generation, Midjourney of course.

Midjourney will also analyze imagery you send it. For instance, if you are working with a particular photographer, style or artist, you can send Midjourney a referential image, ask it to analyze the image, so Midjourney tells you the way it would describe the image. Then you can work with the output that it provides to get your result closer to the way Midjourney describes it rather than the way humans describe it.

I also use AI because I’m an immigrant; English is my second language and the metric system is my first way of measuring everything. I needed work done in my backyard and I couldn’t estimate the area’s size in square feet. So I sent photos to Open AI with different angles and asked: Can you estimate it in square feet?

OZAWA: Yolanda, why is Claude your preference for

long-form content versus ChatGPT?

LAU: I think it’s more about the style. I find ChatGPT

too stiff, in the way that Gemini is too informal.

Claude has a nice middle ground. I like what Liya said about starting in the corner of an image. I feel the same way about writing. If you ask ChatGPT or any LLM to provide generic content – an article about whatever – you’re going to get something generic and terrible. But if you start by asking: Can you talk about this one idea, then build off that, that’s how you get the results you want.

OZAWA: Chase, how do you use tools so you don’t get a

generic response?

CONCHING: Provide as much context as possible. Mike

Trinh in the opening session said he uses five or six different prompts to get the output as refined as possible. That is important. So is building the expertise to then say, “This is incorrect” or “This is not my style, please correct it.” Nowadays, a lot of the large language models will remember that you like to write in one particular style, or you don’t like to use this particular language. Sometimes people feel they’re bugging the program if they prompt it over and over. But it’s really helping it help you.

SAFINA: With text, I find what works is reverse engi-

neering, figuring out if there’s a particular writer you like, feeding the model that content and asking what’s so particular about it. What is different about the way this author structures sentences or uses descriptors? Tell me what’s the formula in bullet points. My most common request is TLDR – too long, didn’t read – so it gives me concise answers. I learn what makes this text different and then apply this formula to the prompt I give AI. OZAWA: My examples of multiple iterations to AI:

“You are an expert in agriculture and have a technical understanding of this and that, and are speaking to someone with a 10th grade education. How would you articulate this information?”

H AWA I I B U S I N ES S

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HIGA: One technique I use when prompting ChatGPT is

called in-context learning – giving examples of how to do the task. Another technique is reachable augmented generation. That means you’re providing facts and knowledge inside the prompt so ChatGPT has the information to answer your question. Another simple technique is chain of thought prompting: Ask ChatGPT to explain its reasoning.

LAU: I use Otter to record meetings when I think taking

notes will be impractical or I’m likely to miss stuff, and always ask permission before recording. Then I can go over the transcript for details I missed.

CONCHING: Instead of Otter I use Fathom for transcription

because it is HIPAA certified and SOC-2 certified (good for financial data). Also, they have a transparent policy on what data they use. They don’t use any recorded data or chat data to train their models. It’s important before you commit to a tool to read its policy on data retention and usage.

OZAWA: I am a fan of Otter. There’s also Fireflies.ai

and other tools. Transcripts are useful if you’re looking for the actual words. Otter makes it easy to edit and correct, which you still have to do. But summary tools within Otter and Zoom are useful because you can come out of a meeting with the action items or a checklist like, “Yolanda will bring the chicken and Ryley will make rice.”

Let’s move to images. Liya got us started with Midjourney. Chase, what’s your image creation tool?

CONCHING: In my work, that’s mainly creative and by

proxy marketing, etc., we do a lot of creative execution, and we use image generation tools for early ideation, but there’s 124

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still absolutely the need for a human. Midjourney is one of the tools we use quite a bit.

We are developing our own models using Indigenous faces. That’s something we’re eventually hoping to open source.

An industry standard is still Adobe. I was fortunate to work with Adobe back in 2018 on their Sensei project, their early generative AI model, and that turned into Firefly. What I like about Adobe is they are one of, if not the only major player in the space, that only sources training data from licensed or open source information. They pay artists for images they use in their training data. So even though they might be a little behind the curve in quality of output, they are the most ethical, in my opinion, when it comes to input.

OZAWA: Yolanda, is ChatGPT your go-to for image work?

LAU: I prefer Firefly, for the same reason as Chase: They’re

not using data they’ve sourced illegally. You feel safer using content created by Firefly versus ChatGPT or Dall-E. HIGA: I use Firefly and Dall-E usually, but I only use it

mainly for personal flyers for meetings and such. I often use something like Magneto, which is free and casual.

OZAWA: Canva has options like that.

SAFINA: Yes, Canva. For each industry, there’s one tool

that tries to be everything, your Swiss Army knife, and in marketing Canva is that, allowing you to generate your own images. For presentations, you can simply drop in three photos of your team members and it will give you four different options of beautifully designed slides, biographies and names, all well designed.

I’m a designer, so I will never advocate for “Let’s replace all designers with Canva.” But there’s a time and place for AI. You will never find a designer who says my joy in life is creating presentations. We want to free designers to do higher level work. But something as simple as a flyer for social media or a presentation, use Canva. Canva is the number one tool that I would encourage all businesses to try. Tell your marketing department: “See how much time you can save to actually be more creative.”

CONCHING: For entrepreneurs and businesspeople who

don’t have full marketing departments, Canva will save time and money. I recommend it.

LAU: I agree on Canva. Another one I use is Ideogram,

which gives 100 free images each day. These image generation tools help anyone become an entrepreneur. You used to need a designer to make a starter logo for you. Now you can have AI do it. Anyone can use AI to start their own business pretty much overnight, something that would have taken months before.

SAFINA: One more tool specifically for presentations:

Gamma AI. I used it for a conference and it took me half the time that it normally takes me to prepare a conference presentation. Gamma was easy to use. And there’s Beauti-

ful and 10 others that cut your time in half while creating presentations that are better than templates.

OZAWA: Let’s move to video generation. Ryley, what’s

your favorite?

HIGA: I used Pika, which turns text into video, but the

quality was poor. For text to video, we’re not there yet.

CONCHING: But there are more limited tools that save

tons of time for video editors. Premiere now can automatically remove objects from moving scenes so you don’t have to do it manually.

LAU: We can’t access Sora as everyday people, but you can

use tools like Canva or Synthesia to make training videos.

Take your pages and pages of written training content and turn them into a talking head that people can learn from.

It’s easier for employees than reading and they’re likely to retain more of the information.

OZAWA: Let’s talk next about business applications. What

about Zapier?

LAU: (turns to the audience) Who has used Zapier? (only

about half a dozen raised hands) That’s surprising to me.

Zapier is free – you can pay to get more – no coding and it

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H AWA I I B U S I N ES S

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RYLEY HIGA: “I USE GITHUB COPILOT FOR PERSONAL PROJECTS AND I FIND GITHUB COPILOT TO BE A VERY USEFUL TOOL FOR PROGRAMMING.”

LIYA SAFINA: “I USED (GAMMA AI) FOR A CONFERENCE AND IT TOOK ME HALF THE TIME THAT IT NORMALLY TAKES ME TO PREPARE A CONFERENCE PRESENTATION.”

OZAWA: I want to mention a couple of AI companies

allows anyone to automate almost anything. So you don’t need to write the code to call the API (an application programming interface between two applications), you just use Zapier to call whatever and you can hook up Airtable to literally anything. There’s so many uses. Everyone should have a free account.

OZAWA: Basically a translation tool between

different platforms. What common applications do you see for Zapier?

LAU: Use it for anything repetitive, time-consuming, that

you don’t want to do yourself. I use it to call data from standard emails into spreadsheets, which is a format I want. Magical.

SAFINA: If there’s one takeaway from this panel, I

highly encourage anybody who’s dealing with marketing, sales or customer relationships or automation, to check out Zapier. A feature called Zaps allows you to write algorithms. If my company gets an inbound email or a form submission, we can segment who submitted this form. Is this an existing customer or new? If existing, do we want to send them a message or Slack or notify our rep to call them? It talks to Slack, Salesforce, Intercom, texts. You don’t need to add new tools, you can link existing tools to automatically do actions that normally a human oversees. It’s an amazing tool to experiment with.

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with Hawai‘i ties. Legislature.ai started here about a year ago and allows you to track legislation that might impact you or your company. A company called Sudowrite has a writing tool focused on creative writing. I know a group that got a grant that AI wrote the application for. And finally Segment X, if you’re looking for marketing and business development help.

LAU: And Reef.ai for understanding your customers.

And I just want to mention the founder of Sudowrite, Amit Gupta, lives in Honolulu.

AUDIENCE QUESTION: The website theneuron.ai

ranks AI tools, but is there a platform that replicates this panel and tells me, “You should be using this and that.”

SAFINA: There’s a newsletter I love called “You proba-

bly need a robot.” Every day or every other day, it sends you the latest business tools to use.

HIGA: I find it useful to see if there is an AI integration

for apps I already use and then test it. There’s good and bad AI integration, so test first.

AUDIENCE QUESTION: How do we learn to trust that

these products are not uploading our data?

SAFINA: Every time I accept a privacy policy, I copy the

whole policy and throw it in ChatGPT and ask, “Summarize this in 10 bullets,” so I know what I’m agreeing to.

OZAWA: All of these AI tools have a switch where you

can tell them, “I don’t want you to use what I’m submitting to you to further train your bot.” They hide the switch but you can trigger it.

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H AWA I I B U S I N ES S

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THE

The 2nd Annual Women Entrepreneurs Conference was an incredible day featuring 40 speakers from across the state plus keynotes by Denise Woodard of Partake Foods and Chef Robynne Maii of Fête.

“The Women Entrepreneurs Conference offered a perfect blend of insightful topics, tangible tools and resources for business growth, inspiration, and networking. The keynote speakers’ candid sharing of their journeys added a personal and relatable dimension to the event underscoring the vibrant enterprising spirit among women in Hawai i and beyond. CPB is proud to be the presenting sponsor of this outstanding event as it aligns with our commitment to support small business in Hawai‘ i and the success of women entrepreneurs.”

—SUSAN UTSUGI , GROUP SENIOR VICE PRESIDENT & DIVISION MANAGER , CENTR AL PACIFIC BANK

Hawaii Business Magazine and presenting sponsor Central Pacific Bank were proud to bring together nearly 300 women to learn, grow, and connect.

The conference provided information on access to capital, revenue growth opportunities, financial management, and more. Local female entrepreneurs had the opportunity to network intentionally with fellow entrepreneurs, funders, and key players in Hawai‘i’s entrepreneurship ecosystem.

The WE Conference could not be possible without the generous support of presenting sponsor Central Pacific Bank, supporting sponsors ALTRES, Alaska Airlines, Goodmerch Supply, and JPG Hawaii, and special partner the Patsy T. Mink Center for Business & Leadership.

Mahalo nui to all that made this event a success, especially our amazing speakers!

MAHALO TO OUR SPONSORS & PARTNERS PRESENTED BY:

SPECIAL PARTNERS:

“Alaska Airlines is proud to support the Women Entrepreneurs Conference because empowering women in business aligns with our commitment to fostering community growth and innovation. By championing access to resources and networking opportunities, we help create a more inclusive and dynamic entrepreneurial landscape in Hawai‘i.”

—JACOB AKI , PUBLIC AFFAIRS MANAGER , AL ASK A AIRLINES

SUPPORTING SPONSORS:

“For over 55 years, ALTRES has empowered Hawaii businesses with expert support in payroll, staffing, benefits administration, and compliance.

Our commitment to women-owned businesses is strong, with over 700 of our clients being women entrepreneurs. We passionately support the growth and success of women-led businesses in our community. Congratulations to all our wahine leaders on their work to create new opportunities and make Hawai‘ i a better place.”

— R AQUEL GUSS, DIRECTOR OF STR ATEGY, ALTRES

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“Goodmerch Supply is proud to sponsor the bags for the Women’s Entrepreneurs Conference. We always look forward to the amazing events held by Hawaii Business Magazine. The WE Conference was a great opportunity to connect with other women professionals in our community and get inspired by their stories!

Looking forward to the next event!”

—TAYLOR CONR ADT, GENER AL MANAGER , GOODMERCH SUPPLY

“I enjoy attending and meeting like-minded women and men at the WEC conference. The conference is top notch, and the networking is so beneficial for me and JPG Hawaii. I’ve met a lot of great people over the years which turned into new business and friendships. I also invited two women to this conference and they both enjoyed it. One of them was so inspired and motivated that she signed up for the upcoming Leadership Conference in July.”

—JODI NAK AMA , SALES CONSULTANT, JPG HAWAII

“The Patsy T. Mink Center for Business & Leadership at YWCA Oahu was honored to be a non-profit sponsor of the Women Entrepreneurs Conference. Thank you to Hawaii Business Magazine for providing our local women owned small business community with a content rich conference providing relevant workshops, dynamic presenters, and valuable connections.”

— COLLEEN MCALUNEY, DIRECTOR , PATSY T. MINK CENTER FOR BUSINESS & LEADERSHIP H AWA I I B U S I N ES S

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PA R T I

BY ST E V E PETR AN IK

Interviews have been edited for brevity.

Poll Measures the Pulse of Hawai‘i’s Businesses TWICE A YEAR, Hawaii Business Magazine asks the Anthology Marketing Group to take the pulse of the local business community. This spring, owners and executives of 407 companies each had unique stories to tell about their firms’ financial situations – ranging from awesome to awful and everything in between.

The BOSS Survey of 407 business owners and executives finds middling results on revenue, profit and staffing, and a sense that the immediate economic future is more likely to worsen than improve

When taken as a whole, the results of this latest BOSS Survey are worse than last fall’s survey. Much more disturbing is that optimism about the local economy’s future fell dramatically.

EACH BUSINESS REPRESENTATIVE WAS ASKED

WH ICH OF TH E S E OPTION S B E ST E XE M PLI FI E D TH E CU RRE NT CON DITION OF TH E I R COM PANY.

“WE’RE BRUISED BUT BACK ON TRACK. WE HAVE NOT FULLY RECOVERED FROM 2020 YET, BUT WE WORK ON THIS EVERY DAY. WE TACKLED HIGHER FOOD, LIQUOR AND LABOR COSTS BY RAISING PRICES, BUT A LOT OF HIDDEN COSTS AFFECT OUR BOTTOM LINE.” - K ALEO SC H N E I DE R DIRECTOR OF OPER ATION S , BUZZ ’ S ORIGINAL STE AK HOUSE (O‘AHU)

13%

1% DK/DA*

UNCERTAIN FUTURE

The proportion picking “uncertain future” was almost double last year’s results.

28%

FLOURISHING

13%

BARELY SURVIVING

45%

BRUISED BUT ON TRACK

TH E PE RFORMANCE I N DE X FE LL BAS E D ON A COM B I NATION OF TH E S E TH RE E FACTORS :

31%

29%

32% 38%

21% 59%

20%

40%

30%

Profit before taxes: This is where the pain was greatest.

Gross revenue: Here the good news outweighed the bad.

Employment: Changes in staffing were about even:

Only 29% of the businesses surveyed said profits before taxes were up from a year ago, while 40% said they declined.

The rest held steady.

Of the businesses surveyed, 38% enjoyed an increase in gross revenue while 30% suffered a decline. Others reported no change.

21% said they have more employees now than a year ago while 20% reported declines.

The remainder held steady.

*dk/da: Didn’t know or didn’t answer | Percentages don’t always add to 100 due to rounding 130

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THE BOSS SURVEY & 808 POLL

“WE ARE FLOURISHING. OUR SALES ARE STRONG. WE HAVE REALLY GOOD STAFFING AND ALL OUR POSITIONS ARE FULL. WE HAVE A GOOD FUTURE.” - LE I L A TH O M PSO N | GM , WINDOW TRENDS (K AUA‘ I)

120

BOSS PE RFORMANCE INDEX

SIGNIFICANT DIP SINCE PREVIOUS SURVEY

100

The BOSS PERFORMANCE INDEX gives us the big picture about what is happening now in the local economy because it measures changes in employment, gross revenues and profit before taxes at the 407 companies surveyed. Did those three important measures go up, down or stay the same?

1A

BOSS PERFORMA

80

APR 2020

NOV 2020

APR 2021

OCT 2021

MAY 2022

OCT 2022

APR 2023

SEPT 2023

I

MAR-MAY 2024

Index started at 100 in 1998.

“BARELY SURVIVING. WE HAVE ONLY BOOKED 3 NEW WEDDINGS SINCE THE AUGUST FIRES. THE MESSAGE POTENTIAL CLIENTS GET IS THAT THOSE WHO LIVE ON MAUI DO NOT WANT THEM TO COME. ANOTHER ISSUE IS MANY WEDDING GROUPS CAN’T AFFORD THE AVAILABLE ACCOMMODATIONS.” BOSS OPTOMISM

150

120

90

SIGNIFICANT DIP SINCE PREVIOUS SURVEY

A MAUI WEDDING COMPANY THAT ASKED TO REMAIN ANONYMOUS

60

APR 2020

NOV 2020

APR 2021

OCT 2021

MAY 2022

OCT 2022

APR 2023

SEPT 2023

I

MAR-MAY 2024

ILLUSTRATION: GETTY IMAGES

H AWA I I B U S I N ES S

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PA R T I

150

THE BOSS SURVEY & 808 POLL

BOSS OPTIMISM INDEX

120

90

SIGNIFICANT DIP SINCE PREVIOUS SURVEY

The BOSS OPTIMISM INDEX measures what the business owners and executives surveyed said about Hawai‘i’s economy in the coming year or two: whether they think it will improve, stay the same or worsen. The latest survey shows a big decline from the previous survey in optimism about the near future – continuing a trend that began after April 2021’s all-time peak in the BOSS Optimism Index.

BOSS OPTOMISM

60

APR 2020

NOV 2020

APR 2021

OCT 2021

MAY 2022

OCT 2022

APR 2023

SEPT 2023

MAR-MAY 2024

Index started at 100 in 1998.

16% 42% 42%

Only 16% of respondents in the latest survey thought the local economy would improve in the coming year or two, while 42% thought it would get worse. The rest believed it would stay about the same.

Only 13% said they planned substantial increases in spending.

13%

30% planned more cost cutting – up from 24% in the previous BOSS Survey.

30%

1%

didn’t know or didn’t answer.

56%

56% planned to stay the course, with no substantial increases in spending or cost cutting.

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Optimism about the future – or the lack of it – is a huge factor in business decisionmaking. Optimistic business leaders will hire more workers, launch expansions and offer new products and services. Less optimistic leaders may freeze or cut staff, delay expansion and reduce product lines or services.

To further probe these attitudes, the survey’s respondents were asked which of these statements best describes their companies’ spending plans for the coming 12 months.

“THE ECONOMY WILL HOLD STEADY. THERE’S STILL A LOT OF WILLINGNESS TO COME TO HAWAI‘I.” - BYRON K AY OWNER , KONA HONU DIVERS (HAWAI ‘ I ISL AND)

“IT’S HARD TO PREDICT …

BUT IF HOUSING CONTINUES TO RISE IN COST, THE ECONOMY WILL FALL, BECAUSE WE DON’T HAVE THE WORKFORCE.” - N IC HOLE H UTAFF- NAK AM U R A PRES IDENT, VALLEY ISLE EXCURS ION S

INDEX S AT 100

THE BOSS SURVEY & 808 POLL

THEN THEY WERE ASKED TO RATE THEIR CONFIDENCE THAT TH E I R COM PAN I E S

WI LL STI LL B E I N BUS I N E S S TH RE E YE ARS FROM NOW.

VERY WORRIED

1%

DK/DA*

11%

11%

SOMEWHAT WORRIED

42%

100% CONFIDENT

36%

FAIRLY CONFIDENT

“SPEAKING WITH TONS OF FRIENDS, VENDORS, COLLEAGUES IN THE TOURISM AND WEDDING INDUSTRY THIS YEAR, THEY ARE ALL IN THE SAME BOAT AS I AM. WE’RE NOT GETTING NEW BUSINESS AND NOT SURE IF IT WILL HAPPEN ANY TIME IN THE NEXT FEW YEARS.” A MAUI WEDDING COMPANY THAT ASKED TO REMAIN ANONYMOUS

Those answers are dramatically darker than the BOSS Survey taken a year earlier. Back then, 56% of respondents – well more than half – were 100% confident in their companies’ future and only 5% were very worried.

ILLUSTRATION: GETTY IMAGES

“THE ECONOMY IS GETTING WORSE, AND I EXPECT THIS TREND WILL CONTINUE UNTIL 2026. THERE ARE MANY ISSUES WORLDWIDE AND UNTIL THEY ARE CLEARED UP, IT WILL AFFECT OUR ECONOMY.” - K ALEO SC H N E I DE R BUZZ ’ S ORIGINAL STE AK HOUSE *dk/da: Didn’t know or didn’t answer | Percentages don’t always add to 100 due to rounding H AWA I I B U S I N ES S

133

50%

STRONGLY SUPPORT TOO LOW

20%

PA R T I I

MUCH TOO LOW

40%

THE BOSS SURVEY & 808 POLL

2B

SOMEWHAT SUPPORT

100

SOMEWHAT OPPOSE

10% 30%

0

43% 43%

33% 39%

19% 16%

What Changes in Hawai‘i Taxes Do You Favor?

50%

STRONGLY SUPPORT

SOMEWHAT SUPPORT

40%

30%

5% 2%

34% 44%

31% 35%

0 However, this year’s Legislature rejected Green’s proposed $25 visitor tax and a proposed exemption to the excise tax for food sales.

Please note: We conducted most of the BOSS Survey of local business owners and executives and all of the 808 Poll of the general public during the legislative session, before the income tax cut received final approval.

5%

0% 0%

60

STRONGLY

TOO LOW OPPOSE

40

OVE R ALL TA XE S : H IG H , LOW OR J UST RIG HT ?

10%

20

19% 16% 8% 31% 35% SHOULD 19%FOOD 13% BE EXEMPT

34% 44%

0For our first question on taxes, we

JUST ABOUT

TAX? asked respondents in both surveys: FROM THE EXCISE RIGHT When you consider taxation in Hawai‘i, including those taxes paid by100 YES residents and by visitors (including excise, income, property and all other SOMEWHAT 80 OPPOSE taxes), what is your thinking about the overall amount of taxes?

0

43%

NO

MUCH TOO HIGH

33%

60

STRONGLY OPPOSE

2%

TOO LOW

40

20

19% 13%

16% 16% 8%

BUSINESSPEOPLE

JUST ABOUT RIGHT

85% 92%

0

43%

15% 8% GENERAL PUBLIC

0%

39%

MUCH TOO LOW

SOMEWHAT TOO HIGH

2D

2

PERCENTAGES DON’T ALWAYS ADD TO 100 DUE TO ROUNDING.

THE DIFFERENCES OVERALL BETWEEN THE OPINIONS OF BUSINESSPEOPLE AND THE GENERAL PUBLIC WERE SMALL COMPARED TO DIFFERENCES BETWEEN SEGMENTS OF THE GENERAL PUBLIC. HERE ARE SOME OF THOSE DIFFERENCES:

The perception that local taxes are too high is greater among less affluent respondents than among the general public.

51%

54%

51%

55%

29%

32%

38%

34%

54% of adults under the age of 35 feel taxes are much too high. This percentage drops with age until bottoming out at 32% among seniors.

51% of renters feel taxes are much too high compared with only 38% of homeowners.

55% of respondents without college degrees think taxes overall were much too high, compared with 34% of those with college degrees.

AU G U S T 2 0 2 4

2D

PERCENTAGES DON’T ALWAYS ADD TO 100 DUE TO ROUNDING.

MUCH TOO HIGH

GENERAL PUBLIC

134

85% 92%

SOMEWHAT TOO HIGH

BUSINESSPEOPLE

For example, 51% of those who live in households that earn below $75,000 a year feel taxes are much too high.

This proportion drops to 29% among those residing in households earning more than $150,000.

YES

80

20%

20%

IN MAY, STATE LEGISLATORS PASSED, AND GOV. JOSH GREEN 10% SIGNED INTO LAW, A MAJOR INCOME TAX CUT FOR HAWAI‘I RESIDENTS.

SHOULD FOOD BE EX FROM THE EXCISE TA

RIGHT

JUST BOUT IGHT

80% 80%

2B

TOO

100% LOW

LOW

MUCH TOO LOW

2B

60%

DID THE COST OF GOODS AND SERVICES TOO 60% MUCH GO UP A LOT, A LITTLE OR LOW HOLD STEADY? TOO

PER AD

THE BOSS SURVEY & 808 POLL

40%

WHAT BUSINESSES SAID THEY DID THIS PAST YEAR

“I SEE BUSINESSES PICKING UP MORE OF THE TAX BURDEN, WHETHER IT’S CAR REGISTRATIONS OR IN OUR EMPLOYMENT TAXES. VISITORS TOO. THEY GET DINGED ALL THE SOMEWHAT HIGH, SHOULDOVERALL FOOD BETAXES: EXEMPT SUPPORT TIME WITHSHOULD AN EXTRA FEE FOR LOWEXCISE OR JUST RIGHT? FROM THE TAX? OVERALL TAXES: HIGH, FOOD BE EXEMPT LOWEXCISE OR RIGHT? FROM THE TAX? MUCH SOMEWHAT RENTING AJUST CAR.” TOO YES TOO NO HIGH 40%

20%

80%

33% 39%

9% 16%

60% 5%

40%

ONGLY PPORT

20%

2%

19% 16%

5% 2%

0% 0%

0% 0%

0%

0%

80

60

STRONGLY OPPOSE

40% 30%

30%

50%

19% 13%

40%

JUST ABOUT RIGHT

JUST ILLUSTRATIONS: GETTY IMAGES ABOUT RIGHT

60

STRONGLY OPPOSE

85% 92% 20%

FROM E XCI S E 20% TA X? MUCH TH E SOMEWHAT

TOO LOW

20

YES

20 TOO TOO HIGH asked if they felt that food should be 85% 92% 8% the excise tax. exempt16%from 0 10%

in19% both 31% Respondents 35%HIGH 13%surveys were 16% 8%

85% 92%

0

43% 43%

0

TOO LOW

NO 50%

10%

STRONGLY SUPPORT

2D

BUSINESSPEOPLE 40% 0

BUSINESSPEOPLE

GENERAL PUBLIC

GENERAL PUBLIC

PERCENTAGES DON’T ALWAYS 30% ADD TO 100 DUE TO ROUNDING.

43% 43%

33% 39%

PERCENTAGES DON’T ALWAYS ADD TO 100 DUE TO ROUNDING.

19% 16%

STRONGLY SUPPORT

50%

33% 39%

19% 16%

19% 16%

5% 2%

MUCH TOO STRONGLY LOW SUPPORT

SOMEWHAT SUPPORT

2B 60

40

40

20

20

34% 44%

34% 44%

19% 13%

31% 35%

19% 13%

- BYRON K AY | KONA HONU DIVERS

31% 35%

19% 13% 100

16% 8%

YES

0

NO

16% 8%

0

85% 92%

15% 8%

80

10%

0

80

10%

20%

31% 35%

NO 80

60

STRONGLY OPPOSE

34% 44%

2C

100

100

0% 0%

SOMEWHAT OPPOSE

30%

SHOULD FROM T SHOULD FOOD BE EXEMPT FROM THE EXCISE TAX?

2D 2C

0 0

SOMEWHAT SUPPORT

20%

SOMEWHAT SUPPORT 10%

40%

0% 0%

0% 0%

“I STRONGLY OPPOSE A YES VISITOR TAX. IF SOMEWHAT YOU WANT OPPOSE LESS OFSOMEWHAT SOMETHING, YOU TAX OPPOSE IT. IF YOU DON’T WANT STRONGLY LESS OPPOSE STRONGLYDRIVES OUR TOURISM, WHICH OPPOSE ECONOMY, THEN DON’T SHOULD FOOD BE EXEMPT RAISE TAXES.” FROM THE EXCISE TAX? 40%

5% 2% 30%

YE S OR NO TO A $2 5 20% VI S ITOR TA X? 50%

5% 2%

15% 8%

10%

33% 39%

0

8%

MUCH TOO LOW

MUCH TOO LOW

30%

15%

TOO LOW

15% 8%

JUST ABOUT RIGHT 43% 43%

20%

2B

40

OVERALL TAXES: HIGH, LOW OR JUSTLD RIGHT? S HOU FOOD 40B E E XE M PT

4% 44%

HIGH

MUCH SOMEWHAT 50% 100 - LE I L A THOM PSONYES | WINDOW TRENDS TOO TOO NO HIGH HIGH SOMEWHAT 80 40% OPPOSE

SOMEWHAT OPPOSE

2A

50%

100

0%

PERCENTAGES DON’T ALWAYS ADD TO 100 DUE TO ROUNDING.

20%

43%

2A

WHAT BUSINESSES SAID THEIR VENDORS DID THIS PAST YEAR

16% 8%

Each 60 respondent was presented with the following: A new $25 per visitor tax was proposed 40 by the governor and some state legislators this year. Respondents were then asked20their feelings about the proposed tax.

0

2D

BUSINESSPEOPLE

85% 92% BUSINESSPEOPLE

15% 8%GENERAL PUBLIC

GENERAL PUBLIC

PERCENTAGES DON’T ALWAYS ADD TO 100 DUE TO ROUNDING.

PERCENTAGES DON’T ALWAYS ADD TO 100 DUE TO ROUNDING.

H AWA I I B U S I N ES S

135

PA R T I I ILLUSTRATION: GETTY IMAGES

THE BOSS SURVEY & 808 POLL

PRICES 3% LOWERED OVERALL

3% LEFT PRICES

PRETTY MUCH THE SAME OVERALL

15% RAISED PRICES

A LOT MORE OVERALL THAN USUAL

81%

RAISED PRICES JUST A LITTLE MORE THAN USUAL OR ABOUT THE SAME AS USUAL

LOWERED PRICES OVERALL

0%

10%

LEFT PRICES PRETTY MUCH THE SAME OVERALL

WHAT BUSINESSES SAID THEY DID THIS PAST YEAR

41% RAISED PRICES

A LOT MORE OVERALL THAN USUAL

48%

RAISED PRICES JUST A LITTLE MORE THAN USUAL OR ABOUT THE SAME AS USUAL

DID THE COST OF GOODS AND SERVICES

Go Up a Lot, a Little or Hold Steady?

ONE RECENT PHENOMENON IN THE NEWS CONCERNS INFLATION AND PEOPLE’S PERCEPTIONS OF IT. The

Bureau of Labor Statistics says consumer prices nationwide for all items rose 3.4% from December 2022 to December 2023 – a little more than half the rate of 6.5% in the previous 12 months. And though the inflation rate fluctuates from month to month, the overall inflation rate for the first four months of 2024 is similar to 2023’s.

Nonetheless, surveys show many people do not feel inflation has fallen.

One commonly cited explanation: These people see that prices overall have not come down but remain much higher than before the pan-

WHAT BUSINESSES SAID THEIR VENDORS DID THIS PAST YEAR

demic. In this explanation, people equate today’s persistent high prices with continued high rates of inflation.

The next two questions in the BOSS Survey aim to test similar perceptions about higher prices among businesspeople. First, we asked businesses how much they had raised their own prices in the past year – something they are unlikely to exaggerate. We also asked them how much their vendors had raised prices in the same period. We compare the answers side by side.

I think that if people’s perceptions of prices were generally accurate, then the numbers in each row would be more similar. After all, the BOSS

Survey includes many local businesses that supply goods and services to other local businesses. Both groups of businesses have imposed higher prices on others, and paid higher prices imposed by other buinesses.

While only 15% of businesses surveyed said they raised their prices a lot in the past year, 41% of them said their vendors raised prices a lot. Knowing a bit about human psychology, I think it only natural that people and businesses are more likely to emphasize in their minds the price increases imposed on themselves, and less likely to emphasize in their minds the price increases they impose on others. I would probably think that way myself.

Percentages don’t always add to 100 due to rounding 136

AU G U S T 2 0 2 4

THE BOSS SURVEY & 808 POLL

WHO SHOULD LEAD LAHAINA’S FIRE RECOVERY? EACH RESPONDENT IN BOTH SURVEYS WAS PRESENTED WITH THE FOLLOWING STATEMENT:

The recovery and rebuilding of Lahaina involve all three levels of government and many nonprofits and organizations. Overlapping responsibilities and priorities have led to disputes and confusion.

Who do you think should be the overall leader in these recovery and rebuilding efforts?

Here are their responses.

NUMBER OF RESPONDENTS

407 | BUSINESSPEOPLE STATEWIDE 42 | BUSINESSPEOPLE MAUI COUNTY 459 | GENERAL PUBLIC STATEWIDE 57 | GENERAL PUBLIC MAUI COUNTY

MAUI MAYOR

27% 24%

THE STATE GOVERNOR

18% 8%

OTHER

17% 25%

MAUI COUNTY COUNCIL

15% 15%

FEMA AND THE FEDERAL GOVERNMENT

10% 20%

THE STATE LEGISLATURE

9% 6%

DK/RA*

5% 2%

MAUI MAYOR

20% 23%

THE STATE GOVERNOR

26% 17%

OTHER

8% 11%

MAUI COUNTY COUNCIL

23% 26%

FEMA AND THE FEDERAL GOVERNMENT

14% 12%

THE STATE LEGISLATURE

6% 11%

DK/RA*

0% 0%

0%

27%

MAUI MAYOR

25% OTHER

26%

THE STATE GOVERNOR

26% MAUI COUNTY COUNCIL

5%

10%

15%

20%

25%

30%

*dk/ra: *Don’t know or refused to answer | Percentages don’t always add to 100 due to rounding

M E T H O D O L O GY FO R T H E S E S U RV E YS The BOSS Survey and 808 Poll were conducted by Anthology, a Hawai‘i marketing group that is part of a global company called Finn Partners.

The respondents for the BOSS Survey were found by using a company listing purchased from a third-party business sample provider, as well as Hawaii Business Magazine’s Top 250 list and classified yellow page listings.

Interviews were done online as well as by telephone with owners, senior executives and other people at participating companies who were knowledgeable about their companies’ operations and finances. A total of 407 random interviews on O‘ahu, Maui, Hawai‘i and Kaua‘i were

conducted from March 27 to May 15, 2024.

A sample of this size has a margin of error of plus or minus 4.86 percentage points with a 95% confidence level.

The sample of companies was stratified based on number of employees. Businesses with one to nine employees were designated as “very small” and those with 10 to 49 employees were designated as “small.” Medium-sized companies were those with 50 to 99 employees and companies with 100 or more employees were classified as “large.” The data was weighted to reflect the proper proportions of each company segment based on numbers of employees as reported by the state of Hawai‘i Department of Labor.

A secondary goal was to complete interviews with a target set of companies that derive relatively significant proportions of their revenues from retail sales. A total of 71 were surveyed in this segment.

A separate online survey called the 808 Poll was conducted of the general public. A total of 459 surveys were conducted from March 22 to April 1, 2024.

Respondents were screened to ensure they were at least 18 years of age and fulltime Hawai‘i residents.

The margin of error for a sample of this size is plus or minus 4.57 percentage points with a 95% confidence level.

H AWA I I B U S I N ES S

137

PA R T I N G

S H O T

TIME: 12:00 P.M.

BY RYAN N N OEL AN I C OUL E S

LOCATION: MOLOKA‘I

PHOTOGRAPHER: AARON YOSHINO

138 Handmade on Moloka‘i EACH OF THE GARMENTS MADE AT KEALOPIKO’S SCREEN PRINTING WORKSHOP ON MOLOKA‘I ARE HANDMADE, ONE-OF-A-KIND AND TELL A STORY.

“We draw on our collective years of experience as Kanaka, living in this place and observing the natural world,” says Hina Kneubuhl, one of the company’s co-owners.

Kealopiko, which sells its clothes for women and men online, has nine wāhine employees. “It’s their hands

138

AU G U S T 2 0 2 4

that choose the placement, how much ink to put on the screen, how hard to press, what colors to use. Everything’s hand dyed, so they mix colors that vary slightly. They really have a lot of choice and agency over how each piece is printed, so no garment is exactly the same,” says Kneubuhl.

Even the weather affects each piece. “The way it comes out might differ depending on how sunny or windy it is that day. Those elements influence how the fabric dries and dye comes through. Everything is touched by loving hands and unique in its making.” thekealopikoshop.com

Mahalo Our sincere gratitude goes out to everyone who, over the past year, supported the people and places affected by the devastating Maui wildfires.

So many of you have embraced your kuleana for one another, sharing your aloha when it was needed most.

TO LEARN MORE ABOUT THE IMPACT OF THE MAUI STRONG FUND, PLEASE SCAN THIS QR CODE FOR OUR 1-YEAR IMPACT REPORT.

hawaiicommunityfoundation.org H AWA I I B U S I N ES S

139

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