Hawaii Business Magazine November 2024 by aio Hawaiʻi

I N - D E P T H R E P O R T O N C E D E D L A N D S P. 4 8 HAWAIIBUSINESS .COM

PLUS HAWAI‘I’S MOST CHARITABLE COMPANIES

T LEADER I F O R P N NO EAR OF THE Y

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C H A R I TA B L E

L E A D E R S

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

Purposeful Leadership. Catalyzing Change. Micah Kāne views leadership like philanthropy: a collective effort powered by many hands and resources. As CEO and president of the Hawai‘i Community Foundation, Kāne has led the organization through unprecedented times, recently raising more than $200 million for the Maui Strong Fund, while unifying individuals around a shared purpose of support and resilience. “Leadership, especially in challenging times, is about creating opportunities for others to succeed,” Kāne says. “The more responsibility you have, the more thoughtful you need to be. Good leaders foster trust and work alongside their communities to achieve lasting change.” The Maui Strong Fund, created by the Hawai‘i Community Foundation, brings together financial resources from across Hawai‘i and beyond to support the immediate relief and long-term recovery needs for communities impacted by the devastating Maui wildfires. At left, community members took part in a paddle out ceremony at Hanaka‘ō‘ō Beach Park in Lahaina on August 8, 2024 to commemorate the one-year anniversary of the wildfires.

Above: Photo courtesy of Hawai‘i Community Foundation Left: Photo by Mengshin Lin/AP

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H A WA I I L E A D E R S H I P F O R U M . O R G

Leaders in Our Community Omidyar Fellows, a program of the Hawai‘i Leadership Forum, is invested in philanthropic and nonprofit leaders driving transformative change in Hawai‘i. Fellows are leveraging social investments to address some of the state’s key issues, amplifying solutions that promote sustainable and long-lasting impact.

Power of Philanthropy Sulma Gandhi, Hawai‘i health lead for the Stupski Foundation, fosters community and trust-based partnership initiatives in early brain development and serious illness care. Marisa Hayase leads Hawai‘i grantmaking and communications for The Harry and Jeanette Weinberg Foundation, supporting community partnerships that break cycles of poverty and improve housing, health, and career pathway opportunities in Hawai‘i. Marissa Sandblom oversees grantmaking efforts that empower community-driven programs as the senior program director of the Hawai‘i Community Foundation. Alex Harris, vice president of programs of the Harold K.L. Castle Foundation, leads work to help more low-income students unlock upward mobility through high-quality education and obtaining a promising degree or credential. Photo by Ashley Smith

Making Collective Impact Suzanne Skjold, COO of Aloha United Way, collaborates with foundations, corporations, and nonprofits to advocate and build collective funding for long-term solutions to Hawai‘i’s pressing income inequality, housing, and workforce issues. Darcie Yukimura is the vice president of philanthropy at Kupu and secures crucial funding to support youth-focused environmental service programs. Jocelyn “Josie” Howard, CEO of We Are Oceania, helps Micronesian communities in Hawai‘i navigate cultural and social challenges while staying connected to their roots. Amy Miller, president and CEO of Hawai‘i Foodbank, leads efforts to end hunger in Hawai‘i by ensuring access to healthy food for those in need.

Photo by Ashley Smith H AWA I I B U S I N ES S | 5

SHOP LOCAL SHOP SMALL support small business this holiday season why support local? Small businesses make up 99.3% of all business in Hawaii

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This holiday season, visit SHOPSMALLHAWAII.COM to discover more than 700 local small businesses through the Shop Small Hawaii Directory.

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PH OTO J E F F S A N N E R

11.24

Gaining courage, or fearlessness, is an important outcome of the training at the temple in Kalihi Valley called Chozen-ji.

FEATURES

In 2024, Hawai‘i’s Most Charitable Companies Our most comprehensive ranking ever of corporate donations and employee volunteering by local organizations.

Nonprofit Leader of the Year: Kupu’s John Leong He and his team are not only helping to restore Hawai‘i’s environment, they are transforming thousands of lives.

New Push to Fix One of Our Intractable Issues An influential group of local leaders guide an effort to move ahead on Ceded Lands, now referred to as Kingdom Lands.

Tourism Backlash Spurs New Messages to Visitors We report on multiple perspectives about how we should market Hawai‘i to potential tourists before they arrive.

Where Local Leaders Find Courage and Calm A Zen temple and martial arts dojo called Chozen-ji has become an influential place of learning and conflict resolution.

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BY C R I ST I N A MOON

PLANNING YOUR NEXT EVENT? See you Upstairs!

Planning your next event? Just look Up! Get away from the bustle of Waikiki and head to the Pier. With our outstanding award-winning food and beautiful Harbor views, we can provide a perfect gathering place for your next business dinner or special occasion!

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CONTENTS

25 FestPAC Highlights Hawai‘iʻ’s Role as a Pacific Hub

We not only connect diverse Pacific islands but can be a bridge between them and the Western world.

PH OTO R E B E C C A B R O O K I N G

Trying to Help Everyone With Their Personal Finance Needs Steve Petranik describes Hawaii Business Magazineʻ’s important new initiatives to support people on their diverse money management journeys. 16 “I Work to Preserve Tradition in Contemporary Art and Design” In this month’s My Job column, G70’s Kaili Chun describes working with others to add cultural and artistic elements into place-based projects. 20

Cyber Resilience: Prevention of & Quick Recovery from Hacks Accuity’s CIO Todd Nacapuy offers a seven-point strategy to enhance cyber resilience at your organization. 22 Please Nominate an Emerging Leader or a Small Business Hawaii Business Magazine is looking for our 2025 cohort of 20 for the Next 20 and winners of our SmallBiz Editor’s Choice Awards. 78

At this Restaurant, the Chef Decides What You’ll Eat Sushi Gyoshin has only eight seats, which allows Hiroshi Tsuji to focus on a few special dishes each night and conversations with customers. 98

SPECI A L A DV ERTI SI N G SECTI ON S Financial Planning Guide Expert advice about planning a successful financial future. 57 Philanthropy Day Awards Celebrating winners honored by the Association of Fundraising Professionals, Aloha Chapter. 79 Keeping Hawai‘i Healthy Hear from local health care leaders on key issues. 61

HAWAII BUSINESS (ISSN 0440-5056) IS PUBLISHED 10 TIMES A YEAR BY PACIFICBASIN COMMUNICATIONS. ©2024 PACIFICBASIN COMMUNICATIONS, LLC. ALL RIGHTS RESERVED. ANY UNAUTHORIZED COPYING, DISTRIBUTION, OR ADAPTATION IS STRICTLY PROHIBITED AND WILL RESULT IN LIABILITY OF UP TO $100,000. EDITORIAL, ADVERTISING AND BUSINESS OFFICES AT 1088 BISHOP STREET, SUITE LL2, HONOLULU, HI 96813. TELEPHONE (808) 534-7520. POSTMASTER: SEND ALL ADDRESS CHANGES TO HAWAII BUSINESS, P.O. BOX 913, HONOLULU, HI 96808. SUBSCRIBERS NOTIFY THE SAME OFFICE. PLEASE INCLUDE NEW ADDRESS AND OLD ADDRESS (MAILING LABEL PREFERRED) PERIODICALS POSTAGE PAID AT HONOLULU, HAWAI‘I, AND AT ADDITIONAL MAILING OFFICES. SUBSCRIPTION: ONE YEAR $24.99 / TWO YEARS $34.99 / THREE YEARS $44.99. FOREIGN: ONE YEAR $53.99 (US FUNDS). FOR SUBSCRIPTION INQUIRIES, ADDITIONAL RATES, INFORMATION, NOTIFICATION OF CHANGE OF ADDRESS AND SUBSCRIPTION SERVICE, PLEASE CALL (800) 788-4230. NOVEMBER 2024 VOL. 70/NO. 5

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A N

O P E N

M I N D

Which Money Journey Are You Currently On?

HESE DAYS, EVERYONE IN MY FAMILY HAS A DIFFERENT PERSPECTIVE ON PERSONAL FINANCE.

After more than a decade working for different companies, my son is starting his own business for the first time. My daughter has worked for the same company since college graduation and is able to save money and invest despite living in high-cost San Francisco. My wife retired last year but has worked part time on several projects since then. And I am still working but planning for retirement and part-time work in a few years. None of us are in what I think are the most difficult decades of the typical personal finance journey, when seemingly everything financial hits you at once: paying down a home mortgage while raising children while saving for their education while saving for your retirement while (add your needs here). No matter where you are on that money journey, two of Hawaii Business Magazine’s latest initiatives can help. In September, we launched a free weekly email newsletter called the Hawaii Business Personal Finance Report that aims to provide advice and information from local and national experts. And on Saturday, Nov. 9, we’re holding the all-day Money Matters Financial Conference at Mid-Pacific Institute. You can choose from five tracks depending on where you are in your personal finance journey: Getting Started, Getting Back on Track, Small Business Owners, Retirement Planning, and Kūpuna. Register at moneymatters.hawaiibusiness.com.

ADVICE FOR YOUR FINANCIAL SUCCESS

In the opening keynote session, Shannon Okinaka, until recently the longtime CFO at Hawaiian Airlines, and I will have a conversation about the many important personal money management lessons we can all learn from Hawaiian, including how an airline handles incredibly complex operations and the accompanying uncertainty, price volatility, customer demands, black swan events and more. Virtually everything you face in your personal journey, airlines deal with constantly – and their responses and coping strategies can help you build your own strategies. Each workshop is designed to give you important information and actionable advice. The topics cover a wide range and here are just some of the sessions:

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• The Possible Dream: Buying Your First Home in Hawai‘i • Budgeting to Get Back on Track • Family, Fraud & Finances, a session aimed at kūpuna but open to anybody • Financial Management 101 for Small Businesses • Best Strategies for the 401(k)/ IRA Novice • Protect Yourself from Sneaky Schemes, Scams and Fraud • Leveraging Your Assets for Loan Power • Building Your Credit from Scratch • Balancing Act: Strategies for Generating Income from Retirement Savings • YOU Matter! Do You Have a CareReceiving Plan? • Annuities and Self-Directed IRAs as Part of a Retirement Strategy DEFINING GOALS AND STEPS TO TAKE

Our closing keynote speaker is national financial expert Colin Ryan, who’ll talk about “Embracing the Human Side of Money.” His goal is to help you define and achieve your vision of financial success so you can have the life you want. I’m confident that no matter where your personal finances stand, you’ll learn plenty at the Money Matters Financial Conference. Tickets are $50 for the entire day and include free parking at Mid-Pacific Institute in Mānoa, access to any session you choose and a bento lunch. Register at moneymatters.hawaiibusiness.com. I’m excited because there’s so much I want to learn from the experts in these sessions. Frankly, there will be a couple of times when I’ll want to be in two sessions at once, so I think my wife and I will be splitting up to cover more ground. Unless you are a member of the richest 1%, I suggest you save that Saturday for a valuable day of learning. The payoff could be enormous.

STEVE PETRANIK EDITOR AND EXECUTIVE PUBLISHER

BY C R I ST I N A MOON

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HB EVENTS CO N N E C T W I T H H AWA I I B U S I N E S S M AGA Z I N E

CEO YE AR OF THE

Christine Camp

CEO of the Year Celebration WEDNESDAY, DECEMBER 4TH, 2024 | 8:30 AM - 11:00AM

Japanese Cultural Center Don’t miss out on this opportunity to congratulate Christine Camp, CEO of Avalon Group, as Hawaii Business Magazine’s 2024 CEO of the Year.

UPCOMING EVENTS: JANUARY 15, 2025

Revitalizing Downtown Honolulu YWCA Laniākea Elizabeth Fuller Hall

For more information on events, visit hawaiibusiness.com/events or contact Events Manager Madelene Martinbianco at madelenem@hawaiibusiness.com

STATEMENT OF OWNERSHIP, MANAGEMENT AND CIRCULATION (Required by 39 U.S.C. 3685) 1. Production

Title: Hawaii Business. 2 Publication Number: 237560. 3. Filing Date: September 27, 2024. 4. Issue Frequency: Monthly. 5. Number of Issues Published Annually: 10. 6. Annual Subscription Price: $24.95 (U.S.). 7. Complete Mailing Address of Known Office of Publication: 1088 Bishop St., Ste LL2, Honolulu, HI 96813-3113. 8. Complete Mailing Address of Headquarters or General Business Office of Publisher, same as above. 9. Full Names and Complete Mailing Addresses of Publisher, Editor, and Managing Editor: Publisher: Steve Petranik, 1088 Bishop St., Ste. LL2, Honolulu, HI 96813-3113; Editor: Steve Petranik, same address; Managing Editor: Cynthia Wessendorf, same address. 10. Owner: Pacific Basin Communications, LLC, 1088 Bishop St. Ste. LL.2, Honolulu, HI 96813-3113; stock of which is held by Duane Kurisu, same address. 11. Known Bondholders, Mortgages, and Other Security Holders Owning or Holding 1 Percent or More of Total Amount of Bonds, Mortgages or Other Securities: None. 12. Tax Status (For completion by nonprofit organizations authorized to mail at nonprofit rates): N/A 13. Publication Name: Hawaii Business Magazine. 14. Issue date for Circulation Data Below: August, 2024, 15. Extent and Nature of Circulation: Business to Business a. Total Number of Copies (Net Press Run) - Average Number of copies each issue during preceding 12 months: 4,849; Actual number of copies of single issue published nearest to filing date: 3,788 b. Paid and/or Requested Circulation: (1) Paid/Requested OutsideCounty Mail Subscriptions Stated on Form 3541 - Average: 385; August Issue: 390, (2) Paid In-County Subscriptions Stated on Form 3541 - Average: 4,113; August Issue: 2,796; (3) Sales Through Dealers and Carriers, Street Vendors, Counter Sales, and Other Non-USPS Paid Distribution - Average 241; August Issue: 156; (4) Other classes Mailed Through the USPS - Average: 3; August Issue: 3. c. Total Paid and/or Requested Circulation - Average: 4,742; August Issue: 3,345. d. Free distribution by Mail: (1) Outside-County as Stated on Form 3521 - Average: 4; August Issue: 4: (2) InCounty as stated on Form 3541 - Average: 176; August Issue: 50: (3) Other Classes Mailed Through USPS - Average:0; August Issue: 0: (4) Free Distribution Outside the Mail - Average: 0; August Issue: O. e. Total free distribution - Average: 180: August Issue: 54; f. Total Distribution - Average: 6,089; August Issue: 5355; g. Copies Not Distributed - Average: 629: August Issue: 715. h. Total - Average: 4,849; August Issue: 3,788; i. Percent Paid and/or Requested Circulation Average: 96%; August Issue: 98% 16. Electronic Copies Circulation a. Requested and Paid Electronic Copies Average: 0; August Issue: 0. b. Total Requested and Paid Print Copies + Requested/Paid Electronic Copies - Average: 0; August Issue: 0. c. Total Requested Copy Distribution + Requested/Paid Electronic Copies - Average: 0; August Issue: 0. d. Percent Paid and/ or Requested Circulation - Average: 96%; August Issue: 98% 17. This Statement of Ownership is required and will be printed in the November 2024 issue of this publication. 18. Signature and Title of Editor, Publisher, Business Manager or Owner: Kent Coules, Publisher. I certify that the statements made by me above are correct and complete. (signed) Kent Coules, Co-Publisher.

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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 SINCE 1955.

Our goal is to strengthen the local economy and help our communities thrive.

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 Editorial Intern DEREK KAMAKANAALOHA SOONG 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

Chairman DUANE KURISU Chief Executive Officer SUSAN EICHOR Chief Operating Officer BRANDON KURISU Chief Revenue Officer PATRICK KLEIN

SPECIAL PROMOTIONAL ADVERTISING

Hilton Grand Vacations Fosters Culture of Putting People First Hilton Grand Vacations (HGV), the premier vacation ownership and experiences company, is known for fostering a culture rooted in putting people ﬁrst. A commitment that begins with HGV’s dedicated team members and extends to the vibrant communities across Hawaii. Since 2001, HGV has placed mālama at the forefront of their business, by making a positive impact in the communities where its team members and guests live, work and vacation. This collaborative effort starts in the workplace, where team member well-being and growth are a priority. “Working for a company that puts people first is incredibly rewarding,” said Rob Gunthner, Area Vice President, Resort Operations - Hawaii. “It empowers team

members to grow personally and professionally while giving back.” As part of HGV’s distinguished CSR platform HGV Serves, HGV encourages its team members to give back to their community through year-around mālama initiatives that align with the company’s pillars: keiki development, sustainability, homelessness, disaster relief and supporting military families. “We want our team members to feel a genuine sense of purpose here,” said Linda Rodrigues, Senior Vice President, Marketing - Hawaii. “It’s not just about guests; it’s about making a difference in our communities.” By investing in keiki development, highneed areas, and preserving Hawaii’s natural resources, HGV aims to empower thriving communities for years to come. In 2023, HGV invested more than $109k into Hawaii disaster relief funds and nonproﬁts, while over 400 Hawaii team members volunteered more than 1,700 hours combined.

TO LEARN MORE ABOUT HILTON GRAND VACATIONS AND ITS MĀLAMA INITIATIVES,

This level of engagement reflects HGV’s efforts to encourage service outside of the workplace by providing flexibility for team members to give back; fostering a culture where community service is celebrated. To ensure its team members are always at their best to serve, HGV offers a comprehensive benefits package that includes educational assistance, flexible work options, paid time-off and travel perks. “Being part of HGV extends beyond just the workplace,” said Derek Kanoa, Senior Vice President, Sales – Hawaii. “This company is committed to creating a thriving culture for team members and the communities it serves.”

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M Y

J O B

BY DE RE K K AM AK ANAALO HA S OON G

PHOTO: SEAN MARRS, COURTESY, KAILI CHUN

I Work to Preserve Tradition in Contemporary Art and Design

KAILI CHUN STANDS WITH HER SCULPTURE, “MULIWAI,” CREATED FOR THE WAIKIKI MARKET AND INSTALLED IN 2023. IT IS MADE OF MARINE GRADE PLYWOOD AND HANDHAMMERED COPPER, AND MEASURES 20 FEET BY 45 FEET.

MY JOB: At G70, Kaili Chun informs designers of cultural and artistic elements that can be incorporated into place-based projects. She is part of the design firm’s culture committee, Nā Makamaka o Kou, which includes architects, designers and planners who draw on cultural research as an integral part of the design process. “My work takes into consideration where it is going to be produced, and who it is going to be produced for,” Chun says. “Is it a Hawaiian audience, a local, national or international audience? The work I do here is specifically based in Hawai‘i for Hawai‘i, but it’s also for Hawaiians, locals and malihini (newcomers and tourists). It

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“I take a more contemporary approach to the aesthetic of the work. It is definitely a Hawaiian understanding of the world through a Hawaiian experience, and I think it’s important for us to continue to insert that into the visual environment in which we live.” ‘OHANA: Chun credits her achieve-

ments and inspirations to her ‘ohana and mentors. Her parents and grandparents on both sides are Native Hawaiian, with her family well-represented in the performing arts and academia. Her father was the president of Kamehameha Schools and her maternal great-grandmother was renowned Hawaiian musician Bina Mossman. “I was raised with my grandparents, on my mom’s side, and it was a time when the Hawaiian language wasn’t as prevalent as it is now. But I feel like I live with a Hawaiian perspective and a Hawaiian worldview, and I hope to bring to the design process some of this insight, some of my reference points for creating art.” EDUCATION: At Princeton and UH

hopefully brings awareness of the history and genealogy of the place.” HER APPROACH: “I do large, monumental works because it’s a statement that we Hawaiians are still here and we have a voice. We can speak through various methods, and for me, that method is through art.” LOCAL WORKS: Chun collaborates

with local artists and engineers to create her own installation art pieces and sculptures sprinkled throughout Hawai‘i. Her custom pieces can be spotted in the lobby of the Prince Waikiki hotel, the exterior of the Hawai‘i State Hospital and on the walls of the Harry & Jeanette Weinberg Ho‘okupu Center at Kewalo Basin.

Mānoa, she studied under ceramicist Toshiko Takaezu and canoe builder ‘Elemakule Bowman Sr. She says the reciprocal relationships she shared with her mentors contrasts with the more transactional norms commonplace today. “I hope that I can contribute to nurturing that reciprocity back in my own relationships with students who will not only find their own path, but also find value in serving others instead of serving themselves.” INTERNATIONAL WORKS: In 2022,

she collaborated with Indigenous artists on a project at the Queensland Art Gallery and Gallery of Modern Art in Brisbane. The project involved the gathering of water at sites significant to the Indigenous peoples of Australia and the Torres Strait Islands; her relationships with the native communities remain essential to her artistic approach.

BY C R I ST I N A MOON

PHOTO: NICOLE HARTH, COURTESY, KAILI CHUN

NAME: KAILI CHUN JOB: SCULPTOR AND INSTALLATION ARTIST COMPANY: G70

The installation, titled “Uwē ka lani, Ola ka honua,” featured 350 cables strung from the ceiling to the floor, emphasizing the link between sources of water and sources of life, and how Indigenous people share the Earth’s prosperity with their own. “That’s just one example of how I try to be respectful of going into another person’s own land. I would say that my work picks up on different threads of influence and motivation, based on the stories of that place.” MISSION: “I know we cannot ever

bring back the Pi‘inaio Stream that used to flow through the site where Prince Waikiki now sits, and I know we’re never going to get rid of the Ala Wai Canal or Magic Island, which were man-made. But we can – through these artworks and various types of installations – bring back the memories and history of that place and educate people. We can at least give them a sampling of history and make them a little more aware of this place.”

CHUN COLLABORATED WITH INDIGENOUS ARTISTS ON THIS INSTALLATION AT THE QUEENSLAND ART GALLERY AND GALLERY OF MODERN ART IN BRISBANE, AUSTRALIA. IT IS CALLED “UWĒ KA LANI, OLA KA HONUA” – WHEN THE HEAVENS WEEP, THE EARTH LIVES. THIS INTERVIEW HAS BEEN LIGHTLY EDITED FOR CONCISENESS.

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B I Z X :

A DV I C E

F R O M

E X P E R T S

TODD NACAPUY, CIO AND DIRECTOR OF TECHNOLOGY CONSULTING SERVICES AT ACCUITY, ONE OF HAWAI‘I’S LARGEST CPA AND CONSULTING FIRMS, SHARES BEST PRACTICES FOR STRENGTHENING BUSINESS RESILIENCE AGAINST CYBER THREATS.

How to Build Cyber Resilience for the Future CYBER THREATS have escalated

to an alarming level, with breaches impacting Hawai‘i businesses across every sector. To thrive in this environment, companies must embrace cyber resilience by developing systems that can not only fend off attacks but also recover quickly and continue operations in the face of adversity. This approach is especially critical for small and medium-sized businesses – which can no longer assume they’re not big enough to be targets. Think of a well-planned cyber resilience strategy as part of your business continuity plan, just as you plan for disasters like major storms. Here are seven ways to strengthen cyber resilience. 1. DEVELOP A COMPREHENSIVE INCIDENT RESPONSE PLAN

The plan should contain clearly defined steps for detecting, containing and mitigating threats. It must include roles and responsibilities across the organization, from IT teams to executive leadership, ensuring that each stakeholder understands their part in mitigating damage and restoring systems. Ensure that you have role clarity by establishing an incident response team to handle the cyber incident and business continuity leaders to manage communication and keep essential services running. 2. CLEAR COMMUNICATION PLAN WITH PREAPPROVED MESSAGING

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your staff apprised of the situation. For instance, external communications will tell customers you are having a service outage and will send updates at a specific time, while your internal communications would focus on what teams need to be activated and what employees should do. Example of a message to customers: “We are currently investigating a cybersecurity incident affecting some of our systems. Our business continuity plan is in effect, and essential services remain operational. Further updates will follow as more information becomes available.” Example of a staff message: “We have detected a potential network breach. All employees must disconnect from the network immediately. Incident response teams please report to your locations immediately.” 3. PRIORITIZE DATA BACKUPS AND DISASTER RECOVERY

A strong disaster recovery plan is essential for cyber resilience. Businesses must prioritize regular data backups and establish “failover” systems that automatically take over when main systems go down, ensuring data integrity and accessibility. Cloud-based systems and hybrid solutions can provide redundancy and ensure continuity, even if primary systems are compromised. Ensure that you know how to contact your breach coach, a lawyer who specializes in cybersecurity and data protection law, through your cyber insurance policy, and have nondisclosure agreements in place with appropriate outside client services such as general counsel or public relations firms.

NDAs are necessary to ensure confidentiality in case of a breach. While it may be necessary at a certain point to notify impacted parties or make a public statement, you want to maintain control over the communications timeline so you have all the facts before engaging with stakeholders. Any details leaked too early could fuel speculation or false narratives. 4. CONDUCT REGULAR VERIFICATION AND VALIDATION ASSESSMENTS

Cyber resilience is not a set-it-andforget-it concept. Regular verification and validation assessments, such as running tabletop drills and tests of employee compliance, are critical to maintaining strong defenses and identifying gaps that may require IT upgrades. To prepare for communication disruptions during an incident, ensure you have printed copies of employees’ phone numbers or an alternative messaging system for emergencies. 5. ENGAGE IN CONTINUOUS EMPLOYEE TRAINING

Employees are often the weakest link. Frequent training sessions focused on recognizing phishing attacks, practicing good password hygiene and following data protection protocols can help minimize human error. Consider running simulated phishing attacks to gauge employee readiness and improve response protocols. 6. LEVERAGE AUTOMATION AND AI FOR FASTER DETECTION

Cyberattacks often go undetected for weeks or months, allowing bad actors to do more damage. AI and automated systems can improve detection rates and flag suspicious activities in real time. Automating incident response protocols can also reduce downtime and improve recovery speed. 7. COLLABORATE WITH THIRD-PARTY EXPERTS

Cyber resilience requires an ecosystem of expertise. Collaborating with cybersecurity consultants or managed security service providers can offer external assessments and strategies tailored to your industry. These partnerships provide an extra layer of vigilance and bolster internal IT resources.

BY C R I ST I N A MOON

PRESENTED BY

CHOOSE THE TRACK THAT MATCHES YOUR INTEREST: GETTING STARTED GETTING BACK ON TRACK

FI N A N C I A L

CON F E R E N C E

SMALL BUSINESS OWNERS

Mid-Pacific Institute SATURDAY, NOV 9, 2024

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Dear Hawaiʻi, caring for you is our kuleana.

We are homegrown, founded by physicians and driven by a profound kuleana – a privileged duty – to care for Hawaiʻi’s people. uhahealth.com

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BY D E R E K K A MA K A N A A LOH A S OON G ILLUSTRATION: JEFF SANNER

HAWAI‘I’S ROLE A M O N G T H E M A N Y PAC I F I C N AT I O N S

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HIS YEAR’S FESTIVAL OF PACIFIC ARTS AND CULTURE UNFOLDED IN HONOLULU with the theme “Ho‘oulu

Lāhui: Regenerating Oceania.” The site of the celebration was fitting: Hawai‘i is not only connected to these diverse Pacific Island cultures and people, it can also help bridge the gap between them and the Western world. Nearly 2,200 artists, dancers and other delegates representing 27 Pacific Island nations came to FestPAC, drawing overflow crowds at many of the events during the 10-day gathering. Hawaii Business Magazine interviewed local and Pacific Island leaders about FestPAC’s impact and how Hawai‘i’s location and culture can be leveraged to foster regional unity and cultural preservation. FestPAC began in 1972 so people from various Pacific Island nations could gather, showcase their cultures and find ways to maintain traditional practices in a developing world. Suzanne Vares-Lum, president of the East-West Center in Honolulu, underscores the festival’s success in uniting nations while highlighting the diversity of Pacific peoples. “We celebrate, we respect our elders and those who come before us. We can see the similarities, yet we can see the unique differences for each place, so that they don’t all disappear in one mesh of ‘Pacific.’ Every single country has its own unique flavor, yet we are connected with Indigenous knowledge,” she says. Vares-Lum, a Native Hawaiian, praises Hawai‘i’s distinct soul, which blends a rich immigration history with an awareness of Kānaka Maoli culture. “Hawai‘i has a unique role, not just because of its geographic location. It’s the unique history and makeup of Hawai‘i, this multicultural nature, that connects.” Keoni Williams, information and public service officer at the East-West Center’s Pacific Islands Development Program, called FestPAC a gathering of “cousins and distant relatives.” “If you trace us back to our ancestors, we’re all connected in one way or another, and so I think that it’s really important for each host community to welcome other Pacific Island cultures, and it serves that role of cultural perpetuation.” Alexander Gillespie, professor of law at the University of Waikato in New Zealand, says opportunities for regional cooperation like FestPAC enhance the chances of peace and cooperation. “We come together, not just because of external concerns, but also the similarities and the cultures and economies that pull us together. Anything that involves talking with others – whether they’re your neighbors, or your wider community, or the countries right across the ocean – is a good thing. But your first step is always start talking to your neighbors.”

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HAWAI‘I AS A HUB

Hawai‘i is a melting pot of Hawaiian, Polynesian, Asian and Western influence, creating a multicultural history that makes it well situated to foster Pacific unity and cooperation. The East-West Center – a federally funded hub of regional dialogue, research and education located on the UH Mānoa campus – is a vital part of Hawai‘i’s leadership in the Pacific. The Pacific Islands Development Program has revived the Pacific Island Report, an online roundup of Pacific news, along with “Vision and Voices,” a quarterly periodical launched in May that features contributing writers’ commentary on Pacific Islands matters. The EastWest Center also supports the Pacific Islands Conference of Leaders, with regular meetings at the center and a permanent vice-chairmanship for Hawai‘i’s governor. Former Gov. John Waihe‘e says the center helps Hawai‘i “talk to the Pacific.” He emphasizes Hawai‘i’s role in Pacific history, viewing it as an integral gathering place among Oceanic cultures. “Hawai‘i is at the center of a magnificent ‘continent’ of its own. Hawai‘i has always been the bridge,” Waihe‘e says. Gillespie says that along with Hawai‘i’s relationship with the broader Pacific, its status as the 50th state gives it “economic status and connections that others don’t have.”

FACING PACIFIC ISSUES

The Pacific Islands grapple with issues that have unique impacts in the region including climate change, threats to sovereignty, security and population drain. Vares-Lum says her 5½ years spent at the U.S. military’s Indo-Pacific Command headquarters on O‘ahu added much to her perspective on

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hawaiiusafcu.com H AWA I I B U S I N ES S | 27

PHOTOS: AARON YOSHINO

WAYFINDING AND WOOD-CARVING EXHIBITS AT FESTPAC, THE FESTIVAL OF PACIFIC ARTS & CULTURE, HELD IN HONOLULU IN JUNE.

Pacific security challenges. At the East-West Center, the retired U.S. Army major general leans on her entire background to promote conversation and provide solutions for Pacific Island problems. “Security challenges are not just your traditional geopolitical security challenges,” Vares-Lum says. “Security is food security, economic security – that is national security.” Gillespie, who has served as a lawyer and expert for New Zealand’s international delegations, says the challenges that Pacific Islanders face are becoming increasingly difficult to manage for small island countries with limited resources. “The world has a greater responsibility toward countries, often Pacific Island countries, which aren’t developing. They’re actually the least developed. They face challenges, whether it’s crime, security or climate change, and you’ve got to make sure the assistance and support is given to them – otherwise it’s going to be a very difficult decade ahead.” Gillespie says the region should consider its collective identity – which he directly links to a shared history in wayfinding – to achieve common goals. “It’s the Indigenous navigation of the Pacific, which I think is one of the most outstanding achievements of humanity, that should be brought to the fore. But that requires countries to start thinking beyond just, ‘What can we get,’ as opposed to ‘What can we do for the region?’ ” He offers UNESCO World Heritage recognition as a potential next step to showcase the unified culture of the region and its long voyaging history. Hawaiian navigator Nainoa Thompson says the first voyage Polynesians took to Hawai‘i marks

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one of the last discoveries of land on Earth, which makes Hawaiian culture one of the youngest in the world. This youth, Thompson says, means Hawai‘i has much to learn from older nations and cultures. “If you accept that the ocean separates us, but the canoe connects us … everybody in the South Pacific, you are elders to us, you are teachers to us,” he says.

A PLANET THAT’S AN ISLAND

Waihe‘e says the knowledge of Pacific Islanders is more important than ever before because climate change and development have forced nations outside of the Pacific region to consider life with limited resources – as Pacific Islanders have always done. “We used to have this clash between continental-thinking and island-thinking where we [islanders] depend on finite resources and the rest of the world didn’t

see things that way,” Waihe‘e says. “But now we have a planet that’s an island, and the lessons that we learn on islands are becoming important to the rest of the planet. I believe the planet needs us.” Williams, of the Pacific Islands Development Program, says it’s important to perpetuate the traditional knowledge of the Pacific as “therein lies a lot of the answers to how we’re going to be able to mitigate, adapt and move forward.” In his FestPAC speech, Thompson spoke of the Hawaiian Renaissance and the history of shared struggle and collective liberation efforts among Pacific Islanders. He mentioned past demonstrations for Hōkūle‘a, Aotearoa and Kaho‘olawe, which had profound impacts in unifying Pacific peoples, and described FestPAC as another opportunity to make a difference. “We can make change. That’s what the Festival of Pacific Arts is about – it’s about change.”

SPECIAL PROMOTIONAL ADVERTISING

Marking its 120th anniversary this year, Hawai‘i Gas is proud to carry on a legacy of support for local nonproﬁt agencies and initiatives that shape a brighter future for Hawai‘i. As one of the oldest companies still operating in the islands today, we are meeting tomorrow’s challenges by working hard to reduce our carbon footprint and prioritize social responsibility—keeping the well-being of our environment and community at the forefront. “Social responsibility initiatives are a critical part of our overall sustainability strategy,” said Julie Yunker, Senior Director of Sustainability,

Government, and Community Relations at Hawai‘i Gas. “Supporting local organizations and initiatives through charitable giving enhances the resilience and well-being of communities, which has always been a priority at Hawai‘i Gas. We continue to invest in projects and groups aligned with our mission and values.” The Hawai‘i Gas Kōkua Giving program was created over 25 years ago to solidify partnerships with local nonprofits, amplify employee giving, and drive participation in charitable and volunteer events. Today, the program continues to focus on providing financial assistance to nonprofits and community groups whose work benefits education, environmental conservation, cultural preservation, and social services. Three main program areas—corporate giving and sponsorships, community engagement, and an employee matching program—allow Hawai‘i Gas to make a significant impact on multiple levels.

Last year, Hawai’i Gas donated over $300,000 to a diverse group of nonprofit agencies through its Kōkua Giving program, including funds for the Hawai‘i Community Foundation in support of Maui wildfire recovery, and educational scholarships at community colleges through the University of Hawai‘i Foundation. Hawai‘i Gas employees drive support for legacy organizations like the Special Olympics and Aloha United Way every year through volunteering and workplace giving campaigns. In 2023, employees committed a total of 520 volunteer hours to environmental, social, and cultural initiatives statewide. Hawai‘i Gas also offers a robust employee matching program, doubling the amount of personal donations to eligible nonprofits. “By incentivizing employees to give back to the community and empowering them to support causes close to their hearts, we amplify our collective positive impact,” Yunker explained.

READ MORE ABOUT THE KŌKUA GIVING PROGRAM IN HAWAI’I GAS’ ANNUAL SUSTAINABILITY REPORT AT WWW.HAWAIIGAS.COM/SUSTAINABILITY.

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107 organizations donated more than $300 million to help Hawai‘i’s nonproﬁts, with a signiﬁcant portion going to support Maui’s recovery BY CYNTHIA WESSENDORF

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M O R E CO M PA N I E S , M O R E G IVI N G , MORE NEED

H E MOST CH A R ITA BLE COM PA NIES 2024 list

is our biggest one yet: It comprises 107 organizations that donated $301.1 million and 93,040 volunteer hours to local nonprofits in 2023. Donations went to higher education, after-school programs, humane societies, arts organizations, health foundations, affordable-living initiatives, nature conservation, farming and food banks — all the important institutions and causes that help Hawai‘i thrive. When disaster struck Lahaina last year on Aug. 8, much of the corporate giving shifted to relief and recovery for the thousands of displaced and traumatized survivors. Fourteen companies named the American Red Cross as a top recipient for donations. Twenty-five said they made significant donations to either Aloha United Way, which funneled $4.2 million to Maui recovery as of July 2024, or Maui United Way, which reported $11.3 million in relief funding. Twenty-six corporate donors on the list named the Hawai‘i Community Foundation as a primary recipient of aid. The foundation’s Maui Strong Fund quickly emerged as a global hub for collecting donations and deploying resources to on-theground nonprofits. To illustrate, Hawai‘i Community Foundation’s gross revenue in 2022 was $74.1 million, according to our annual Top 250 Companies survey; gross revenue in 2023 jumped to $244.9 million, with elevated levels of funding continuing into 2024. As of Sept. 13, 2024, $200.4 million had been donated specifically to

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HCF’s Maui Strong Fund. Donations came in many forms, including huge checks written by Hawai‘i’s companies and an “extraordinary outpouring of aloha” from over 200,000 donors in dozens of countries, says Michelle Ka‘uhane, a senior VP and chief impact officer at HCF. “The amount of money coming in and the pace that it was coming in was overwhelming,” she says. “We were struggling to keep up with opening the mail,” much of it filled with handwritten checks, and even children’s allowance money taped to paper. She says volunteers from Bank of Hawai‘i helped them process incoming mail and track and scan checks. As of September, more than half of the $200 million-plus fund had been sent back into the community through grants to Hawai‘i nonprofits of all sizes. Hawai‘i Community Foundation, as in years past, is the largest charitable foundation on this year’s Most Charitable list, reporting $99.1 million funneled back into the community in 2023, with a large chunk in the final quarter of the year; funding for Maui’s recovery continues into 2024.

C O R P O R AT E D O N O R S ’ G R O W I N G I M PA C T IN 2022, CORPORATE DONATIONS MADE UP ABOUT 7% OF ALL GIFTS THAT HCF

received, says Ka‘uhane. That percentage rose to 22% in 2023 and $29.3% by September 2024.

She says much of the corporate giving was directed to the Maui Strong Fund, but that funds for the organization’s other initiatives have held steady. As part of its new 10-year strategic plan, she says HCF is working to forge deeper relationships with donors to better address critical issues, such as affordable housing and access to mental-health resources and child care. She sees cross-sector collaborations as essential to this effort. “The nonprofit sector is not going to solve Hawai‘i’s challenges by themselves. The business sector is not going to solve the challenges by themselves,” says Ka‘uhane. “When we come together across sectors to achieve a common goal, beautiful things happen.” As an example, she points to Twinkle Borge, the recently deceased leader of the houseless community near the Wai‘anae harbor. The Hawai‘i Community

Hawaiian Electric Industries (Top Corporate Donor #3) fundraised more than $1 million for the American Heart Association during the 2023 Hawai‘i Heart Walk. Pictured here are Hawaiian Electric Co. CEO Shelee Kimura (far left), HEI CEO Scott Seu, who served as chair of the Heart Walk fundraising campaign, and American Savings Bank CEO Ann Teranishi (far right).

BY C R I ST I N A MOON The “Blue Crew” from Bank of Hawai‘i (Top Corporate Donor #5) helped the Hawai‘i Community Foundation sort and track thousands of donations sent through the mail to the organization’s Maui Strong Fund. HCF CEO Micah Kāne, in yellow shirt, joins the crew. In all, more than 190 employees gave 1,357 hours of fire-recovery support to HCF, Goodwill Hawaii and the Council for Native Hawaiian Advancement.

Foundation helped connect her with corporate executives to help finance a permanent housing community called Pu‘uhonua O Wai‘anae Farm Village. With the help of business donations, the housing group reached its $10 million fundraising goal in July, about a month before Borge died, says Ka‘uhane. So far, eight small homes have been constructed on purchased land in the back of Wai‘anae Valley; a total of 62 homes with communal kitchens and gathering places are planned. “I want the business community to connect with (people like) Twinkle,” says Ka‘uhane. “They need your money, but more than money, they need your partnerships. They need to know your networks. … It’s about sharing of power and including noncorporate business leaders into the leadership network.”

H C F S T R AT E G I Z I N G TO MEET FUTURE NEEDS MORE THAN A YEAR AFTER LAHAINA WAS DESTROYED, Ka‘uhane says that

HCF is shifting its focus from disaster relief to the long-term goal of rebuilding the town. It’s also trying to change the traditional donor-directed culture of philanthropy to one of partnerships and tackling problems together. “We are over 107 years old, with 1,700 funds with 1,700 purposes, and sometimes those are narrowly defined,” she says. “In order for us to have the most impact, we really need to have unrestricted dollars that allow the flexibility to ebb and flow with community need.” While oversight and accountability are essential, funding restrictions can make it hard for nonprofits to operate effectively. She hopes to provide more “consistent core infrastructure support” for nonprofits.

“Sometimes that’s manpower, sometimes that’s supply, sometimes that’s space, sometimes you need to feed people to get them in the room,” Ka‘uhane says. “It’s very difficult to make decisions when there are so many rules and strings attached to every decision. It becomes a nightmare to manage,” she says. She says she’s heartened that the business community is forging connections with nonprofits and trying to better understand Native Hawaiian concerns. And she’s happy to see corporate donations becoming a larger, more vital part of HCF’s philanthropic efforts. “Because we’re such a small island state, we can connect donors directly to nonprofits so they can see the impact their dollars are making,” says Ka‘uhane. “I’m proud about that and the kind of relationships that we build in Hawai‘i around philanthropy.”

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A-B

Employees of American Savings Bank (Top Corporate Donor #10) supported 280 organizations across the state in 2023, including the Hawai‘i Foodbank, and contributed more than 15,000 volunteer hours – an increase of nearly 2,000 hours over the previous year.

Admor HVAC Products

ABOUT: For-profit wholesale distributor of air conditioning, ventilation, insulation and mechanical products

EMPLOYEES: 35 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $100,000 EMPLOYEE DONATIONS: $100,000 TOP NONPROFIT SUPPORTED:

UH Cancer Center ADMORHVAC.COM

AES Hawai‘i

ABOUT: For-profit renewable-

energy developer EMPLOYEES: 56 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $500,367 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 160 / $29,145 TOP NONPROFITS SUPPORTED:

Hawai‘i Agricultural Research Center, Hawai‘i Community Foundation, UH Foundation, Makaha Learning Center, National Energy Education Development Project AES-HAWAII.COM

AHL

TO P 5 C H A R I TA B L E O R G A N I Z AT I O N S

TO P 1 0 C O R P O R AT E DONORS

( R E P O R T I N G 2 0 2 3 DATA )

( R E P O R T I N G 2 0 2 3 D ATA )

1. HAWAI‘I COMMUNIT Y FOUNDATION, $99,100,000

1. MATSON, $8,700,000

2 . UNIVERSIT Y OF HAWAI‘I FOUNDATION, $53, 295, 251 3. K AMEHAMEHA SCHOOLS, $33,648,584 4 . ALOHA UNITED WAY, $17,495, 215 5. THE HARRY AND JEANETTE WEINBERG FOUNDATION, $13,091,800

2 . FIRST HAWAIIAN BANK , $7,353,657 3. HAWAIIAN ELECTRIC INDUSTRIES, $4 , 275,000 4 . HAWAI‘I FOODSERVICE ALLIANCE , $3,874 ,000 5. BANK OF HAWAI‘I, $3,727,612 6. HAWAII MEDICAL SERVICE ASSOCIATION (HMSA), $3,531,345 7. K AISER PERMANENTE HAWAII, $2 ,974 ,400 8. HAWAII DENTAL SERVICE (HDS), $2 , 201,000 9. THE NAKUPUNA COMPANIES, $2 ,171,882 10. AMERICAN SAVINGS BANK , $2 ,120,954

ABOUT: For-profit architecture, planning, interior design, experiential graphic design, historic architecture, existing building services and sustainability firm EMPLOYEES: 96 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $103,442 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 114 / $1,542 TOP NONPROFITS SUPPORTED:

Aloha United Way, Historic Hawai‘i Foundation, St. Andrew’s Priory, Ho‘ōla Nā Pua, Girl Scouts of Hawai‘i AHL.DESIGN

Alaka‘ina Foundation ABOUT: Nonprofit Native

Hawaiian organization COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,410,000 TOP NONPROFITS SUPPORTED:

Pauahi Foundation, UH Foundation, Ka ‘Ie Ola, Alaka‘ina Digital Bus Program, Kawaiaha‘o Church ALAKAINAFOUNDATION.ORG

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Alaska Airlines ABOUT: For-profit

commercial airline EMPLOYEES: 11 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $806,191 EMPLOYEE DONATIONS: $101,489 TOP NONPROFITS SUPPORTED:

Kupu, Aloha United Way, Kanu Hawaii, ClimbHI, Council for Native Hawaiian Advancement ALASKAAIR.COM

Alexander & Baldwin

ABOUT: For-profit commercial

real estate company EMPLOYEES: 102 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $800,000 EMPLOYEE VOLUNTEER HOURS: 300 TOP NONPROFITS SUPPORTED:

Maui United Way, American Red Cross of Hawaii, Kaunoa Senior Services – Nutrition Program, Pu‘uhonua O Wai‘anae, Hawai‘i Symphony Orchestra ALEXANDERBALDWIN.COM

Aloha Green Holdings ABOUT: For-profit, state-

licensed medical cannabis dispensary EMPLOYEES: 78 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $125,000 EMPLOYEE VOLUNTEER HOURS: 500 TOP NONPROFITS SUPPORTED:

The Pantry, AccesSurf, Honolulu Zoo, Hawai‘i Health & Harm Reduction Center, Hawai‘i Appleseed, Hawai‘i LGBT Legacy Foundation AGAPOTH.COM

TOP 5 CHARITABLE ORGANIZATION

Aloha United Way

ABOUT: Nonprofit charitable

organization EMPLOYEES: 64 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $17,495,215 EMPLOYEE DONATIONS: $32,000 TOP NONPROFITS SUPPORTED: Maui

United Way, Catholic Charities Hawai‘i, The Institute for Human Services, Kōkua Kalihi Valley Comprehensive Family Services, Family Promise of Hawai‘i AUW.ORG

AlohaCare

ABOUT: Nonprofit health plan EMPLOYEES: 280 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,007,281 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 1,063 / $20,776 TOP NONPROFITS SUPPORTED:

Wahiawā Health, Project Vision Hawai‘i, Hawai‘i Public Health Institute – Community Health Advisory Partnership, Lāna‘i Community Health Center, Mālama I Ke Ola Health Center ALOHACARE.ORG

American Floor & Home ABOUT: For-profit retail flooring

and installation company, with remodeling services EMPLOYEES: 130 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $142,520 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 440 / $74,500 TOP NONPROFITS SUPPORTED:

Aloha United Way, Pali Momi Medical Center, The Salvation Army, Grassroot Institute of Hawaii, Blood Bank of Hawaii AMERICANFLOORANDHOME.COM

TOP 10 CORPORATE DONOR Third Place Employee Giving

American Savings Bank ABOUT: For-profit banking and

financial services company

TOP 10 CORPORATE DONOR Second Place Employee Giving

Bank of Hawai‘i

ABOUT: For-profit financial

services company EMPLOYEES: 1,899 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $3,727,612 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 12,746 / $603,134 TOP NONPROFITS SUPPORTED:

Aloha United Way, Goodwill Hawai‘i, Pu‘uhonua O Wai‘anae (Dynamic Community Solutions), Teach for America Hawai‘i, UH Foundation

Better Homes and Gardens Real Estate Advantage Realty

ABOUT: For-profit real estate

company EMPLOYEES: 199 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $27,330 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 221 / $18,098 TOP NONPROFITS SUPPORTED:

UH Foundation – Advantage Kokua Scholarship, Hawai‘i Community Foundation, Habilitat, Ho‘ōla Nā Pua, The Salvation Army BETTERHAWAII.COM

Blood Bank of Hawaii ABOUT: Nonprofit sole

provider of blood components to Hawai‘i hospitals

EMPLOYEES: 1,000 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $2,120,954 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 15,068 / $218,268 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 159 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $31,733 TOP NONPROFITS SUPPORTED:

Hawaiian Community Assets, Hawai‘i Community Lending, Trust for Public Land, Hawai‘i Community Foundation – Maui Strong Fund, Kupu

BBH.ORG

ASBHAWAII.COM

Atlas Insurance Agency ABOUT: For-profit

insurance agency EMPLOYEES: 106 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $213,170 TOP NONPROFITS SUPPORTED:

Hale Mahaolu, Hawaii Theatre, Institute for Human Services, Child & Family Service ATLASINSURANCE.COM

Adventist Health Castle, Hawai‘i Foodbank, Boy Scouts of America – Aloha Council

Bowers + Kubota Consulting

ABOUT: For-profit engineering

and architecture firm EMPLOYEES: 286 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $45,021 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 3,360 / $76,272 TOP NONPROFITS SUPPORTED:

Aloha United Way, Hawai‘i Foodbank, Adopt-A-Highway, UH Foundation, Hawai‘i Community Foundation – Maui Strong Fund BOWERSANDKUBOTA.COM

C-G

Central Pacific Financial Corp.

ABOUT: For-profit financial

institution; primary subsidiary is Central Pacific Bank EMPLOYEES: 737 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,600,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 5,200 / $500,000 CPB.BANK

Century 21 iProperties Hawaii

ABOUT: For-profit real estate sales EMPLOYEES: 4 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $22,051 TOP NONPROFITS SUPPORTED:

Hawai‘i State Senior Center, Big Brothers Big Sisters, Korean Catholic Community, Hawai‘i HomeOwnership Center, Hope for Dogs Rescue C21IPROPERTIESHAWAII.COM

Cetra Technology

ABOUT: IT managed services

and technology consulting for companies of all sizes EMPLOYEES: 31 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $216,000 TOP NONPROFIT SUPPORTED:

Parents And Children Together CETRATECH.COM

The Clarence T.C. Ching Foundation

ABOUT: Nonprofit private foundation

EMPLOYEES: 2 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $5,793,700 TOP NONPROFITS SUPPORTED:

Saint Louis School, Punahou PUEO Program, Straub Foundation, The Queen’s Medical Center, REHAB Hospital of the Pacific CLARENCETCCHINGFOUNDATION.ORG

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Clinical Labs of Hawaii ABOUT: For-profit medical and

company

EMPLOYEES: 651 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $126,333 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 156 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $90,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 204 / $35,000 TOP NONPROFITS SUPPORTED:

CLINICALLABS.COM

Coffman Engineers

ABOUT: For-profit engineering

and consulting firm EMPLOYEES: 88 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $117,000 TOP NONPROFITS SUPPORTED:

Hawai‘i Community Foundation – Maui Strong Fund, American Red Cross of Guam, Hawai‘i Foodbank, Hawaiian Humane Society, Special Olympics Hawai‘i COFFMAN.COM

Coldwell Banker Island Properties

ABOUT: For-profit residential

real estate, property management, vacation rental management, mortgage title and escrow company EMPLOYEES: 178 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $26,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 850 / $20,033 TOP NONPROFITS SUPPORTED:

Hawai‘i Foodbank, Agricultural Leadership Foundation of Hawai‘i, Hawai‘i Farm Bureau, Kaua‘i United Way, Kaua‘i Independent Food Bank HAWAII.CORTEVA.COM

Dorvin D. Leis Co.

ABOUT: For-profit mechanical

contractor EMPLOYEES: 500 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $330,000 TOP NONPROFITS SUPPORTED:

Daniel R. Sayre Memorial Foundation – Maui firefighting fund, Maui Health Foundation, Hawai‘i Community Foundation, Maui Arts & Cultural Center, Navy League of the United States WWW.LEISINC.COM

Dynamic Planning & Response ABOUT: For-profit, service-

disabled, veteran-owned small business EMPLOYEES: 50 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $120,054 TOP NONPROFITS SUPPORTED:

Holualoa Elementary School, Hawaii Island Humane Society, Hawai‘i Diaper Bank, Permanently Affordable Living Hawai‘i

Fellowship of Christian Athletes, Feeding Hawai‘i Together, Hawaii Prayer Breakfast, CrimeStoppers, Pacific Rim Christian University

ISLANDPROPERTIES.COM

DYNAPNR.COM

Contract Furnishers of Hawaii

Finance Factors

ABOUT: For-profit MillerKnoll

gold-certified dealer providing furnishings to businesses, government, health care and higher education EMPLOYEES: 44 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $22,900 TOP NONPROFITS SUPPORTED:

Hawai‘i Rotary, Liljestrand Foundation, Ho‘ōla Nā Pua, Women’s Fund of Hawai‘i, World Central Kitchen OP-HAWAII.COM

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ABOUT: For-profit agriculture

clinical laboratory

Straub Foundation, American Heart Association, Kapiolani Health Foundation, Hilo Medical Center Foundation

First Hawaiian Bank (Top Corporate Donor #2) was first in employee volunteerism, with 13,207 of volunteer hours during work time or company-sponsored events and $854,615 in employee donations. FHB volunteers, above, worked at Kahuku Point on O‘ahu to remove invasive plants, plant native species and restore the coastal dune ecosystem; the project is organized by the North Shore Community Land Trust project. Below, employees and their kids toss “Genki” balls into the Ala Wai Canal. The balls are made from clay soil, rice bran, molasses, water and “effective microorganisms culture,” all of which process pollutants and help eliminate sludge.

Corteva Agriscience

ABOUT: For-profit company specializing in residential mortgages, CRE loans, savings accounts, certificates of deposit EMPLOYEES: 113 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $99,363 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 2,113 / $11,607 TOP NONPROFITS SUPPORTED:

Kupu, Child & Family Service, Girl Scouts of Hawai‘i, American Judicature Society, Assets School FINANCEFACTORS.COM

BY C R I ST I N A MOON TOP 10 CORPORATE DONOR First Place Employee Giving

First Hawaiian Bank

ABOUT: For-profit banking and

financial services company EMPLOYEES: 2,114 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $7,353,657 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 13,207 / $854,615 TOP NONPROFITS SUPPORTED:

Hawai‘i Community Foundation, HomeAid Hawai‘i, Honolulu Museum of Art, Straub Foundation, Youth Impact Program FHB.COM

First Insurance Company of Hawaii

ABOUT: For-profit property and

casualty insurance company EMPLOYEES: 231 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $474,000 EMPLOYEE DONATIONS: $32,500 TOP NONPROFITS SUPPORTED:

American Red Cross, American Heart Association, Hawai‘i Community Foundation, UH Foundation, Mālama Learning Center FICOH.COM

G70

ABOUT: For-profit company

specializing in architecture, planning and environmental services, interior design, civil engineering, sustainable development, technology services EMPLOYEES: 103 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $262,776 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 150 / $2,500 TOP NONPROFITS SUPPORTED:

Aloha United Way, Waikīkī Community Center, American Red Cross, Honolulu Habitat for Humanity, Ho‘ōla Nā Pua G70.DESIGN

Goodfellow Bros.

ABOUT: Heavy civil/paving/

structural concrete company EMPLOYEES: 528 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $802,706 EMPLOYEE VOLUNTEER HOURS: 132 TOP NONPROFITS SUPPORTED: Maui

United Way, Make-A-Wish Hawaii, Hawaii Habitat for Humanity, Council for Native Hawaiian Advancement, Boy Scouts of America – Aloha Council

In September 2023, more than 500 employees at HMSA (Top Corporate Donor #6) participated in the Out of the Darkness community walks held on Hawai‘i Island, Kaua‘i, Maui and O‘ahu. The walks were organized by the American Foundation for Suicide Prevention to help raise awareness of mental health issues and suicide prevention.

Gourmet Events Hawaii ABOUT: For-profit event

management and planning/ hospitality staffing company EMPLOYEES: 5 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $25,000 EMPLOYEE VOLUNTEER HOURS: 125 TOP NONPROFITS SUPPORTED:

Harold K. L. Castle Foundation ABOUT: Nonprofit private

foundation EMPLOYEES: 4 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $7,332,479 TOP NONPROFITS SUPPORTED:

Honolulu Museum of Art, Ballet Hawaii, Habilitat, Girls Got Grit, Sacred Hearts Academy, Girl Scouts of Hawai‘i

UH Foundation, Hawai‘i Community Foundation, HawaiiKidsCAN, Ho‘okua‘āina, Hawai‘i Department of Education

GOURMETEVENTSHAWAII.COM

CASTLEFOUNDATION.ORG

H-I

Halekulani Corp.

TOP 5 CHARITABLE ORGANIZATION

The Harry and Jeanette Weinberg Foundation ABOUT: Private, nonprofit

ABOUT: Owner and operator of a

charitable foundation

luxury resort and a boutique hotel

EMPLOYEES: 70 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $13,091,800 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 664 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $115,000 EMPLOYEE DONATIONS: $25,700 TOP NONPROFITS SUPPORTED:

Hawai‘i Community Foundation – Maui Strong Fund, American Red Cross of Hawaii, UH Foundation, Hawai‘i International Film Festival, Aloha United Way

Hawai‘i Good Food Alliance, MA‘O Organic Farms, Hui Mālama i ke Ala ‘Ūlili, HOPE Services Hawai‘i, Hawai‘i Investment Ready HJWEINBERG.ORG

TOP 5 CHARITABLE ORGANIZATION

Hawai‘i Community Foundation

ABOUT: Nonprofit community foundation EMPLOYEES: 83 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $99,100,000 EMPLOYEE DONATIONS: $24,000 TOP NONPROFITS SUPPORTED: As

one of the largest grantmakers in Hawai‘i, HCF supports numerous nonprofits in the state. HAWAIICOMMUNITYFOUNDATION.ORG

TOP 10 CORPORATE DONOR

Hawaii Dental Service (HDS)

ABOUT: Nonprofit dental

benefits provider EMPLOYEES: 128 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $2,201,000 EMPLOYEE DONATIONS: $18,224 TOP NONPROFITS SUPPORTED:

HDS Foundation, Hawai‘i Community Foundation, Maui United Way, The Salvation Army, American Red Cross HAWAIIDENTALSERVICE.COM

HALEKULANI.COM, HALEPUNA.COM

GOODFELLOWBROS.COM

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The Hawaii Group

ABOUT: For-profit accounting and tax services, HR outsourcing, health care staffing, home care, consulting and advisory services EMPLOYEES: 231 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $35,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 440 / $5,000 TOP NONPROFITS SUPPORTED:

AccesSurf, Mālama Maunaloa, Kapi‘olani Community College and UH, Charity Walk, Special Olympics Hawai‘i THEHAWAIIGROUP.COM

Hawai‘i Life Real Estate Services

ABOUT: For-profit real estate

sales, long-term and vacation rentals company EMPLOYEES: 62 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $121,285 TOP NONPROFITS SUPPORTED:

Hawai‘i Land Trust, Hawai‘i Community Foundation, Maui Film Festival HAWAIILIFE.COM

Hawaii Medical Assurance Association ABOUT: Nonprofit health

insurance company EMPLOYEES: 3 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $152,000 TOP NONPROFITS SUPPORTED:

Kaiser Permanente Hawaii (Top Corporate Donor #7) worked to restore cultural sites during its 2023 annual day of service. Top, volunteers repairing the rock wall at Hale O Lono fishpond in Hilo. Below, Ann Marie Holman, RN, trims overgrowth at Ka‘ala Farm on the Wai‘anae Coast.

Hawai‘i Food & Wine Festival, St. Francis Healthcare Foundation, March of Dimes, Boy Scouts of America – Aloha Council, Alzheimer’s Association WWW.HMAA.COM

TOP 10 CORPORATE DONOR TOP 10 CORPORATE DONOR

Hawai‘i Gas

Hawaii Medical Service Association (HMSA)

Hawai‘i Foodservice Alliance

ABOUT: For-profit gas utility for

residential, commercial and industrial customers

ABOUT: Nonprofit health organization, health insurance

food-distribution company to all islands and West Coast

EMPLOYEES: 370 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $300,000 EMPLOYEE VOLUNTEER HOURS: 520 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 1,310 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $3,531,345 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 1,600 / $62,834 TOP NONPROFITS SUPPORTED:

ABOUT: For-profit wholesale

EMPLOYEES: 521 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $3,874,000 TOP NONPROFITS SUPPORTED:

Hawai‘i Foodbank, Hawai‘i Foodbank Kaua‘i, Maui fire response HFAHAWAII.COM

Aloha United Way, Special Olympics Hawai‘i, American Red Cross, Hawai‘i Agricultural Foundation, Hawai‘i Green Growth, UH Foundation HAWAIIGAS.COM

Aloha United Way – ALICE initiative, Boys & Girls Clubs of America, The Food Basket, Hawai‘i Community Foundation, HomeAid Hawaii – Kauhale initiative HMSA.COM

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Hawaii State Federal Credit Union

ABOUT: Nonprofit credit union EMPLOYEES: 369 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $206,881 EMPLOYEE VOLUNTEER HOURS: 370 TOP NONPROFITS SUPPORTED:

Hawai‘i Foodbank, Chaminade University, YMCA of Honolulu, Friends of the Library of Hawaii, Hawai‘i HomeOwnership Center HAWAIISTATEFCU.COM

Hawaiian Airlines

ABOUT: For-profit commercial airline

EMPLOYEES: 7,362 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,822,624 TOP NONPROFITS SUPPORTED:

Polynesian Voyaging Society, Kāko‘o ‘Ōiwi, American Red Cross, Hawai‘i Community Foundation, Hawai‘i Foodbank, Maui Food Bank HAWAIIANAIRLINES.COM

TOP 10 CORPORATE DONOR

Hawaiian Electric Industries (HEI)

ABOUT: For-profit energy and

financial services company EMPLOYEES: 3,597 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $4,275,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 20,000 (FIGURE REFLECTS VOLUNTEERISM OUTSIDE THE WORKPLACE) / $659,000 TOP NONPROFITS SUPPORTED:

Aloha United Way and United Way branches on Neighbor Islands, Hawai‘i Community Foundation, Hawai‘i Executive Collaborative, UH Foundation, Oahu Economic Development Board HEI.COM

Hawaiian Host Group

ABOUT: For-profit agriculture, manufacturing and consumer goods company EMPLOYEES: 480 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $406,008 TOP NONPROFITS SUPPORTED:

Hawai‘i Community Foundation, Aloha United Way, Hawai‘i Food Bank, Merrie Monarch, Make-AWish Hawaii HAWAIIANHOSTGROUP.COM

BY C R I ST I N A MOON

93,040 Total employee volunteer hours on public-service projects during work hours or company events

Hawaiian Ocean Adventures

ABOUT: For-profit, Hawaiian-

owned business offering ocean activities at Disney Aulani and Four Seasons EMPLOYEES: 22 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $35,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 40 / $2,000 TOP NONPROFITS SUPPORTED: Da

Hui Paddle Race, Da Hui Backdoor Shootout, Kahuku Motocross Park, Kawaipuna Foundation HAWAIIANOCEANADVENTURES.COM

Hawaiian Telcom

ABOUT: For-profit provider of

integrated communications, broadband, data centers and entertainment EMPLOYEES: 1,200 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,494,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 5,200 / $277,500 TOP NONPROFITS SUPPORTED:

Aloha United Way, American Heart Association, Hawai‘i Community Foundation, KalihiPālama Culture & Arts Society, Palama Settlement HAWAIIANTEL.COM

HawaiiUSA Federal Credit Union

ABOUT: Nonprofit credit union EMPLOYEES: 381 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $484,197 EMPLOYEE VOLUNTEER HOURS 2,276 TOP NONPROFITS SUPPORTED:

Imua Family Services, Alzheimer’s Association, Weed and Seed Hawai‘i, American Cancer Society, Boys & Girls Club – Hale Pono Ewa Beach Clubhouse HAWAIIUSAFCU.COM

Kawailoa Development

Hensel Phelps

Kāhala Nui

contractor of federal, aviation, health care, hospitality and other projects

community

golf course

EMPLOYEES: 207 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $404,111 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 4,213 / $9,212 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 852 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,000,000 TOP NONPROFITS SUPPORTED:

ABOUT: For-profit general

EMPLOYEES: 249 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $58,050 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 156 / $24,150 TOP NONPROFITS SUPPORTED:

Special Olympics Hawai‘i, Wounded Warrior Ohana, Child & Family Service, Hawaii Meals on Wheels, Girl Scouts of Hawai‘i

ABOUT: Nonprofit life-plan

Alzheimer’s Association – Aloha Chapter, Catholic Charities Hawai‘i, Hawaii Meals on Wheels, Kōkua Kalihi Valley Comprehensive Family Services, Project Dana KAHALANUI.COM

HENSELPHELPS.COM

TOP 10 CORPORATE DONOR

Hilton Grand Vacations

Kaiser Permanente Hawaii

ABOUT: For-profit vacation

ownership company

ABOUT: Nonprofit integrated

EMPLOYEES: 1,780 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $123,494 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 1,768 / $32,509 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 2,809 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $2,974,400 TOP NONPROFITS SUPPORTED:

Aloha United Way, Hawai‘i Community Foundation, Hawai‘i Lodging & Tourism Association, Hawaii Habitat for Humanity, Boys & Girls Club of Hawaii HILTONGRANDVACATIONS.COM

health care organization, health plan and medical care

Hawai‘i Community Lending, Boys & Girls Clubs of Maui, American Red Cross – Maui disaster relief, Maui Food Bank, The Salvation Army – Maui wildfires KP.ORG

TOP 5 CHARITABLE ORGANIZATION

J-L

JR Doran Inc. / Ceramic Tile Plus and Exclusively Yours

ABOUT: For-profit, family-owned

tile, countertop and cabinetry store EMPLOYEES: 33 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $50,200 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 700 / $19,000 TOP NONPROFITS SUPPORTED:

Hawai‘i Community Foundation – Maui Strong Fund, Hawaii Animal Rescue Foundation, UH Shidler College of Business, Friends of the Children’s Justice Center, Maui Food Bank; also donates parking lot and water to community groups for car-wash fundraisers CERAMICTILEPLUS.COM

Kamehameha Schools ABOUT: Private, nonprofit

charitable educational trust EMPLOYEES: 2,482 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $33,648,584 EMPLOYEE DONATIONS: $225,676 TOP NONPROFITS SUPPORTED:

Chaminade University, Saint Louis School, Whitworth University, Partners in Development Foundation, Institute for Native Pacific Education and Culture KSBE.EDU

Kaua‘i Federal Credit Union

ABOUT: Nonprofit credit union EMPLOYEES: 41 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $35,937 EMPLOYEE VOLUNTEER HOURS: 200 TOP NONPROFITS SUPPORTED:

Hawaiian Lifeguard Association, Hawaiian Community Assets, Hawai‘i Community Lending, Kaua‘i Independent Food Bank

ABOUT: For-profit resort and

Hawai‘i Community Foundation, UH Foundation, Wilcox Health Foundation, Island School POIPUBAYGOLF.COM GRANDHYATTKAUAI.COM

Kilauea Pest Control

ABOUT: Full-service termite and

general pest-control services company EMPLOYEES: 90 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $93,000 TOP NONPROFITS SUPPORTED:

The Salvation Army, Child & Family Service, Latter-Day Saint Charities, Girl Scouts of Hawai‘i, Boy Scouts of America – Aloha Council KILAUEAPEST.COM

Kona Brewing Hawaii

ABOUT: For-profit craft brewery

and pub EMPLOYEES: 206 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $219,231 EMPLOYEE VOLUNTEER HOURS: 200 TOP NONPROFITS SUPPORTED:

Eddie Aikau Foundation, Ke Kai Ala Foundation, Legacy of Aloha Foundation, Waipā Foundation, Big Dreams Foundation KONABREWINGHAWAII.COM

$301.1 MILLION Total cash and in-kind donations in 2023 from all companies on the list

KAUAICREDITUNION.ORG

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Kualoa Ranch Hawaii

M-Q

attraction, cattle ranching, diversified agriculture and real estate company

MacNaughton

ABOUT: For-profit visitor

TOP 10 ORGANIZATIONS RECEIVING SUPPORT

Aloha United Way / Neighbor Island United Ways 26 Hawai‘i Community Foundation 26 University of Hawai‘i / UH Foundation 21

EMPLOYEES: 411 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $603,617 TOP NONPROFITS SUPPORTED:

Kualoa Ranch Foundation, Hawai‘i Community Foundation, Bishop Museum, Native Hawaiian Hospitality Association KUALOA.COM

American Red Cross of Hawaii 14

Kyo-ya Hotels & Resorts

Hawai‘i Foodbank 14

resort company

Special Olympics Hawai‘i 10 American Heart Association 8 Boys & Girls Club of Hawaii 7 Girl Scouts of Hawai‘i 6 The Salvation Army 6

NONPROFITS RECEIVING SUPPORT FROM 3-5 COMPANIES

Alzheimer’s Association Boy Scouts of America – Aloha Council Child & Family Service Hawai‘i Community Lending Ho‘ōla Nā Pua Kupu Make-A-Wish Hawaii Maui Food Bank Straub Foundation

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ABOUT: For-profit hotel and EMPLOYEES: 3,493 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $594,448 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 4,731 / $300,144 KYOYAHOTELSANDRESORTS.COM

Layton Construction

ABOUT: For-profit commercial

construction company EMPLOYEES: 50 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $24,994 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 1,877 / $55,795 TOP NONPROFITS SUPPORTED:

ABOUT: For-profit real-estate

development and investment company EMPLOYEES: 20 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $248,059 EMPLOYEE VOLUNTEER HOURS: 288 TOP NONPROFITS SUPPORTED:

U.S. Vets, Teach For America, Special Olympics Hawai‘i, American Red Cross of Hawaii, Housing Hawai‘i’s Future MACNAUGHTON.COM

Hawai‘i Community Foundation, Boys & Girls Club of Hawaii, Family Programs Hawaii, Big Brothers Big Sisters, Kōkua Hawai‘i Foundation – 3Rs School Program LOCATIONSHAWAII.COM

Hawai‘i Community Foundation, Hawai‘i Foodbank, Aloha United Way, Ma‘i Movement Hawai‘i, American Heart Association LOCAL.ML.COM/HONOLULU

TOP 10 CORPORATE DONOR

transportation, logistics and supply chain services company

owned companies specializing in management consulting, IT, facilities & infrastructure, logistics and environmental services

ABOUT: For-profit ocean

EMPLOYEES: $2,326 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $8,700,000 TOP NONPROFITS SUPPORTED:

Maui disaster relief (various nonprofits), Hawai‘i Foodbank, Alaskans for Litter Prevention and Recycling, Woods Hole Oceanographic Institution, Polynesian Voyaging Society MATSON.COM

EMPLOYEES: 161 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,500,000

EMPLOYEES: 105 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $257,718 EMPLOYEE VOLUNTEER HOURS: 1,512 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 115 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $275,000 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 775 / $30,000 TOP NONPROFITS SUPPORTED:

The Nakupuna Cos.

LAYTONCONSTRUCTION.COM

residential real-estate brokerage

specializing in wealth management, retirement plans, institutional consulting, banking

TOP 10 CORPORATE DONOR

Maui Divers of Hawaii

ABOUT: Nonprofit arm of

ABOUT: For-profit company

Matson

5 For The Fight, Habitat for Humanity, Special Olympics Hawai‘i, Adopt A Family, Wilcox Health Foundation

Locations Foundation

Merrill Lynch

ABOUT: Native Hawaiian-

EMPLOYEES: 1,035 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $2,171,882 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 355 / $16,141 TOP NONPROFITS SUPPORTED:

Pauahi Foundation, Polynesian Voyaging Society, APIA Scholars, Purple Mai‘a, Mālama Loko Ea Foundation NAKUPUNA.COM

ABOUT: For-profit fine jewelry

manufacturer, wholesaler and retailer

Nordic PCL Construction

ABOUT: For-profit general

contractor

oceanography center

EMPLOYEES: 250 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $315,619 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 740 / $40,561 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 56 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $322,046 EMPLOYEE VOLUNTEER HOURS: 635 TOP NONPROFITS SUPPORTED:

Aloha United Way, Special Olympics Hawai‘i, Kapiolani Health Foundation, UH Foundation, Child & Family Service

MAUIDIVERS.COM

Maui Ocean Center

ABOUT: For-profit aquarium and

Zalul, Hawai‘i Community Foundation, Maui 5K, Maui Nui Botanical Gardens MAUIOCEANCENTER.COM

NORDICPCL.COM

BY C R I ST I N A MOON

Only the Best

ABOUT: For-profit clothing

manufacturer and retailer EMPLOYEES: 246 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $203,000 EMPLOYEE VOLUNTEER HOURS: 120 TOP NONPROFITS SUPPORTED:

American Red Cross of Hawaii, Maui Humane Society, Hawaiian Humane Society, Pearl Harbor Aviation Museum, Kaua‘i Humane Society CRAZYSHIRTS.COM

Pacific Whale Foundation

ABOUT: Nonprofit organization

dedicated to protecting the ocean through science and advocacy EMPLOYEES: 170 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $100,000 EMPLOYEE VOLUNTEER HOURS: 480 TOP NONPROFIT SUPPORTED:

Kaho‘olawe Island Reserve PACIFICWHALE.ORG

Par Hawaii

ABOUT: For-profit company

specializing in refining, distribution and marketing of petroleum products and transportation fuels EMPLOYEES: 621 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $519,363 EMPLOYEE DONATIONS: $34,519 TOP NONPROFITS SUPPORTED:

Aloha United Way, Special Olympics Hawai‘i, Hawai‘i Nature Center, Hawaiian Canoe Racing Association, Kupu PARHAWAII.COM

Hawai‘i Foodservice Alliance (Top Corporate Donor #4) was on the ground in West Maui with relief supplies while the fires were still burning. The company used their distribution network to get tons of HFA donations of food and water, as well as community donations, to impacted residents. Pictured here, HFA employees provided airport logistics for hundreds of air purifiers donated by the Council for Native Hawaiian Advancement.

Pleasant Holidays

ABOUT: For-profit tour operator,

travel services and Hawai‘i destination activities EMPLOYEES: 64 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $25,000 TOP NONPROFITS SUPPORTED:

American Red Cross – Maui relief, Sustainable Coastlines, Maui United Way, Surfrider – Maui Chapter, Blood Blank of Hawaii PLEASANTHOLIDAYS.COM

Prince Resorts Hawaii ABOUT: For-profit owner and

Pasha Hawaii

ABOUT: For-profit ocean

transportation company operating containerized and roll-on/off cargo between Hawai‘i and the U.S. West Coast EMPLOYEES: 524 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,668,914 PASHAHAWAII.COM

operator of three luxury hotels and championship golf courses EMPLOYEES: 1,628 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $814,591 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 2,910 / $131,353 TOP NONPROFITS SUPPORTED:

The Nature Conservancy in Hawai‘i, Hawaiian Legacy Reforestation Initiative, Hawai‘i Land Trust – Mahukona, Charity Walk, Legacy Carbon

SeaWide Express

R-Z

ABOUT: For-profit company

RevoluSun

ABOUT: For-profit company

specializing in design and installation of residential and commercial solar energy, energy storage and smarthome products EMPLOYEES: 186 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $256,291 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 598 / $18,149 TOP NONPROFITS SUPPORTED:

Junior Lifeguards, Kuleana Micro-Lending, Aloha Freight Forwarders, Make-A-Wish Hawaii, Rotary Foundation

specializing in freight transportation between the continental U.S. and Alaska, Hawai‘i and Guam EMPLOYEES: 34 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $41,822 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 250 / $14,015 TOP NONPROFITS SUPPORTED:

Feed the Children, Susan G. Komen, Children’s Restoration Network, Hawai‘i Community Foundation, Syrian American Medical Society Foundation SEAWIDEEXPRESS.COM

REVOLUSUN.COM

Does Your Company Belong on This List? If you’d like to receive surveys for this list and others, please contact cynthiaw@hawaiibusiness.com.

PRINCERESORTSHAWAII.COM

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Servco Pacific

ABOUT: For-profit company

specializing in automotive distribution and retail, musical instruments, car sharing, venture/ growth capital EMPLOYEES: 2,222 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $627,770 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 1,230 / $137,581 TOP NONPROFITS SUPPORTED: Boys

University of Hawai‘i

ABOUT: Nonprofit higher

education and research institution EMPLOYEES: 8,219 EMPLOYEE DONATIONS: $195,989 TOP NONPROFITS SUPPORTED:

Aloha United Way, Hawai‘i Foodbank HAWAII.EDU

University of Hawai‘i Federal Credit Union

& Girls Club of Hawaii, Center for Tomorrow’s Leaders, American Heart Association, UH Foundation, Special Olympics Hawai‘i

ABOUT: Nonprofit credit union EMPLOYEES: 72 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $33,574 TOP NONPROFIT SUPPORTED:

SERVCO.COM

Aloha United Way

Sheraton Kauai Resort ABOUT: For-profit beachfront

resort EMPLOYEES: 272 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $283,727 EMPLOYEE VOLUNTEER HOURS / CASH DONATIONS: 1,034 / $1,000 TOP NONPROFITS SUPPORTED:

Kaua‘i Hospice, Kaua‘i Community College, Kaua‘i United Way, Children’s Miracle Network Hospitals, YWCA Kaua‘i

UHFCU.COM

TOP 5 CHARITABLE ORGANIZATION

United Airlines

ABOUT: For-profit commercial airline EMPLOYEES: 1,100 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $535,000 EMPLOYEE VOLUNTEER HOURS: 872 TOP NONPROFITS SUPPORTED:

Elemental Excelerator, Hawai‘i Foodbank, Girl Scouts of Hawai‘i, Movers and Shakas UNITED.COM

ABOUT: Nonprofit federally

qualified health center providing affordable medical and social services EMPLOYEES: 185 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $22,782 TOP NONPROFITS SUPPORTED:

Boys & Girls Club of Hawaii, Honolulu Pride – Hawai‘i LGBT Legacy Foundation, Mental Health America of Hawai‘i, Gregory House Programs, Jarrett Middle School WAIKIKIHEALTH.ORG

Wells Fargo Advisors ABOUT: Financial services

company EMPLOYEES: 41 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,080,000 TOP NONPROFITS SUPPORTED:

YWCA O‘ahu, Habitat for Humanity, Project Hope, Goodwill Hawaii, Honpa Hongwanji Mission of Hawaii WELLSFARGOADVISORS.COM

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American Red Cross, American Heart Association, Hawai‘i Community Foundation – Maui Strong Fund, Maui Humane Society, Public Schools of Hawaii Foundation

WESTPACWEALTH.COM

Wet ’n’ Wild Hawaii

ABOUT: For-profit water park

ZEPHYRINSURANCE.COM

and amusement center EMPLOYEES: 231 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $403,795 TOP NONPROFITS SUPPORTED:

ABOUT: For-profit food-

Waikiki Health

UHAHEALTH.COM

Make-A-Wish Hawaii, Make-AWish Southern Nevada, Hawai‘i Pacific University, Friends of the UH Cancer Center, YMCA

EMPLOYEES: 97 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $53,295,251 TOP NONPROFITS SUPPORTED:

UHA Health Insurance

March of Dimes, Friends of Hawaii Charities, American Heart Association, American Red Cross of Hawaii, Mālama I Ke Ola Health Center

EMPLOYEES: 21 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $155,000 TOP NONPROFITS SUPPORTED:

WETNWILDHAWAII.COM

UHFOUNDATION.ORG

EMPLOYEES: 174 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $453,725 EMPLOYEE DONATIONS: $40,580 TOP NONPROFITS SUPPORTED:

EMPLOYEES: 295 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $584,000 TOP NONPROFITS SUPPORTED:

alumni services and fundraising for UH

University of Hawai‘i programs, research and students

ABOUT: For-profit residential

hurricane and homeowners insurance company

HUGS, Special Olympics Hawai‘i, various schools and organizations

ABOUT: Nonprofit provider of

Zephyr Insurance

wealth-management firm

ABOUT: For-profit, privately held

University of Hawai‘i Foundation

MARRIOTT.COM/LIHSI

ABOUT: Nonprofit health insurance, workplace wellness solutions company

WestPac Wealth Partners Hawaii

Y. Hata & Co.

HONORABLE MENTION

Alaka‘i Mechanical Corp.: $10,000

Alan Shintani: $4,878

service company specializing in wholesale distribution, wholesale store, public warehousing

Bella Pietra Design:

EMPLOYEES: 480 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $1,058,762 TOP NONPROFITS SUPPORTED:

$18,183

Aloha Harvest, The Salvation Army, UH Foundation, Hawai‘i Restaurant Association, Culinary Institute of the Pacific YHATA.COM

Young Brothers

ABOUT: For-profit interisland

freight transportation company EMPLOYEES: 405 COMPANY’S TOTAL CASH AND IN-KIND DONATIONS: $323,430 EMPLOYEE DONATIONS: $16,781 TOP NONPROFITS SUPPORTED:

Aloha United Way, Relay For Life, Hawai‘i Foodbank, Coast Guard Foundation, American Heart Association YOUNGBROTHERSHAWAII.COM

$8,337 (+ employee donations: $5,259)

Bishop & Co. Child & Family Service

$4,000 (+ employee donations: $14,766)

Hawai‘i Health & Harm Reduction Center: $10,000

Hickam Federal Credit Union

$5,168 (+ employee donations: $15,213)

Intech Hawaii: $5,000

John Mullen & Co. $5,448

Kobo Wealth: $5,600

Symbrosia: $5,910

Tanaka of Tokyo Restaurants: $14,725

T&T Tinting Specialists: $8,175

BY C R I ST I N A MOON

H AWA I I B U S I N ES S | 43

BY KATHRYN DRU RY WAG NE R

HIS EXTENSIVE LEADERSHIP E X P E R I E N C E A N D U N WAV E R I N G V I S I O N H A S B U I LT K U P U I N T O A P OW E RHOU S E E N V I R O N M E N TA L N O N P R O F I T

FTER GRADUATING IN 2000 FROM THE WHARTON SCHOOL – ONE OF THE NATION’S TOP BUSINESS PROGRAMS – JOHN LEONG COULD HAVE EASILY TAKEN THE PATH TO BECOMING A WALL STREET FINANCIAL ANALYST OR HEDGE FUND MANAGER.

Instead, he came back to Hawai‘i and pulled weeds in Kawainui, the marsh in Windward O‘ahu. He co-founded Pono Pacific Land Management with his wife, Julianna Rapu Leong. Pono Pacific blends conservation services with revenue-generating projects focused on renewable energy, local food production, reforestation and more. John Leong is currently chairman and CEO at Pono Pacific; Julianna Rapu Leong handles business development and project management. In 2007, they co-founded the Honolulu-based nonprofit Kupu, alongside friend Matthew Bauer, who serves as Kupu’s COO. Kupu fosters climate stewardship and leadership among young people through environmental education programs, paid experiences, on-the-job training in sustainabilityfocused professions and more. “Kupu was named after the kupukupu fern,” explains Kepa Barrett. In 2011, Barrett was a 16-year-old team member in Kupu’s Hawai‘i Youth Conservation Corps summer program when he first met John Leong. Barrett kept returning for more programs, rose through the ranks and is now an external affairs officer for Kupu. The kupukupu fern can grow in volcanic cinder, and is among the first plants to colonize areas after lava has flowed. It helps rebuild the ecosystem “so other plants can grow and thrive,” says Barrett. And like those plants, Kupu itself is growing. “Kupu has now reached a point in its organizational life cycle where it’s not the only plant growing on that topsoil; we are poised to not only grow ourselves but also to grow and diversify Hawai‘i’s economy in the green job sector,” Barrett says. “I see the organization continuing consistent trends of growth but also reaching new heights. It’s exciting in so many ways – and there is a lot of work to be done.”

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P H OTO S A A R ON YOS H I N O

J O H N L E O N G , CEO OF KUPU NONPROFIT LEADER OF THE YEAR

AN IDEA TAKES ROOT

As a kid growing up in lush Nu‘uanu, Leong enjoyed exploring the trails and streams in the area but admits his family members weren’t particularly outdoorsy. They were, however, strongly entrepreneurial and supportive of others. “My grandfather had a restaurant and I saw how a business can impact lives,” says Leong. “People would come back to visit the restaurant and talk about how they got their culinary start there. He really thought about how he was going to develop people and support them.” As a teen, Leong participated in a youth conservation pilot program run by the Department of Land and Natural Resources. That’s when he really fell in love with the environment, he says, “with the watersheds that support life, with the endangered species that are here.” Michael Wilson, a retired associate justice of the Hawai‘i Supreme Court and former director of the DLNR, has been a longtime supporter of Leong and has served as a board member and advisory board member for Kupu. He started the youth conservation pilot program, which is how he met Leong. “John was a senior at Punahou, and did that summer program and

the rest is history,” Wilson says. “He loved it. His goal system was so different; he has an interior moral compass that is … I would call it almost unmatched. He is driven by a sense of compassion for his community and really is focused on nature. It’s unusual and rather pure because it doesn’t come with an agenda or a need for recognition.”

EVOLVING INTO A LEADING NONPROFIT

With the success of Pono Pacific, Leong could see a shift in Hawai‘i toward social enterprise, which means using a market-driven approach to address unmet needs or solve social or environmental problems, and also that being in environmental work “does not mean you cannot have excellence in how you operate your organization.” He also spotted an opportunity to get younger people involved. “The bad news is that all the environmental problems we have are human related, but the flip side of that is that we will have human solutions, especially as we link arms together.” Bauer, who first met Leong while on a Pono Pacific crew, has now worked alongside him for half of his life. “When you are doing actual on-the-ground conservation work, you realize how much you can do, and can’t do, as an indi-

vidual or even as a small group of people,” he says. “There are so many environmental challenges we face in Hawai‘i. When we started Kupu, it was amazing to see what you can do when you add more people to the mix. And not just for doing the work, but changing a mindset, sharing how unique Hawai‘i is, how extraordinary it is, how much we have a stake in making it the place we want to continue for our children.” Today Kupu has a dozen programs, including the Hawai‘i Youth Conservation Corps, Hawai‘i Youth Sustainability Challenge, Conservation Leadership Development Program, Environmental Education Leaders, Kōkua Camp and Nā Manu ‘Elele Stewards. Named a Best Place to Work in 2024 by Hawaii Business Magazine, Kupu has trained more than 6,000 teens and young adults. It currently has 400 people on payroll, and a core staff of 70 to 80 people, many of whom are themselves graduates of Kupu programs. Kupu’s program members have provided over 3 million hours of service, planting more than 1.5 million native plants and removing 151,000 acres of invasive species. And Kupu has supported program members’ continued education, with $6.3 million in education awards. All told, Kupu has generated more than $229 million in socioeconomic benefits within the Pacific region, according to the organization.

H AWA I I B U S I N ES S | 45

“

HE’S LIKE THE TIDE. HE’S GOING TO MOVE FORWARD. HE’S NOT GOING TO KNOCK ANYBODY OVER BUT HE WILL CONTINUE TO GO AROUND OR GO OVER. HE HAS A FORCE OF NATURE ABOUT HIM THAT IS IMPRESSIVE.” – MATTHEW BAUER COO, KUPU

For example, the Kupu ‘Āina Corps was created to support Hawai‘i’s economic comeback following the Covid pandemic and has since been deployed for recovery efforts in the wake of the Maui wildfires. That workforce development program has, to date, provided yearlong paid training positions for 560 people. Kupu ‘Āina Corps positions are structured as a cost share, and participants work on host sites that can include nonprofit organizations, for-profit businesses, and state and county government agencies. Its work involves agriculture, environmental technology, sustainability and other green job positions.

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Another Kupu success story is the Harry and Jeanette Weinberg Ho‘okupu Center, which opened in 2019 at Kewalo Basin and boasts classrooms, a commercial kitchen and community meeting spaces. There, Kupu administers the Honolulu school district’s only off-campus alternative learning opportunity: the Culinary Social Enterprise and Community Program. It provides employment training to help get underresourced youths into the job market, GED instruction, life skills development and trauma-informed services. More than 100 youths have received alternative high school diplomas upon completing the culinary program, which also provides professional experiences in catering at over 400 events at the Ho‘okupu Center. Students taking part in the alternative learning opportunity have shown an average GPA increase of 1.8 points after completing their first semesters at the Ho‘okupu Center. Bauer says it’s because young people see themselves in a different light when they realize they’re problem-solvers for Hawai‘i’s environmental challenges. “It has motivated a lot of students,” Bauer says. “They see the importance of education and they see their own importance in the solutions we need for Hawai‘i.” Opening the center was an important inflection point for Kupu and demonstrated its evolution “from a scrappy organization to a place that has roots, showing we can create a space where there were once drugs and gambling, and now there is instead a place for finding a future,” Leong says. “One of the kids had previously dropped out (of high school). He did our program and got a four-year scholarship to Menlo College.” A Kupu staffer personally helped to get the student to California and moved him into the college. “Those things make me really proud, what that symbolizes,” says Leong.

He hopes that Kupu can open more educational centers. “What I’d love to see is where people can get certificates in a career pathway package, getting paid and getting an education at the same time. That’s a model we can provide for the 21st century.”

YOUNG PEOPLE ARE A NATURAL RESOURCE

Prior to Kupu, Hawai‘i didn’t really have “an organization that connected people – hands-on, and hearts and minds – into the issues that our Islands are facing,” Bauer says. “John’s leadership in creating Kupu provided that opportunity, bringing people together with common solutions and widespread support.” Bauer calls Leong optimistic. “When I’m in meetings with him, it’s interesting, I hear one thing but he always hears a solution or finds a way on how we can play a part in the story and how we can support another organization. My metaphor is he’s like the tide. He’s going to move forward. He’s not going to knock anybody over but he will continue to go around or go over. He has a force of nature about him that is impressive.” While many in the younger generation might seem more interested in their smartphones than in pulling invasive plants, Leong says his goal is to engage people where they are. “We encourage them to get their hands in the dirt, their fingers in the limu. But everyone has their own passion and skill set. We’ve had Kupu grads go into design, into teaching. We had a program participant who wants to go into environmental law.” It’s not a one-job-fits-all approach, and Kupu and its partners are involved in many fields, including geographic information systems, clean energy, food systems, wastewater, wildfire prevention and resiliency, forestry, trail management and native/ endangered species protection.

But no matter what interests the program members have, Leong says, they’ll learn to care about the community they are in. “They can have a calling that is higher than getting themselves ahead, and we can help unlock their calling.” Barrett notes that Leong is a father of four and prone to telling dad jokes. “John’s leadership style is almost like a fun parent,” he says, but beyond that, he’s a leader with “confidence, firmness, vision and faith.” “When I was in the programs, I saw someone who was well educated, who was not afraid to get his hands dirty. It is not what John says that necessarily inspires me. It’s what he does. He could have had another type of life and instead chose something outside the box, and look what it has done. John doesn’t evaluate his accomplishments off the GDP of his leadership. It’s about the impact: socially, economically, environmentally. We are better here in Hawai‘i because of his leadership.” After completing the youth programs, Barrett went on to earn a bachelor’s degree in environmental policy with a minor in economics.

“

WE ARE POISED TO NOT ONLY GROW OURSELVES BUT ALSO TO GROW AND DIVERSIFY HAWAI‘I’S ECONOMY IN THE GREEN JOB SECTOR.” – KEPA BARRETT EXTERNAL AFFAIRS OFFICER, KUPU

Many of Kupu’s professional staff are former program members, says Barrett. “In my own department, two-thirds of us were participants. It’s a very special thing because we clearly know the experiences and the value we are adding to the people who come through the programs.” Leong is quick to credit his team for his success. “We have the best team. We have such committed, caring, intelligent people. It’s changed a lot; in the beginning, we were willing to take anyone off the street who would sacrifice pay for passion. We were doing the work that was required, trying to find new work and funding, and doing it all. As we’ve grown and expanded, we’ve developed into a more professional organization. Traditionally in nonprofits, you see the front-line work and many of us start in that mission, but equally important is the recruitment, marketing, accounting, all the things that make a stronger organization. My hope is that we can be the type of organization that fills a hole in the entry-level work of conservation but also in professional levels and management, so we can as a sector provide a competitive environment for support, training and payroll.”

SHAPING THE ENVIRONMENTAL PHILANTHROPY SECTOR

As Kupu has become more established, it’s found new ways to support Hawai‘i’s communities. Says Bauer: “We see ourselves as increasing capacity for the environmental and conservation and sustainability sectors in Hawai‘i. If we are able to bring in more resources from the continent, whether that be federal or philanthropic monies that can support and strengthen the overall industry, then that is something we want to do.” For example, a new $20 million grant from the U.S. Department of Agriculture’s Forestry Service will help Kupu become a grantmaker itself, aiding other organizations

around the state with tree planting and maintenance. This grant provides financial and technical assistance for workforce development and will help to cultivate Indigenous equity and mitigate invasive species, pests and diseases, according to the USDA. Leong says Kupu is looking to reach out beyond Hawai‘i, too. “We can be a connecting tissue within the Pacific,” he says, sharing best practices and ensuring everyone gets a seat at the table. Leong’s wife is from Rapa Nui; Bauer’s wife is from Guam. Pacific nations “are our cousins and our neighbors next door,” says Bauer. “We do what we can to support American Samoa, the Commonwealth of Northern Mariana Islands, Rapa Nui, Guam. We are a trusted entity that can help bring resources.” Speaking of family, Leong’s oldest child just interned with Kupu before going off to college. “We are careful and respectful that our kids have their own path and we want them to express themselves,” says Leong. “But they did grow up drinking the Kool-Aid.” He fondly recalls his daughter stepping into a leadership moment during a youth ropes course. “There she was, a little 6-year-old, telling the 18-yearolds what to do. She’d tell them, ‘This is how you make sure you are safe, this is how you build a team.’ ” With Kupu, “John’s created a new model that allows for transformational change,” says Wilson, the retired Supreme Court justice. “It is the institutionalization of the ethic of taking care of our ‘āina and our kai, and to do it with aplomb and to do it with a sense of joy, and therefore attract every strata of society. John’s skill set means that he’s at another scale of ingenuity, creativity, compassion and commitment, and he has the best kind of leadership, because it’s the leadership that penetrates the people around him and makes them feel good about what they’re doing. It happens after they get to know him.”

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ORIGINAL IMAGES: GETTY IMAGES, ILLUSTRATION: JEFF SANNER

SEEKING A WAY FORWARD

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BY CAT H A R I N E LO G R I F F I N

LANDS THE STANDOFF AT MAUNAKEA HELPED SPUR A NEW EFFORT AT FINDING SOLUTIONS AFTER MORE THAN A CENTURY OF MISMANAGEMENT OF THE HAWAIIAN KINGDOM’S CEDED LANDS, NOW BEING REFERRED TO AS KINGDOM LANDS

In 2018, when the Hawai‘i Supreme Court allowed construction on the Thirty Meter Telescope to begin, Native Hawaiians responded with a fierce and forceful protest. They blocked the road and interrupted the groundbreaking, physical acts that represented a deep-seated resentment for what they saw as the state’s failure to, once again, preserve the integrity of the land, a fundamental pillar of the Hawaiian system of values. Images of the standoff harkened back to the peaceful demonstrations at Kaho‘olawe, Sand Island and Mākua Valley, and reawakened the highly contentious and unresolved fight over Hawai‘i’s ceded lands. The ceded lands of Hawai‘i comprise about 1.8 million acres that belonged to the Hawaiian Kingdom before the illegal overthrow of 1893. This land was ceded to the U.S. in 1898 by a joint resolution of Congress, and 1.4 million of these acres were transferred back to Hawai‘i in 1959 as a public trust to benefit the people of Hawai‘i and Native Hawaiians, as spelled out in that year’s Admission Act, which granted statehood to Hawai‘i. Some 374,000 acres were retained by the federal government for military bases, national parks and other public purposes. Since then, as awareness of repeated transgressions has grown, so too has intolerance for the mismanagement of ceded lands. “As people started to engage on social media, in the community and probably at the dinner table, more of these issues – the atrocities the state has committed against Hawaiians – started to bubble up,” says Kamana‘opono Crabbe, who was CEO of the Office of Hawaiian Affairs during the Maunakea protests. “It opened up a wound regarding the overthrow of the kingdom, colonization, the occupation of Hawai‘i by the United States and the right to self-determination.”

H AWA I I B U S I N ES S | 49

What was happening on Maunakea also sparked discussions among executives at the Hawai‘i Executive Collaborative, a group of CEOs and decision-makers in business, government, labor, education and the nonprofit sector. Futures scenarios envisioned by the collaborative included ones that put Hawai‘i on a culturally misguided, economically undesirable and environmentally unsustainable path, so in 2019 they launched an initiative called Rediscovering Hawai‘i’s Soul to redirect toward a better future. RHS comprises a diverse network that includes Native Hawaiian and non-Native Hawaiian leaders from more than 100 organizations. Their aim is to find common ground on some of Hawai‘i’s most intractable problems: climate change, workforce diversification, universal housing and more. Among the RHS working groups is a subcommittee on ceded lands, which it calls Kingdom Lands; it’s headed by First Hawaiian Bank CEO Bob Harrison. “This topic underpins so much of the issues that we face today. It’s a fairness issue, it’s an understanding of where we’re at today versus where we started all those years ago, (and) it’s a transition of power issue,” Harrison says. “You can’t make the past go away, but how can we find a path forward?”

MĀHELE, CESSION AND TRANSFER OF LANDS According to the Kumulipo, the Hawaiian creation chant, the land and Hawaiians are elements of divine creation connected through genealogy. “In our stories, ‘āina is thought of as an older relative – kupuna – an ancestor of ours,” explains Jonathan Osorio, a historian and dean of the Hawai‘inuiākea School of Hawaiian Knowledge at UH Mānoa. “You don’t own your ancestors. You take care of them.”

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JONATHAN OSORIO, A HISTORIAN AND DEAN OF THE HAWAI‘INUIĀKEA SCHOOL OF HAWAIIAN KNOWLEDGE AT UH MĀNOA, SAYS, “IN OUR STORIES, ‘ĀINA IS THOUGHT OF AS AN OLDER RELATIVE. … YOU DON’T OWN YOUR ANCESTORS. YOU TAKE CARE OF THEM.”

Taking care of the land has always been an incontrovertible Hawaiian practice and was the foundation of a highly organized subsistence economy that enabled early Hawaiians to sustain their population for more than a thousand years. With Western contact, the life of the land changed, literally and figuratively. Invasive plants and animals refashioned the landscape, urban development shifted streams and suffocated fishponds, and bullets and bombs desecrated hallowed land. The 19th century also saw what Native Hawaiian rights advocate and constitutional law professor Jon Van Dyke called “an orgy of national enslavement,” during which every Pacific Island community succumbed to Western rule. The threat of imperial conquest in Hawai‘i was very real considering what was happening at that time: As the population collapsed, from half a million people in 1778 to 84,000 in 1850, the ability to operate their sophisticated subsistence economy was lost. “The people were diseased and the land was suffering as a result,” Osorio says. “So the kingdom’s response was, how do we protect this place from being seized by another country?” This was the impetus for King Kamehameha III to establish Hawai‘i as an independent nation under a constitutional monarchy that was

recognized by Western superpowers of the time, including Britain, France, and the United States. He also initiated the Māhele (which means “to share”) in 1848, assigning property rights to Native Hawaiians that could be protected by law. “The hardest thing to do is to explain how you translate a land system in which no one owned the land, not even the highest-ranking chief,” says Osorio. “Setting up the Māhele was essentially a conversation that was taking place between King Kamehameha III, a few dozen major ali‘i nui (high chiefs) who ran the government, and the ali‘i advisors over how to best end the strain and struggle between newcomers and their claims to the land, land that Hawaiians had occupied and utilized for millennia. The Māhele was designed to identify the Kānaka Maoli (Indigenous) stakeholders in terms of possession of land.” The system they devised mimicked Western ways of defining properties using geographic boundaries but also preserved the relationship that Native Hawaiians have to land, which includes access to resources like forests and streams that can’t be divided up by drawing lines around them on paper.

The Māhele was intended to satisfy both Western and Hawaiian sensibilities – that is, ensure that the land would be kept in Hawaiian hands by the assignment of property rights. And it would do so while maintaining the traditional system of land management that thrived under kingdom rule, whereby three entities – the overall sovereign, the chiefs who assumed the role of landlords, and the people who assumed the role of tenants – collectively “owned” each square acre of land in Hawai‘i. (“Ownership” was a foreign concept in Old Hawai‘i, where land values were derived through the fruits of well stewarded lands, not through ownership.) Over a period of two to three years, Osorio explains, King Kamehameha III and the 256 ali‘i separated their interests in lands that could be validated through their genealogy. The king claimed about 1 million acres as crown lands, which would descend to each succeeding monarch, and assigned another 1.5 million acres as government lands. The ali‘i collectively claimed the rest, about 1.6 million acres. From these lands, maka‘āinana, or commoners, were to apply for their own kuleana lands, where they lived or farmed. Being given title to land required a massive paradigm shift for maka‘āinana, who were suddenly both tenants and landlords. They could no longer rely on the chief to provide protection, to make sure that water flowed through, or to allow grazing rights on adjacent lands. “By doing this, they were entirely on their own,” Osorio says, explaining the confusion and hesitation that set in. At the time of the Māhele, there were 84,000 Native Hawaiians, according to the 1850 census; yet only 14,000 claims were made and only 8,700 claims were approved, totaling 27,000 acres. The lands held by ali‘i were not fee simple – they reverted to the kingdom when they died; however, ali‘i could opt to pay the value of onethird of their land or return one-third

of their land to the government. If they did either of those things, they would receive royal patent grants for the remaining two-thirds, which they would then own in perpetuity. By 1852, thousands of acres of prime Hawaiian land had been sold to foreigners, notes law professor Neil M. Levy in his 1975 journal article titled Native Hawaiian Land Rights: “More importantly Western property concepts were imposed on the legal structure and would facilitate the rapid, steady takeover of Hawaiian-owned lands during the next several decades.” The critical thing to understand, Osorio emphasizes, is that by 1893, all of these lands had become property. “When those people overthrow the government of the queen in 1893, they are taking the property of the kingdom. Moreover, when they take the queen’s property, which is the crown lands, they’re taking the property of an individual,” he says. “When they put that together and say, this is now all ours – that’s the legal and ethical problem that lies at the root of our conflict with the American government.” After deposing Queen Lili‘uokalani, the self-proclaimed Republic of Hawai‘i merged government lands with crown lands under the single umbrella of “public lands” and, through the 1895 Land Act, instituted ways of selling and leasing them. When the Treaty of Annexation failed to pass the U.S. Senate, Congress instead accepted the 1898 Newlands Resolution, by which 1.8 million acres of public lands in Hawai‘i were handed over to the federal government, giving origin to the term “ceded lands.” Ultimately, the takeover resulted in Hawaiians losing access to the lands that had always sustained them. “The impoverishment of our people comes as a direct result of the theft of close to 2 million acres of land,” Osorio says. This political collapse unfolded against a backdrop of social upheaval for Native Hawaiians. Their ancient

“EVERYBODY STARTS OFF THINKING THIS IS ABOUT MONEY, AND THEN THEY REALIZE IT’S ABOUT LAND MANAGEMENT. ” -JOHN WAIHE‘E III , FORMER GOVERNOR religion had yielded to Christian beliefs, and disease had reduced the Native population to 37,000 by 1900. Today, in retrospect, we see the injustices that Hawaiians weren’t able to see for themselves as they were occurring, explains Crabbe, the executive lead for Rediscovering Hawai‘i’s Soul and a member of its core committee. Pointing to the snuffing out of language and culture, he says, “You begin to see this insidious process of political disempowerment.” In 1921, Congress addressed the need to assist “landless and dying” Native Hawaiians by passing the Hawaiian Homes Commission Act of 1920, which set aside 200,000 acres for homesteads. Prince Jonah Kūhiō Kalaniana‘ole, who championed the measure, wrote to U.S. senators, “After extensive investigation … it was found that the only method in which to rehabilitate the race was to place them back on the soil.” Native Hawaiians who can prove at least 50% blood quantum are eligible to apply for 99-year leases at one dollar a year. Today, 29,300 applicants remain on the waitlist to receive lots and, despite passage of the Hawaiian Homes Commission Act, more than 2,000 have died waiting. From the lands that were ceded to the U.S., the military set up bases on thousands of acres on O‘ahu, on what is now all or part of Fort Shafter, Schofield Barracks, Joint Base Pearl Harbor-Hickam, and Marine Corps Base Hawaii at Kāne‘ohe Bay. Installations were also built at Bellows and Lualualei

H AWA I I B U S I N ES S | 51

on previously designated Hawaiian homestead lands. The Navy took possession of Kaho‘olawe in 1953, and the Army established the Pōhakuloa Training Area in 1964. Following statehood, the military retained control of these lands, much of it at a cost of only $1 for the entire length of their 65-year leases. When Hawai‘i became a state, ceded land entitlements were recast in the Admission Act of 1959. The act transferred 1.4 million acres from the federal government to Hawai‘i as a public trust, specifying five purposes for which they were to be used and managed by the state for: 1, the support of public schools and other public educational institutions, 2, the betterment of the conditions of Native Hawaiians, as defined in the Hawaiian Homes Commission Act, 3, the development of farm and home ownership, 4, the making of public improvements, 5, the provision of lands for public use. “Their use for any other object shall constitute a breach of trust for which suit may be brought by the United States,” the act specifies. The responsibility to carry out this agreement was bestowed upon the Hawai‘i Department of Land and Natural Resources (DLNR). Were these transfers of land between the federal government and the state legitimate? One hundred years after the overthrow, Congress passed the 1993 Apology Resolution acknowledging that “the Native Hawaiian people never directly relinquished to the United States their claims to their inherent sovereignty as a people over their national lands.” While the act apologized for the illegal insurrection and urged the U.S. to “support reconciliation efforts,” it held no legal force. No mandate to repair harm or restore dignity was issued.

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“I will insist to the day I die that the provisional government – the so-called Republic of Hawai‘i – had no authority. They had no legal right to take those lands, and therefore they had no right to cede them to the United States. If it’s stolen property, and the U.S. has this, it doesn’t fix the situation by transferring it to yet a third agency that does not in any way represent the kingdom,” Osorio says. “This is why you hear so many Hawaiians and Hawaiian sympathizers refer to this as the fake state – that it does not legally exist. The problem is that it is here, and it does have control.”

THE CON CON AND ESTABLISHMENT OF OHA The 1970s saw a wave of political activism accompanied by a cultural renaissance. Peaceful demonstrations underscored the vital connection of Native Hawaiians to their lands, from protesting evictions in Kalama Valley and Waiāhole-Waikāne to condemning the Navy’s bombing of Kaho‘olawe. The A.L.O.H.A. (Aboriginal Lands of Hawaiian Ancestry) Association launched a movement to seek federal recognition at the same time that Native Alaskans were granted reparations through Congress. Discussions about self-determination and sovereignty began to take place. As calls for justice grew – amplified in the anthem “Hawai‘i ’78” – the Constitutional Convention of 1978, dubbed the Con Con, was called to order with tenacious activist Frenchy DeSoto and future Hawai‘i Gov. John Waihe‘e III leading the charge on Native affairs. They saw the Con Con as a distinct opportunity to compel restitution through governance. “They were asking themselves, ‘What are our rights under the Admission Act?” Crabbe says. Why were Hawaiians being barred from Kaho‘olawe when those were

ceded lands? Who was making decisions about the uses of ceded lands? They were being used for roads and sidewalks. They were being leased to sugar plantations, the U.S. military and the University of Hawai‘i. But where, they wondered, were they being used to benefit Native Hawaiians? At the time, the notion of a public trust was fairly new, Waihe‘e recalls, first expressed by Chief Justice William Richardson in the mid-1970s. “If you look for those words prior to 1970, you might not find them,” Waihe‘e says. Since it was an unfamiliar concept to pin action to, the question became a critical point of debate: Was the state upholding its duty as trustee? “The government took the position that they were fulfilling their obligation because they put 100%, according to their records, of the revenues generated by the leases and sales of these lands to fund education – and the education system included Native Hawaiian kids. So one fell swoop, they’re in there,” Waihe‘e explains. “But for Native Hawaiians, [the answer was] no, because Native Hawaiian kids, like non-Native Hawaiian kids, were all entitled to a public education [regardless of the ceded lands issue]. It was shorting the payment, shorting the obligation.” Concurrently, the question of self-governance was raised. “For many, many people in Hawai‘i, the idea of having a self-governing entity was alien. As we discussed these issues, the thing that came up was, ‘What if Native Hawaiians get reparations like the Alaska Natives?’ ” Waihe‘e says. “The political tradition established by the way statehood had been accomplished was that Alaska goes first, Hawai‘i goes second. So the idea was to create a receptacle for if that happened in Hawai‘i.” As a result, the delegates proposed Amendment 28, which established the Office of Hawaiian Affairs.

Waihe‘e names two criteria that were essential to making OHA a de facto fourth branch of government: legitimacy and independence. For it to be legitimate in the eyes of the people it serves, the leaders would have to be elected by Native Hawaiians – hence, a Hawaiian-only election. Secondly, it would need to be independently funded. “Where would these independent resources come from? That’s when people went back to look at these ceded lands documents and recognized this is money and resources that should be going to Native Hawaiians,” Waihe‘e says. “Revenues from the ceded lands became the answer.” Delegates then considered two alternatives for calculating the entitlement: 50% of revenue – since the Admission Act designated two beneficiaries (the public and Native Hawaiians) – or 20%, since benefits to Native Hawaiians were one of five designated purposes. Time ran out at the convention, so the decision fell to the Legislature, which, after extensive deliberation, decided on 20% as the amount due. Revenues at the time meant income from public land leases managed by DLNR, but precisely what constituted revenues and which lands these revenues should come from were never clearly defined. Regarding the 20%, Waihe‘e says this entitlement was not to be applied as a new tax or additional appropriation, but rather as a designated prioritization of existing budgets. He also raises another point: Should the authority to negotiate ceded lands revenues continue to reside with the state? “Maunakea was leased for a dollar,” he says. “That obviously didn’t come from the Office of Hawaiian Affairs.” In 2006, the state Legislature passed Act 178, arriving at $15.1 million as the temporary dollar amount due annually to OHA to satisfy the 20% revenue requirement. A separate settlement, in the form of

the Kaka‘ako Makai land transfer from the state to OHA worth $200 million, was approved in 2012 to compensate for back due payments. OHA conducted independent audits of ceded land revenues in 2012 and 2016, assessing receipts big and small, from facility rentals to vending machines. Both audits revealed shortfalls, with the one in 2016 finding $247.2 million in discrepancies between what the state paid and what OHA was owed. There are also ongoing disputes about revenue disposition from harbors ($60 million in reported receipts in 2016), airports ($73.1 million in 2016) and the University of Hawai‘i ($3.3 million in 2016) – major facilities situated or partially situated on ceded lands – and what OHA’s portion of these should be. The most recent allocation to OHA was promised in 2022, when Act 226 increased OHA’s temporary share of ceded lands revenues to $21.5 million annually and mandated $64 million in back payments. The act also established a working group to reconsider the true pro rata amount due to Native Hawaiians.

LEGISLATION AND COURT CASES For the past 25 years, numerous laws and court decisions have filled in some of the gaps in ceded lands policy, which has required further interpretation on a caseby-case basis. Going forward, it’s important to understand the major decisions that have been issued and the issues that remain unsolved. Following are some key factors to consider. 1) BENEFICIARIES

The Admission Act of 1959 specified one of the five purposes of the ceded lands “for the betterment of the conditions of Native Hawaiians, as defined in the Hawaiian Homes Commission Act.” The

TONY MIZUNO, EXECUTIVE VP OF COMMERCIAL MARKETS AT AMERICAN SAVINGS BANK AND A MEMBER OF REDISCOVERING HAWAI‘I’S SOUL, SAYS, “IF RHS IS TO … BRING US BACK TOGETHER, IT’S REALLY HARD TO DO THAT WITHOUT ONE CONSTITUENT – THE ONE THAT STARTED IT ALL.”

HHCA recognizes Native Hawaiians as those having 50% or more Hawaiian ancestry. While there was talk at the Con Con about how to broaden the definition of Native Hawaiians, the state must honor the federal act, and changes to the blood quantum can’t be made without Congress’ approval, says Melody Kapilialoha MacKenzie, professor emerita and founding director of Ka Huli Ao Center for Excellence in Native Hawaiian Law at the William S. Richardson School of Law at UH Mānoa. However, the purpose of OHA is to benefit the whole Hawaiian community, she points out, so in the statute establishing OHA [HRS 10-1], both groups of Native Hawaiians are named as beneficiaries – those with 50% or more Hawaiian ancestry and those with less.

H AWA I I B U S I N ES S | 53

MacKenzie says both federal and state courts eventually debated whether OHA could legally use ceded lands money to benefit those of less than 50% Hawaiian ancestry. She offers a hypothetical situation presented by one of the judges that illustrates how a strict definition of Native Hawaiian contradicts the policy’s intent: “One of the judges asked, ‘What if you have a Hawaiian woman who is not of 50% ancestry and she is about to give birth to a baby who is 50% ancestry? Shouldn’t she be able to get health care and benefits?’ The plaintiffs said, ‘No, she shouldn’t,’ but obviously it would benefit the child of 50% or more Hawaiian ancestry.” In the end, the courts have declared that as long as the state and OHA adhere to their obligation of supporting those with 50% or more Hawaiian ancestry, any benefit to those of less than 50% does not violate their fiduciary duty to Native Hawaiians.

2) CEDED LANDS INVENTORY

In 2000, the DLNR introduced the State Land Information Management System, or SLIMS, an online inventory of state lands that includes lease receipts. By DLNR’s own admission, the inventory was incomplete and inaccurate, hampered by surveying gaps and unsuccessful title searches. Also, only ceded lands managed by DLNR were included in the system. In 2011, the state Legislature passed Act 54 to update the SLIMS database with information on public trust lands managed by any state agency. The revamped Public Land Trust Information System is accessible at pltis.hawaii.gov. “One of the major, major problems is identifying all of these ceded lands. Over the early days of statehood, they didn’t keep very good records,” says MacKenzie. During Crabbe’s tenure as OHA’s CEO, the office hired independent researchers to look up royal patents and land grant awards and trace

which crown lands had been turned over to private hands. Crabbe points out that accounting during the days of the territorial government was done by hand and recorded on paper, and information may have been lost or re-created as administrations changed. According to OHA’s findings, the lands identified as crown lands in 1898 didn’t match up with the records from 1959. “The question we were trying to ask was, ‘Is the data we are collecting the same data that the SLIMS database has collected?’ ” Crabbe shares, saying OHA has inquired about the process DLNR used to inventory their acquisitions. “They don’t have the answer.” Osorio, who sits on the RHS Kingdom Lands subcommittee, says his colleagues recognize the tangled complexity of these questions, which is why their starting point is to create a thorough inventory of the lands. “The inventory should include not just boundaries and

EXPIRING MILITARY LEASE AND EASEMENTS MANY OF THESE FACILITIES ARE ON CEDED LANDS, INCLUDING ALL OR PART OF PŌHAKULOA, MĀKUA, KAWAILOA-POAMOHO AND KAHUKU. SERVICE

LOCATION PŌHAKULOA TRAINING AREA (PTA) KAHUKU TRAINING AREA ARMY KAWAILOA TRAINING AREA (POAMOHO) MĀKUA MILITARY RESERVATION (MMR) PMRF * PMRF PMRF - OFFSHORE KAMOKALA RIDGE NAVY EAST OF PMRF MAIN BASE MĀKAHA RIDGE MĀKAHA RIDGE MILOLI‘I RIDGE PMRF NI‘IHAU KA‘ENA POINT SATELLITE TRACKING STATION KA‘ENA POINT SATELLITE TRACKING STATION AIR KĀ‘ALA AIR FORCE STATION FORCE KŌKE‘E AIR FORCE STATION REMOTE MAUI EXPERIMENTAL SITES MAUI SPACE SURVEILLANCE SITE

ISLAND HAWAI‘I O‘AHU O‘AHU O‘AHU KAUA‘I KAUA‘I KAUA‘I KAUA‘I KAUA‘I KAUA‘I KAUA‘I KAUA‘I NI‘IHAU O‘AHU O‘AHU O‘AHU KAUA‘I MAUI MAUI TOTAL

ACRES 22,971.0 1,150.0 4,390.0 782.0 391.65 7,445.41 7,680.0 88.83 0.29 203.1 42.21 0.015 1,167.0 2 86.72 51.47 1.8 8.45 6.17 5.0 46,471.1

EXP YEAR 2029 2029 2029 2029 2029 2029/2030 2029 2029 2029 2030 2030 2030 2028 2029 2029 2028 2030 2021/2023 2031

NOTES SADDLEBACK ROAD LEASE PARCEL LEASE EAST WAHIAWĀ PARCEL LEASE WAI‘ANAE PARCEL LEASE MAIN BASE LEASES MAIN BASE EASEMENTS OCEAN RIGHT OF WAY LEASE LEASE WATER WELL LEASE LEASE EASEMENT LEASE TEST VEHICLE LAND RECOVERY SITE LEASE LEASE EASEMENT LEASE LEASE LEASES LEASE

*PACIFIC MISSILE RANGE FACILITY BARKING SANDS | NOTE: ARMY EXPIRING EASEMENTS ARE NOT INCLUDED IN THE TABLE AS THEY ARE SMALL IN SCALE, ROUTINE, AND NOT ASSOCIATED TO THE 65-YEAR LEASE. SOURCE: HAWAI‘I MILITARY LAND USE MASTER PLAN, 2021

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a monetary assessment, but also a historic assessment that looks at what those lands were used for, what they might be used for in terms of agriculture and aquaculture and forestry,” he suggests. And he lists the stakeholders who should be included in the process: DLNR, the land use commission, taro farmers and fishpond managers. “We have produced this growing group of people who have gone back to the land and who now manage the land in more traditional ways,” Osorio says. “We’re producing a tremendous amount of knowledge about what can be done to restore, for instance, ‘ōpae ‘ula in the streams. We have water guardians insisting on the restoration of water in the West Maui streams. They all have to be at the table.” 3) MILITARY LEASES

Currently, the U.S. military controls about 222,000 acres, or about 5% of the land in Hawai‘i, including 112,142 acres of ceded lands. In 2029, many of the military’s 65-year leases of ceded lands are set to expire, creating great anticipation for a sea change in ceded land management. While the military has been undergoing the environmental review process and making presentations to the Board of Land and Natural Resources in hopes of renewing the leases, Native Hawaiian advocates are exploring whether self-determination and federal recognition of Indigenous rights might give a sovereign entity legal ownership of ceded lands. “For many in the Hawaiian community, any kind of lease is not an option. It’s a continuing violation of the lands. It’s a continuing hurt,” says MacKenzie. One of the most pivotal decisions will be what happens at Pōhakuloa, a high plateau in the center of Hawai‘i Island where the Army conducts war

“CHIEFLY LEADERSHIP TAKES COURAGE. IT TAKES A CERTAIN DEGREE OF MORAL FORTITUDE TO TACKLE THE HARD ISSUES WITH A PURE, BENEVOLENT INTENT THAT WOULD BENEFIT THE WHOLE. ” games at the 132,000-acre Pōhakuloa Training Area. The Army’s lease of 22,750 of those acres, all of it on ceded lands, expires in August 2029. In 2014, Native Hawaiian cultural practitioners Clarence Ching and Maxine Kahaulelio successfully sued DLNR for failing to conduct regular inspections of that part of the training area, which is zoned as conservation land. Besides the physical damage inflicted by gunfire and detonations, some weapons have left behind depleted uranium, a highly explosive, radioactive heavy metal that can be aerosolized and carried on the wind. The court declared the negligence of DLNR to protect the leased land a breach of the ceded lands trust. The decision was appealed to the Hawai‘i Supreme Court, which affirmed important aspects of the 2019 ruling. Defense spending in Hawai‘i accounts for $8.8 billion annually, or 8.9% of the state’s GDP, and is the largest driver of the local economy after tourism. At stake if military leases are not renewed is $1.55 billion appropriated for construction projects in 2025, the biggest appropriation for any state. Hawaiian activists have long recognized that the industries driving Hawai‘i’s economy operate at a significant cost to the ‘āina, which if properly stewarded, could offer alternative, potentially more valuable benefits. “For many of us in Hawai‘i, the way the state continues to promote tourism and insist on military presence is so ruinous to what could be done,” says Osorio. “There is

-KAMANA‘OPONO CRABBE EXECUTIVE LEAD , REDISCOVERING HAWAI‘I’S SOUL

poverty here, and there are incredibly rich lands that aren’t being utilized. We have people without shelter. We have people who suffer from a lack of social services, poor education facilities, not enough teachers, all these things that are prevalent in the state that perhaps could be addressed if these lands could be used more productively, and in some cases, more lucratively.” Acknowledging its own responsibility to protect ceded lands, the DLNR’s Office of Conservation and Coastal Lands submitted its own disapproving comments to be weighed in the 2022 environmental impact statement for Pōhakuloa: “Military use that involves maneuvers, ammunition, artillery and mortar systems, depleted uranium, explosives, firing points, hazardous materials and waste, live fire, unexploded ordnance, and weapons systems do not appear to be consistent with the Conservation District.”

RECKONING AND NEXT STEPS Tony Mizuno, executive VP of commercial markets at American Savings Bank, says: “If you rewind our society, in the last 30 years our community has become stressed, often in opposition with one another. There have been disparate outcomes where there are the haves and the have-nots. If

H AWA I I B U S I N ES S | 55

PHOTOS: BRAD GODA

RHS is to unwind some of that and bring us back together, it’s really hard to do that without one constituent – the one that started it all,” referring to Native Hawaiians. Mizuno zooms out, calling it mind-boggling that so many people can live in Hawai‘i and love Hawai‘i yet have very little understanding about the history that shaped its people. “A hundred and twenty years goes by and it’s embarrassing that this has been swept under the rug. Every now and then there’s a court case, and it gets prime time, but until it’s satisfactorily acknowledged, it’s hard to address so much of the other pain that exists between people.” Mizuno says his initial reaction followed a Western approach to problem-solving: Identify the problem and then immediately formulate solutions. “It’s like, ‘Traffic’s bad? What do we do?’ ” he offers. “When I joined [the RHS

IDEAS ON IMPORTANT TOPICS LIKE CEDED LANDS (NOW ALSO KNOWN AS KINGDOM LANDS) ARE SHARED AT GATHERINGS UNDER THE UMBRELLA OF THE INITIATIVE CALLED REDISCOVERING HAWAI‘I’S SOUL.

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committee on Kingdom Lands] as a businessperson, I looked at the issue and said I could pull title reports, identify the lands, do some math around the economics and do a fair split. I thought, this shouldn’t be hard to solve mathematically. “But the more we dig into it, the more we realize this is a problem our entire society has to engage in and understand. Only after I understand where someone’s been and what they’ve been through can I sit at a table and say, ‘How shall we move forward?’ There’s a pivot from ‘Here’s the answer’ to ‘We need to help others learn.’ ” Waihe‘e adds that history can also inform land managers about more effective, efficient and appropriate land use. “These lands are part of a broader system that we don’t necessarily use today,” he says. “It became apparent that on the island, the best way to preserve

our lifestyle is ahupua‘a – to go back to the management of land and water from mauka to makai. “Everybody starts off thinking this is about money, and then they realize it’s about land management,” he continues, pointing to floods and wildfires that force people to recognize “there is a certain way to live on an island that we may not have been doing.” Crabbe says it’s critical to tackle the issue now rather than passing on the burden to future generations. He cites the value of e ōpū ali‘i, to have the heart of a chief, a guiding principle for Rediscovering Hawai‘i’s Soul. “Chiefly leadership takes courage. It takes a certain degree of moral fortitude to tackle the hard issues with a pure, benevolent intent that would benefit the whole. We have to be upright leaders in this 21st century to provide a greater society for Hawai‘i.”

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DR. JENNIFER WEISS CHIEF OF STAFF SHRINERS CHILDREN’S HAWAI‘I How have the services provided at Shriners Children’s Hawai‘i changed over the years?

My first thought is the profound sense of gratitude I have in being part of team so invested in our keiki that they have an awareness of things like our patients’ aspirations, what they enjoy, and even the names of their pets. The bonds they form lead to trusting relationships and that is unique in medicine. The wraparound care we provide enables us to care for the whole child beyond their presenting condition. I recall one of my patients who came to us for an ACL surgery, but unexpectedly complained about numbness in his neck which we discovered was due to an issue with his spine. Had we not listened to his new concern, his spine surgery might not have happened and he may have ended up paralyzed for life. We also address the mental and nutritional health of many of our keiki, as

well as their physical, occupational and recreational therapy needs which really makes a difference in helping them live their best lives. It’s amazing to be part of the largest pediatric orthopedic group in the world, with access to other internationally renowed subspecialists. At Shriners Children’s, we are able to bring those subspecialists who aren’t accessible in Hawai‘i to care for our keiki when needed. When parents entrust their most precious gift – their keiki – to us, we take great strides to ensure they receive the highest-quality orthopedic care in a loving environment.

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Looking back to 1923 when the Shriners fraternity founded our Honolulu hospital to provide care for keiki with polio, I am amazed by how much we have grown into a comprehensive pediatric multispecialty orthopedic system of care with locations across North America. Many people may not realize that although we continue to provide evidence-based specialized care for keiki with rare orthopedic conditions, we also treat a wide range of more common conditions such as scoliosis, clubfoot, and even sports and play injuries. Our outreach team provides care across the neighbor islands and the Pacific Basin, with visits to places such as Guam, Samoa, and Fiji. We have also cared for more international patients from far-away places including Honduras and Benin. Physicians may now directly refer their pediatric patients to our rehabilitation services department for evaluation and treatment. And best of all, our specialty care and services H AWA I I B U S I N ES S | 63

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BY L I A N N E Y U

Some Potential Visitors Wonder: Is It Possible to be a

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in Hawai‘i, or Should I Just Stay Away?

GLOBALLY, MANY POPULAR DESTINATIONS ARE EXPERIENCING A BACKLASH AGAINST TOURISM. HERE ARE MULTIPLE PERSPECTIVES ON THE MESSAGE THAT HAWAI‘I SHOULD SEND TO POTENTIAL TOURISTS.

H AWA I I B U S I N ES S | 67

ALTHOUGH ANNIE TAN HAS LONG WANTED TO EXPERIENCE HAWAI‘I’S NATURAL BEAUTY AND MULTICULTURAL COMMUNITIES, SHE HAS RECENTLY DECIDED TO VACATION ELSEWHERE FOR THE FORESEEABLE FUTURE.

“After the fires in 2023, I remember seeing in the media that a lot of aid efforts were going to tourists and not necessarily to local people. When I started to understand how dependent Hawai‘i is on tourism, that got me thinking that visiting is not a good thing. Maybe it’s not what the people want, especially when I hear of people saying you’re not helping us, and you shouldn’t come and use our land and take away resources from people who are here. But at the same time, I know that people are dependent on tourism there,” says Tan, who lives in the Queens borough of New York and works for a nonprofit. “It’s confusing as a person who tries to do the right thing. So I straight up have decided that it’s better if I just don’t go.” Her mixed feelings are echoed among other potential visitors who aren’t sure how to be respectful tourists while so many are still mourning after the Maui wildfires and at a time when anti-tourism sentiment is rising not only in Hawai‘i but around the world. This summer, for example, demonstrators in Barcelona marched through areas popular with tourists, chanting “tourists go home” and squirting them with water pistols. Mysti Berry has been traveling from the Bay Area to Hawai‘i for the last 20 years but has also started questioning whether her presence is inflicting more harm than good. “During the pandemic, I started reading articles about how tourism has contributed so much pollution and harm to the environment. And this gave me pause because I had never considered any of that before,” says the San Francisco-based writer. State leaders have signaled that managing such tensions between tourism, as the state’s biggest revenue generator, and the needs of community members, is one of their biggest priorities. In June, Gov. Josh Green signed a bill incorporating regenerative tourism into the Hawai‘i State Planning Act. The goals of such legislation include reducing tourism’s ecological footprint as well as supporting more education and job training for residents within the visitor industry. “By 2028, we have set as our goal to be known as a regenerative destination,” says Daniel Nahoopii, the interim president and CEO of the Hawai‘i Tourism Authority. “What this means is a tourism that not only supports communities but adds back to them by protecting environments, acknowledging Indigenous communities as critical to this change, creating destination stewardship programs and seeing what infrastructure is needed. There will be more programs to make sure visitors get safe, clean experiences and that residents feel empowered.”

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Nahoopii adds that the kinds of travelers such initiatives will target include mindful ones. “We know they will follow rules, want a cultural and historical experience, and want to make sure they don’t have a negative impact on the environment.” But it will take time to make these initiatives reality. For now, mindful travelers like Tan aren’t sure what to do. Mana Up co-founder Meli James says: “Someone who is culturally sensitive and wants to do the right thing will think, ‘I don’t know what’s right, so maybe I just shouldn’t come.’ When tourists get confused, they are going to err on being conservative because they don’t know the right way to be a tourist. And that’s not helping anyone.” James adds, “What we need to do is create clearer messaging and examples for how visitors can add value. And be a model for how to do this the right way.” What should that message be? This article explores that question from a range of perspectives, including those of potential visitors, tourist industry leaders, travel influencers and those whose communities are affected most by tourism. While this can be a complex and contentious topic, the people we interviewed all agree on the importance of articulating a clear message on how to be a good traveler in the age of anti-tourism sentiment. Here are the three key points that emerged.

SEEK OUT THE VOICES OF THE PEOPLE WHO CALL HAWAI‘I HOME Britney Alejo-Fishell recalls a moment right after the Maui wildfires that made it painfully apparent how disconnected some visitors were to what was happening. “We were getting supplies, and all the shelves at the stores were empty. All of us normal everyday people and first responders were panicking. I remember seeing a lady who had just lost everything, wandering around looking for a pair of shoes that could fit. And at the same time, there was a tourist family with a pineapple in their cart, complaining how there was nothing to buy,” says Alejo-Fishell, the owner and founder of Haku Maui, based in Makawao. “It was this kind of insensitivity to their surroundings that heightens so many of the emotions in our community,” she says.

Despite the grief, Alejo-Fishell emphasizes that she is ultimately hopeful, having seen the transformation visitors go through when they learn more about Native Hawaiian culture through her store, which specializes in traditional lei and lei-making workshops. “You can go to Costco and buy a lei, or you can come here and we can tell you where this flower was picked, the time it was picked and who the farmer is. Your lei tells a story and when we give lei, it also tells a story. People tell us they are forever changed by their time with us and that it changed their view of this place,” she says. This is what she wants for every tourist: to get out of their exclusive resorts, head to small, historical towns and meet the people. Most of the time, the people behind the cash registers will be the business owners. “This is a way that tourists can come learn but also play a part in helping us heal,” says Alejo-Fishell. Several people interviewed for this piece mentioned the latest Hawaiian Airlines in-flight video as a great example of emphasizing the importance of Hawai‘i not just as a destination, but as a home to people who care deeply about their environment and everything it comprises, from its mountains and beaches to its taro fields and farmers markets. “The video they produce is exactly the type of message we want to get out to more visitors. And they did it on their own, it wasn’t a mandate,” says James Kunane Tokioka, director of the state Department of Business, Economic Development & Tourism. Likewise, Chris – who started a YouTube channel called “Hello From Hawaii” – also saw a need for more content from a local’s point of view. Most of the videos out there were about tourist sites. “If it’s just vacation stuff, that’s the primary narrative out there. And people won’t know what it’s actually like for residents, and what our culture is really like. I wanted to talk about Hawai‘i from the perspective of one local. That doesn’t mean I speak for all locals or for the Native Hawaiian community. But I’m someone who was born and raised here and just trying to share what that’s like,” says Chris, who says he doesn’t use his last name online to protect his family’s privacy. Some topics in the videos featured on his channel include the differences between Native Hawaiian, local and Western cultures; everyday problems that locals face; hotel strikes; the issue of affordability; and what it’s like to raise children in the state. Another video is a response to the article “Hawai‘i is not and never will be your vacation ‘paradise’ ” by Native Hawaiian writer and university student Gisele Bisch and published in the Daily Princetonian, a pub-

lication at Princeton University. In the article, Bisch argues that “one cannot claim to respect, advocate for, or try to empower Indigenous people while also traveling to Hawai‘i.” Chris hopes that instead of only relying on social media or Reddit forums, ambivalent travelers can find a variety of in-depth views from people who live in Hawai‘i to help them make the right decisions for themselves. “If people choose not to come, it’s their right, but I hope that if they come across my video, they will understand that not everyone is pushing that narrative of ‘stay away.’ Not everyone believes that tourism is this bad thing that is hurting everyone in Hawai‘i. I hope they can hear both sides and a well-rounded discussion about that topic.” When I spoke directly with Bisch, who was born on O‘ahu, she explained the impetus of her article was to point out the historical impact of tourism on her Native Hawaiian community. “A lot of elements in relation to Native Hawaiian culture or conceptions of Native Hawaiian identity are used in the tourism industry and marketed internationally. And yet when it comes to benefiting from tourism in our economy, our voices are not a part of the conversation. Hawai‘i likes to market itself as solely a vacation to other people, but that flattens what this place means to actual Native Hawaiians,” she says. Council for Native Hawaiian Advancement CEO Kūhiō Lewis is hoping to change all of that. In fact, as he points out, there has never been as much Native Hawaiian representation as there is right now among the state’s tourism leadership – which includes HTA’s Nahoopii; DBEDT’s Tokioka; and Aaron Salā, now CEO of the Hawai‘i Visitors and Convention Bureau. And they’re all collaborating on regenerative tourism initiatives. “What has made Native Hawaiians so upset is seeing the tourist industry define their identity. So what we are doing is shifting the focus, making sure we are telling the right stories in alignment with our people. And we are taking it to the level of integrating Hawaiian culture into the fabric of regenerative tourism. Our values will become part of the DNA as we work toward fixing the model of tourism,” says Lewis. Adds Tokioka: “We want to make sure the people we grew up with, the people we know from our communities, that their voices are heard.”

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BUY LOCAL BUT JUST AS IMPORTANTLY, EXPLORE THE STORIES BEHIND THE PRODUCTS There are many ways visitors can volunteer their time while on vacation. The Mālama Hawai‘i Program, launched by the Hawai‘i Tourism Authority during the pandemic, for example, offers participation in activities such as beach cleanups and native tree planting in exchange for hotel discounts. But as Mana Up co-founder James acknowledges, volunteer work isn’t the only way to define “doing good,” and people on vacation may not want to spend their time that way. Instead, she says, doing good can be fun when it comes to supporting local businesses. “People can stay at a locally owned hotel, eat at a locally owned restaurant, go to locally owned grocery stores. They can go to Kō Hana Rum, have a mai tai with locally made rum. They can go to Mānoa Chocolate for a tasting. They can go to one of the farms and support our local farming initiatives. They can end up having a great experience while knowing that every dollar they are spending will stay in our community.” James says equally important as buying local is understanding the story behind those locally made products. Mana Up, which supports companies based in Hawai‘i that produce consumer products, also works with company founders to tell the stories of their brands, and it’s evident throughout their retail locations. “We love seeing folks come in and get that delight when they are looking at our entrepreneur cards and learning something different about Hawai‘i while contributing and investing in the state.” The hope of Karli Rose, founder of a company called To Be, is to continue supporting her community on Maui by keeping the manufacturing of her all-natural skin and body products in Hawai‘i. She explains that she and her team craft all of their botanical products from start to finish in their Wailuku store. But, like James, she wants visitors to take away more than just the products. To keep her customers connected to her community, even when they are back home, she sends a regular newsletter. “In general, most people have a good heart and maybe I’m optimistic, but it’s up to us as small businesses to educate our customers so that when they return, they have a level of awareness because we’re fostering that connection we have with them. And they love it. They love learning about Hawai‘i. And that helps bridge the gap. It’s all about education, and doing it with the aloha spirit,” says Rose. 70 | N OV E M B E R 2 0 2 4

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But she also emphasizes that small businesses need more help. Hawai‘i’s tourism strategy has been primarily centered around big hotels and brands. There’s been less guidance for individual businesses on how to plug in to the visitor economy so travelers know how to make local businesses a bigger part of their itineraries. HTA’s public affairs officer, T. Ilihia Gionson, says that as the state enacts more regenerative tourism measures, this will change. “When we talk about local businesses, how do we make sure people know about these local businesses? If we know that visitors are coming to enjoy a day at the beach, how do we make sure that they know that there’s a growing fashion scene and they can buy a Hawai‘i-made swimming suit? This is one of many examples of work we want to do to optimize tourism for the benefit of local businesses and communities.”

DON’T JUST DROP IN. COMMIT TO BEING PART OF THE LARGER FABRIC OF THIS PLACE. Maui resident Roselani Aiwohi says it angers her when tourists film in her community and then brag that they’ve “discovered” something off the beaten path. “The next thing we know we get 50 tourists at a little freshwater pond. And with that comes degradation because they don’t know how to treat the place respectfully. Hawaiians are getting very frustrated with people treating our home as their playground.” George Thompson, a Kaua‘i resident and former VP and director of public relations at Wizard Publications, agrees that friction often arises when tourists wander into local communities that aren’t designed to accommodate them. “People want to experience the Hawai‘i lifestyle. They want to have those authentic adventures and they go out and look for them in our neighborhoods. Waikīkī is a tourist spot, so if you’re a local and you go there, you’re not frustrated at tourism; you expect it there. It’s when tourism starts to impact our existence, when it brings traffic or people blocking the aisles at Safeway or degradation of sacred sites that

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it becomes frustrating,” says Thompson, who has worked in and around the tourist industry for 45 years. For Aiwohi, owner of her own clothing shop at Queen Ka‘ahumanu Center, travel shouldn’t just be about taking and leaving but finding ways to commit to the places that you love. Her perspective was shaped by her own travel to Bali. She says it was a wonderful trip, but while staying in touch with her driver there, she discovered he was struggling to feed his family. Eventually, she figured out a way to help his family by hiring his wife as a pattern maker and seamstress. This gave her the idea for Waiwaolani, which sells clothing featuring native plant patterns. To this day, she continues to support the Balinese family with work at her company. “What we should work toward is educating tourists to come and leave this place either in the exact same state or even better,” Aiwohi says. Popular but ecologically fragile places, such as Diamond Head State Monument and Ha‘ena State Park now require visitors to make reservations, resulting in less congestion and impact on surrounding neighborhoods. Hawai‘i County Council Chair Heather Kimball also hopes for more education to go along with the restrictions. She offers Waipi‘o Valley on Hawai‘i Island as an example. “What I would think would be wonderful to see is some sort of visitor experience where they are educated at the top of the valley or offered a guided tour,” she says. “Then we don’t have to worry about people driving around, getting stuck in the river or hiking back to the waterfalls through private property.” But in addition, she hopes that there can be ways for visitors to learn about the deeper meanings behind such places. She describes looking at some historical texts about Waipi‘o. “The general theme is that it is an ever-changing, evolving place and that if you go, you should have a purpose. So how do we allow folks to establish a purpose and understand that aspect of Waipi‘o as well as its dynamic nature as a valley of cultural significance?” Some countries have established tourism pledges to educate visitors. Palau, for example, requires each visitor to sign a passport pledge to act in an ecologically and culturally responsible way on the island, for the sake of Palau’s children and future generations. Likewise, the Island of Hawai‘i Visitors Bureau features The Pono Pledge. It encourages safe, sustainable and respectful tourism through eight principles, including admiring wildlife only from afar and embracing the concept of being a steward of the land. While there is no required pledge to enter Hawai‘i, some believe it is important to establish messages on how to be a good tourist.

Jamie Borromeo Akau is the managing director of Mālama Kōkua, a nonprofit that promotes holistic health and wellness while perpetuating Hawaiian cultural values. “This is not about telling people what to do,” she says. “It’s about reminding them that they are a part of a larger fabric. You are not an individual when you’re coming to Hawai‘i. And it’s not just that you are coming to enjoy the land. You are a guest and steward of the land. And you are there to learn about the keepers of the land,” says Akau. Ultimately, says HTA’s Nahoopii, we can shift our paradigm of the tourism industry so that it is no longer an extractive economy that degrades our resources. “Tourism is a strong industry that continues to produce tax revenue and money flowing in. But it can also be used for social change, when money can get down to the level of the communities in order to empower them.”

“Tourism can be a change agent.” That’s the kind of message that will likely connect with potential visitors like Annie Tan. “I think really listening to the people who live there and having them be the primary messengers of what kinds of things make Hawai‘i a special place for them and what outsiders can do to make sure the special culture stays alive is what’s most important to me. Of course, I would love to vacation there. But I need to know how I can give back and not be part of the problem.”

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PHOTO: JEFF SANNER

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BY C R I ST I N A MOON

N O N P R O F I T BYWCI RTI H I S S I O N ST IAN AMMOON

CRISTINA MOON IS AN AUTHOR, STRATEGIST AND RESIDENT PRIEST AT CHOZEN-JI.

A Dojo Where Local Leaders Find Courage and Calm ALMOST AT THE END OF KALIHI STREET, PAST WHERE IT TURNS INTO A ONE-LANE ROAD AND THE RAINFOREST ENCROACHES ON THE ASPHALT, IS A ZEN TEMPLE AND MARTIAL ARTS DOJO CALLED CHOZEN-JI. The dojo is only

20 minutes from Bishop Street and the state Capitol, but its rustic, Japanese-style buildings, carefully maintained grounds and old-school training methods can make it feel a world apart. Since the temple’s establishment in Kalihi Valley in 1976, a diverse cross-section of the community has come with regularity and dedication, including former Gov. John Waihe‘e and former House Speaker Calvin Say, and business leaders such as Colbert Matsumoto, Lionel Tokioka and Richard Lim. Above CEO Ann Teranishi’s desk at American Savings Bank sit two pieces of Zen calligraphy from Chozen-ji, where she has trained in meditation. One is an enso, or circle, evocative of a simultaneous sense of totality and emptiness, everything and nothing. The other is the kanji shin, meaning mindheart or spirit. When Teranishi first came to Chozen-ji, she had just been asked to lead ASB; she found the strict kind of zazen, or seated meditation, taught there to be useful in preparing her for the new role. Like other students at the dojo, she learned to sit for 45 minutes

at a time with her eyes open and without moving. If a mosquito landed on her nose or her legs began to hurt, she was told to resist the temptation to move. “There are so many parts of being in an executive leadership role where there’s always a lot going on, a lot demanded of your time, energy and thoughts,” Teranishi says. “Sitting quietly in zazen was one of the most difficult things I’ve done from a discipline standpoint. Just sitting and trying … to settle my thoughts and then pulling on certain threads that I didn’t realize were important until I’d quieted my mind.”

BUILDING COURAGE

Chozen-ji, founded by Tanouye Tenshin, a local band teacher and accomplished martial artist, employs various martial arts and fine arts to aid students’ self-development. Gaining courage, or fearlessness, is an important outcome of the training. After training for three years in zazen, calligraphy and kendo at Chozen-ji, Seth Colby, head economist at the state Department of Taxation, says he’s developed the ability to stay more aware and calm in tough situations. He says this proved useful when Gov. Josh Green asked him, unexpectedly, to answer questions about the state’s historic income tax cuts at a bill signing this year.

“I’ve trained at the dojo getting rattled so many times, I know how to stay calm and collected, able to perceive opportunities in ways that, when other people are overwhelmed, I’m flowing through it.” One Chozen-ji teacher, Michael Kangen, says the training inoculates people against certain kinds of chaos and stress, and that a big part of the reason it works is the physicality of it all. “It’s not conceptual,” HPM Building Supply Chairman and CEO Jason Fujimoto says. “You can’t just talk about it over and over, as if it’s an academic lecture.” Like Teranishi, Fujimoto began practicing zazen while transitioning into his company’s top role. “The other thing that was happening at that time at HPM was an evolution that had actually begun 10 years prior with the company’s change to being 100% employee-owned.” Fujimoto felt strongly that what had begun as organizational change had to extend into cultural change. “How can we step into everyone being an owner-employee-leader?” he remembers asking himself. “Regardless of title or position, everyone can lead. That really starts with being able to lead yourself.” In 2018, Fujimoto brought his 19-person executive leadership team to Chozen-ji for a weekend of strategic discussions and Zen training – including zazen, karate, calligraphy,

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manual labor and kendo. Fujimoto says that what they learned has shaped the growth of the company, and he now teaches his own class on “conscious leadership,” open to all HPM employees.

GROUPS OFTEN MEET THERE

Many Chozen-ji students are encouraged to use the temple grounds and their training to help shape the future of Hawai‘i. The O‘ahu Economic Development

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Board, Holomua Collective, Kupu and Eddie Kamae Songbook Project have all held gatherings and strategic planning at Chozen-ji. Chozen-ji has frequently hosted other important discussions as well. On the wall of Chozen-ji’s kitchen hangs a framed fax of a Washington Post article sent from then-U.S. Sen. Daniel Inouye’s office describing the passage of the Aloha Spirit Law in 1986. Kangen Roshi explains that Chozen-ji members led the campaign for the law. Nearby are

several low tables where he also says founder Tanouye mediated negotiations between developers and the community around building the resorts at Ko Olina. More recently, those same low tables were the setting for another community discussion, this one about the future of Pu‘uhonua O Wai‘anae, an encampment of houseless people next to the Wai‘anae Boat Harbor. Those efforts, in which Kangen Roshi and other dojo members were involved, helped prevent a sweep of the village and later grew

into a unique development led and managed by Pu‘uhonua residents. Teranishi says Chozen-ji’s strict and traditional training in meditation, martial arts and fine arts can lead to extraordinary creativity. “Just being there requires a certain amount of courage, to try something I’ve never done before and am not familiar with. Some people would say, ‘Oh, I can’t believe you’re doing that. There are so many rules.’ But that actually requires me to be more flexible than I’ve ever been.”

Students learn to feel comfortable even in unfamiliar terrain, whether it’s by firing the wood-fired ceramics kiln over several days, confronting personal habits through the unfamiliar action of swinging a sword, or getting scolded for simply leaving one’s slippers the wrong way. “It trains you to be OK with taking risks,” Chozen-ji teacher Kangen explains, “and also to dig deeper than you normally ever would. It’s a high intensity but low stakes environment that prepares you for the high intensity, high stakes moments in life.”

Teranishi encourages those interested in exploring Zen training at Chozen-ji to give it a try. (Sign up for Chozen-ji’s beginners classes at www. chozen-ji.org.) “I say you can do it, and you’ll find yourself ... putting your ego aside and being willing to be a beginner. We don’t do that enough as adults,” she says. “People may think of courage as a leader being the courage to lead, but it’s really the courage to do new things, even if they scare you. The stillness and presence will be the things to help guide you.”

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BY STEV E PETRANI K

Nominate an Emerging Leader or Small Business We are accepting nominations for two of our top programs: 20 for the Next 20 and the SmallBiz Editor’s Choice Awards HAWAII BUSINESS is looking for 20 people whose skills, accomplishments and potential set them apart as emerging leaders of Hawai‘i over the next two decades. We call them 20 for the Next 20, Hawai‘i’s People to Watch, and we profile them in our March issue. Past honorees have been energetic, innovative, entrepreneurial, talented, intelligent and charismatic leaders committed to Hawai‘i. They can come from almost any field: business, nonprofits, public service, entrepreneurship,

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law, education or elsewhere. However, elected politicians or people running for elective office will not be considered. Nominees must be younger than 50 on March 1, 2025, and residents of Hawai‘i for at least the past three years. Self-nominations are not allowed. THE DEADLINE TO NOMINATE SOMEONE FOR THE 2025 COHORT IS NOV. 22. You can nominate someone

at hawaiibusiness.com. Use the Lists & Awards tab and click on Nomination Forms.

Hawaii Business Magazine also wants to honor outstanding local small businesses with our SmallBiz Editor’s Choice Awards. Each company is profiled in May’s “Best of Small Business” issue. Nominees must be businesses based in Hawai‘i with fewer than 100 full-time employees or equivalents in part-time employees. Self-nominations are allowed. THE DEADLINE TO SUBMIT NOMINATIONS IS DEC. 31. Go to hawaiibusiness.

com, click on the Lists & Awards tab and then on Nomination Forms.

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

BY C R I ST I N A MOON

Ha__wa__i‘i’s Na__tiona__l Phila__nthropy Da__y C E L E B R AT I N G T H O S E W H O M A K E H AWA I ‘ I A B E T T E R P L AC E

- MEET THE 2024 AFP ALOHA CHAPTER HONOREES H AWA I I B U S I N ES S | 79

TA B L E OF CONTENTS 81

Introduction 82

Jennine Sullivan Outstanding Community Leadership

The Healy Foundation Outstanding Foundation Award

Hawai‘i Pacific Health Outstanding Corporation Award

Gulab Watumull Outstanding Philanthropist In Memoriam

Ku‘uleinani Maunupau Outstanding Professional Fundraiser Award

Remy Kobatake Outstanding Youth In Philanthropy Award

Exclusively Yours/Ceramic Tile Plus Outstanding Small Business Award

Mahalo to Our Supporters

Together, we can uplift our lāhui Kamehameha Schools founder Ke Ali‘i Bernice Pauahi Pākī Bishop was a visionary, role model and philanthropist dedicated to supporting others. Through the support of alumni, individuals, foundations and corporations, the Pauahi Foundation continues Ke Ali‘i Pauahi’s legacy by uplifting ‘ōiwi leaders who are empowered, unified and prepared to solve the issues facing Native Hawaiians and our communities. Learn more at pauahi.org

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Kamehameha Schools Hawai‘i’s National Philanthropy Day Sponsorship Ad

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

BY C R I ST I N A MOON

- I N T RODUCT ION -

OW MOR E TH A N E V ER , THE A SSOCI ATION OF FUNDR A ISING PROFESSIONA LS (A FP) A LOH A CH A PTER IS COMMITTED TO SUPPORTING H AWA I‘I’S COMMUNITIES. We find hope in the community of heroes around us, each playing a part in helping Hawai‘i persevere through difficult times. Founded in Hawai‘i in 1983, AFP Aloha Chapter is composed of professionals in nonprofit development, management, and fundraising consulting. It is a chapter of the international AFP organization, with members across O‘ahu, Maui County, Kaua‘i, and Hawai‘i Island. Each year on National Philanthropy Day (NPD), AFP Aloha Chapter celebrates inspiring fundraisers and philanthropic leaders who give not only their resources but also their time and talent to make Hawai‘i thrive. Everyone can make a difference, and we honor the extraordinary change that philanthropy has created in our world! This year, we are proud to welcome these awardees to our distinguished group of community leaders: • OUTSTA NDING COMMUNIT Y LE A DERSHIP: Jennine Sullivan • OUTSTA NDING FOUNDATION AWA R D: The Healy Foundation • OUTSTA NDING COR POR ATION AWA R D: Hawai‘i Pacific Health • OUTSTA NDING PHIL A NTHROPIST IN MEMOR I A M: Gulab Watumull • OUTSTA NDING PROFESSIONA L FUNDR A ISER AWA R D: Ku‘uleinani Maunupau • OUTSTA NDING YOUTH IN PHIL A NTHROPY AWA R D: Remy Kobatake • OUTSTA NDING SM A LL BUSINESS AWA R D: Exclusively Yours/Ceramic Tile Plus

NATIONAL PHIL ANTHROPY DAY COMMIT TEE JANICE N . KNAPP, CFRE,

SENIOR ACCOUNT COORDINATOR

President, AFP Aloha Chapter

WENDY CHANG , CFRE, MEd, NPD Chair MICHELLE MORIHARA , CFRE, MBA, NPD Award Chair ANGEL A BRIT TEN , CFRE, NPD Award Chair MARIKO MIHO , Professional Advancement Chair KERRI BOSWORTH VAN DUYNE ,

Sponsorship Chair

JACQUI SOVDE , Awards Luncheon Chair BILLIE TAK AKI LUEDER , Marketing Chair NPD COMMIT TEE MEMBERS: BE-JAY KODAMA | JUSTINE LEE | BRI MILLS

Rebecca Brooking EXECUTIVE PUBLISHER

Steve Petranik

CO -PUBLISHER

Kent Coules

CREATIVE DIRECTOR

Jeff Sanner

ACCOUNT EXECUTIVES

Pam Saito YongChae Song

CONTRIBUTING WRITER

Cynthia Sweeney COPY EDITOR

Elroy Garcia

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PHOTO: AARON YOSHINO

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

BY C R I ST I N A MOON

- OU T S TA N D I N G C O M M U N I T Y L E A D E R S H I P - PA U L E T T E V. M A E H A R A AWA R D F O R N O N P R O F I T L E A D E R S H I P -

Jennine Sullivan J

EN NINE SU LLI VA N took over at The operation, increasing donations by 200%, and has Pantry just as the pandemic struck, developed a team of more than 1,700 volunteers. in March 2020. She was tasked with She has also developed partnerships with farmers, reinventing the way that food insecurity is distributors and other nonprofits, which allows The addressed and ensuring that people who Pantry to provide fruits, vegetables, eggs, dairy, and need healthy, nutritious food could still receive it in protein on a regular basis. a safe environment. For her efforts, Sullivan was recently named To continue to meet the need, Sullivan helped The to the Board of Governors of the Hawai‘i CommuPantry develop an app that allowed clients to place nity Foundation. orders online. That year, about 10,000 people were served per month through a drive-up process, and more than 1 million meals have been provided since. “She’s dedicated and quite entrepreneurial,” says Gill Berger, The Pantry’s board president. “She was really committed to coming in, was a solo employee for well over a year, and basically launched a startup.” Post-pandemic, The Pantry has emerged as a major disOur generous supporters tributor of food to Hawai‘i’s food-insecure population. The are helping Hawai‘i’s university realize its vision. nonprofit’s focus has always been on its clients’ self-esteem For education, enrichment and enlightenment. and wellness, and serving For economic vitality and cultural preservation. them nutritional, healthy food is a priority. For UH. For Hawai‘i. As of 2024, the number of clients served has doubled monthly, and Sullivan continues to develop financial resources, volunteers, and staff to keep up with demand. Since taking over, Sullivan has doubled the budget of the

Mahalo TO O UR D O N O RS!

Learn more at UHFoundation.org/4UH4HI

UHF_PhilanthDay2023_ThirdPgHoriz.indd 1

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9/21/23 3:09 PM

PHOTOS COURTESY: THE HEALY FOUNDATION

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BY C R I ST I N A MOON

- O U T S TA N D I N G F O U N DAT I O N -

The Healy Foundation I

N 2022 , THE HE A LY FOU NDATION

surpassed the $20 million mark in grants, scholarships and impact investing in Hawai‘i and Oregon. Its annual budget for grants has grown to $2.6 million, one-third of which is allocated to Hawai‘i, as Oregon’s population and geography are larger. Over the years, the foundation has supported more than 145

Hawai‘i-based youth, environmental and community nonprofits. The Healy Foundation has roots in Hawai‘i, specifically on Hawai‘i Island, a place Cameron Healy loved. He founded both Kettle Chips and the Kona Brewing Co., then sold them to create the philanthropic organization in the late 1990s. The foundation says it’s proud of its role in helping to shift the power dynamic of philanthropy away from the funder and more toward the community. It believes in a “trustbased” perspective, which means 100% of grants awarded are unrestricted, to be used as the beneficiary sees fit. It’s a unique model, and “hopefully growing,” says Usha Kilpatrick, the foundation’s Hawai‘i program director,

based in Kealakekua. “We try to serve in more of a support role. We recognize that our partners are experts in the field and should be leading the work.” In 2021, the foundation partnered with the Institute for Sustainability and Resilience at UH Mānoa to award three Climate Change Fellows, creating paid positions for graduate research assistants annually. Further community impacts include ongoing support of the stewardship of Kapahukapu (Manini Beach) on Hawai‘i Island. In 2022, the foundation launched the Climate Change Mitigation Initiative, providing the nonprofit Hawai‘i Land Trust with a three-year, $150,000 unrestricted grant.

Mahalo for your support in 2024. We We couldn’t couldn’t do do the the work work we we do do without without you. you. Our Our deepest deepest mahalo mahalo goes goes out out to to the the donors donors who who generously generously gave gave to to support support Hawai‘i, Hawai‘i, as as well well as as to to the the nonprofi nonprofits, ts, community community members, members, and and other other partners partners whose whose leadership leadership and and hard hard work work helped helped make make aa meaningful meaningful diff difference erence in in the the communities communities they they serve serve..

As we finish out the year, help make positive change. IfIf you’re you’re looking looking for for ways ways to to give give thanks thanks this holiday season, consider consider making making aa contribution contribution to to the the Catalyst Catalyst Fund Fund of of the the Hawai‘i Hawai‘i Community Community Foundation. Foundation. This This fund fund provides provides critical, critical, behind-the-scenes behind-the-scenes support support for for HCF’s HCF’s many many programs, programs, including including administration administration and and operating operating support, support, early early seed seed funding funding for for new new projects, projects, and and research research and and development. development. Visit Visit hawaiicommunityfoundation.org/give hawaiicommunityfoundation.org/give to to learn learn more. more.

hawaiicommunityfoundation.org hawaiicommunityfoundation.org H AWA I I B U S I N ES S | 85

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- O U T S TA N D I N G C O R P O R AT I O N ( 5 0 + E M PL OY E E S )

MPROV ING OU R COM MU NIT Y ’S HE A LTH, FINA NCI A L SECU R IT Y, HOUSING A ND FOOD STA BILIT Y IS A PR IOR IT Y FOR H AWA I‘I PACIFIC HE A LTH.

Each year, the organization awards approximately $400,000 in grants to nonprofits that are working to improve outcomes in those four areas. This year’s recipients include Hawaiian Community Assets, Aloha United Way, and the Council for Native Hawaiian Affairs. HPH has also provided $4.8 million in lowcost capital through loans to nonprofit financial institutions such as Hawai‘i Community Lending, and Habitat for Humanity, which generated more than 250 below-market loans for affordable housing development on O‘ahu and Kaua‘i. HPH recently launched another $8 million fund to provide additional below-market loans to nonprofit community financial development institutions. HPH is the only nonprofit health care system in the state providing this type of

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financial support, and champions the investment model across the country as a member of the Healthcare Anchor Network. In April, HPH partnered with the Department of Education to develop the nation’s first school-based academic health center at Waipahu High School. The center provides education and hands-on experience, helping students to pursue nursing aid certificate programs. Upon completion, students will have gained pathways to careers in the medical field and opportunities to earn a living wage. Since 2019, HPH has also supplied more than 350 volunteers to work on agricultural lands, assisting in site preparations on O‘ahu and Kaua‘i. HPH leadership currently serves on the boards of several community organizations, including the Hawai‘i Chamber of Commerce, Hawai‘i Pacific University, Lanakila Pacific Foundation, Aloha United Way, and Residential Youth Services and Empowerment.

PHOTO: AARON YOSHINO

Hawai‘i Pacific Health

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

BY C R I ST I N A MOON

RAY VARA, PRESIDENT & CEO OF HAWAI`I PACIFIC HEALTH

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PICTURED IS INDRU WATUMULL, WIFE OF GULAB WATUMULL

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PHOTOS: AARON YOSHINO

- OU T S TA N D I N G PH I L A N T H RO PI S T - I N M E M O R I A M -

S PEC I A L PR O M OT I O N A L S ECT I O N BY C R I ST I N A MOON

Gulab Watumull A

F TER A R R I V ING IN HONOLULU IN 194 8 , GU L A B WATU-

MU LL worked alongside his father, managing the first Watumull’s retail shop in downtown Honolulu. By 1956, Watumull’s was a burgeoning business that sold souvenirs and treasures from India, their home country. The business, which became known for its matching family alohawear, would expand into a chain of 30 retail stores, making Watumull’s an iconic part of Hawai‘i’s history. The younger Watumull passed away in May 2020, at the age of 96. Known for his slogan ‘Be useful!’ Gulab Watumull’s philanthropic influence spanned the fields of health care, education, art, music, sports, environmental conservancy and cultural preservation. Watumull served on several boards, including for Bishop Museum, the Hawai‘i Community Foundation and Chaminade University. The J. Watumull Fund, established in 1965, provides funding for educational institutions in Hawai‘i, on the mainland, and in India, as well as endowments for Honolulu-based art programs. The fund also helps to promote cultural and educational exchange between India and Hawai‘i. “His generosity was well known at almost every nonprofit organization in our community, and continues to allow many to participate in cultural, educational and creative endeavors, now and into the future,” says Noelehua Archambault, vice president for institutional advancement at Punahou School. Through the J. Watumull Fund, Watumull donated more than $500,000 to the Honolulu Museum of Art, and an additional $1.5 million of his own money.

His wife, Indru, a cancer survivor, raised $3.8 million for the American Cancer Society in Hawai‘i. Watumull supported Punahou School as well, mainly through the activities of the Wo International Center, and helped students with a travel scholarship fund and financial aid. Watumull also made several endowment gifts to the University of Hawai‘i to establish the Center for South Asian Studies’ J. Watumull Scholarship for the Study of India, and the J. Watumull Merit Scholarship in Oceanography. The Watumull Oral History Project remains a valuable resource in the University of Hawai‘i Hawaiian Collection.

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- OU T S TA N D I N G PRO F E S S I O NA L F U N D R A I S E R -

PHOTO: AARON YOSHINO

(5+ YEARS EXPERIENCE)

Ku‘uleinani Maunupau 90 | N OV E M B E R 2 0 2 4

S A GR A N T W R ITER A ND FU NDS DE V ELOPMEN T M A NAGER , K U‘U LEINA NI

M AU N U PAU has secured more

than $22 million in funding for nonprofits over the last 30 years. Maunupau serves as CEO of Native Hawaiian Philanthropy, an organization dedicated to improving the socioeconomic conditions of Native Hawaiians. She also volunteers to raise funds for nonprofits, including those that help victims of the Maui wildfires.

Maunupau is the founder of Habitat for Humanity Maui, which has brought in $500,000 in contributions from various donors for Maui wildfire disaster recovery, and in the last few years has raised over $3.5 million to support Maui communities, including Native farmers and cultural practitioners. Maunupau is also working with Maui County, cultural practitioners, and community stakeholders on long-term resil-

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

BY C R I ST I N A MOON

iency planning. She played a key role in bringing together major institutions and 22 mental health practitioners to help develop an Indigenous-informed approach to disaster recovery. In 2019, Maunupau secured $1.18 million to create and develop culturally grounded youth and adult after-school and summer programs. The three-year programs resulted in a partnership with ocean explorer and environmentalist Jean-Michel

Maunupau is the founder of Habitat for Humanity Maui, which has brought in $500,000 in contributions from various donors for Maui wildfire disaster recovery Cousteau to help restore Maui’s Ka‘ehu Bay. Maunupau currently serves as executive director of the Ka‘ehu nonprofit, which manages 64 acres of the bay’s coastal wetlands. One of Maunupau’s volunteer efforts included securing $500,000 to help implement a Native youth program in California that’s focused on reducing drug addiction through cultural programs. And during the pandemic, Maunupau worked with Maui High School’s Digital Media Club to create over 24 educational videos on Hawaiian arts and crafts, cooking, archaeology, and natural resource management that integrates ideas and practices used by Native Hawaiians to manage their ahupua‘a land systems.

Working TOGETHER for a healthier HAWAI‘I Hawai‘i Pacific Health is proud to support the Association of Fundraising Professionals’ (AFP) Aloha Chapter and to be among the company of other outstanding corporations and professionals invested in advancing philanthropy for the benefit of all in Hawai‘i. Working together helps move us closer to AFP’s vision of a better Hawai‘i, while carrying out our mission of creating a healthier Hawai‘i.

HawaiiPacificHealth.org

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

- O U T S TA N D I N G YO U T H (J U N IOR/SEN IOR ST U DEN T OR ST U DEN T GROU P)

PHOTO: AARON YOSHINO

Remy Kobatake

EFORE SHE GRADUATED FROM LA PIETRA – HAWAI‘I SCHOOL FOR GIRLS THIS YEAR,

REMY KOBATAKE was presented

with the school’s Kahiau Award for her extensive volunteer work. Additionally, she was known for regularly going out of her way to help classmates, younger students, faculty and staff members, and was part of the school’s National Honor Society. “She was such a big part of our school community, always giving of her time,” says Rachel Wagenman, director of marketing and communications at La Pietra.

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Kobatake’s efforts also extended into the community. As a junior, she earned the title of Miss Hawai‘i Teen Volunteer. With pageant partner the American Lung Association, she helped raise awareness about youth vaping, along with nearly $20,000 to help combat it. At Palama Settlement, a historic community center that provides programs for at-risk youth, Kobatake helped plan an educational event where participants engaged in group activities to learn about poverty, homelessness and other social issues, and mental and physical health.

Last year, she organized a clothing drive for struggling youths, collecting over 50 big bags of clothing that were distributed throughout the state—many to shelters on O‘ahu. Kobatake is also passionate about the environment and recycling. “Something that sets Remy apart is that she did it all so quietly, without being the face of a specific organization,” says Wagenman. “She was so joyful, always had such a big smile on her face and was always ready to help in all kinds of different ways.”

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

BY C R I ST I N A MOON

- O U T S T A N D I N G S M A L L B U S I N E S S AWA R D -

James Doran III

Exclusively Exclusively Yours Yours Design Design && Ceramic Ceramic Tile Tile Plus Plus

IVING BACK TO THE COMMUNITY IS A GENERATIONAL CUSTOM IN THE DORAN FAMILY.

It began with James Doran Jr., the founder of Exclusively Yours Design and Ceramic Tile Plus. His son, James Doran III, has continued the tradition with a steadfast commitment to philanthropy and supporting the Maui community. To date, the business has donated to more than two dozen local programs and organizations, including Habitat for Humanity, Maui Food Bank, and Ka Lima O Maui. Through proceeds from remnants and offcut slabs, the company has also contributed a five-figure donation to the Maui Strong Fund. The donation was made through the Hawai‘i Community Foundation, which is aiding recovery efforts in the Maui community after the wildfires. These contributions have provided essential resources, enabling local organizations to support individuals and families effectively and efficiently. Every Saturday for more than a decade, James Doran III has opened his warehouse parking lot to nonprofit and community groups for car wash fundraisers. And Ceramic Tile Plus and Exclusively Yours Design employees participate in giving campaigns as part of the company’s philanthropy. In collaboration with the Maui Public Art Corps, the business financially supported the creation of a vibrant mural on an exterior wall facing a busy public street in Kahului. It now serves as a community focal point, celebrating the rich history and unique cultural heritage of the town. In promoting public art, Ceramic Tile Plus and Exclusively Yours Design is helping to enhance community pride and engagement by shining a light on local culture and history.

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- M A H A LO TO OU R SU PPORTERS -

PARTNER SPONSOR:

SUPPORTER SPONSORS:

Hawai‘i Community Foundation

Hawai‘i Paciﬁc Health Hawaii State Federal Credit Union Kamehameha Schools University of Hawai‘i Foundation

MEDIA PARTNER: Hawaii Business Magazine

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FRIEND SPONSORS: Hawai‘i Paciﬁc University La Pietra - Hawai‘i School for Girls Punahou School

CONFERENCE PARTNERS: Community Impact Advisors YMCA of Honolulu

C O M M U N I T Y. A F P G L O B A L . O R G /A F P H I A L O H AC H A P T E R / H O M E

BY C R I ST I N A MOON

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

COMME MOR ATE YOUR

HAWAII BUSINESS

ACHIEVEMENTS PRESERVE YOUR STORY WITH OUR MODERN AND MEMORABLE KEEPSAKES. W W W. N E W S K E E P S A K E . C O M / PA G E S / H AWA I I - B U S I N E S S

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“In today’s competitive job market, effective recruitment and retention strategies are essential for organizational success. The Recruitment and Retention Masterclass provided valuable insights and practical tools for HR professionals and business leaders looking to enhance their talent acquisition and engagement processes. A focus of the masterclass was the importance of creating a positive candidate and new hire experience, ensuring potential hires feel valued from their very first interaction.

recruitment & retention masterclass strategies from hawai‘i’s strategies from hawai‘i’s

Retention is equally critical; developing strategies that foster employee engagement and loyalty is vital for retaining top talent. Panelists explored the signiﬁcant impact of company culture, career development opportunities, and competitive compensation packages. Regular feedback and recognition were highlighted as effective methods to engage employees and reduce turnover rates. By the end, participants left with a comprehensive toolkit to attract, hire, and retain a diverse and talented workforce. Investing in recruitment and retention not only strengthens an organization’s foundation but also drives long-term growth and innovation.” — BERNARD NUNIES, VICE PRESIDENT, CHIEF HUMAN RESOURCES OFFICER , TR ADEWIND

On September 25th, Hawaii Business Magazine and presenting sponsor, The Tradewind Group, hosted the “Recruitment & Retention Masterclass” at the YWCA Laniakea Elizabeth Fuller Hall. This panel explored employee engagement and recruitment strategies with top executives representing multiple year winners of Hawaii Business Magazine’s Best Places to Work awards.

MAHALO TO OUR SPONSORS:

“The event highlighted the importance of having a recruitment mindset similar to adoption, where you’re bringing future employees into your family. By focusing on hiring for heart and fostering a culture of humility and transparency, we can build organizations that retain talent and truly care about their employees. The responsibility to instill these values and prepare students for this type of workforce is something Hawaii Baptist Academy takes seriously, shaping them not just for jobs, but to lead with servant hearts.” — BILLIE K . TAK AKI LUEDER ‘ 94 , DIRECTOR OF INSTITUTIONAL ADVANCEMENT, HAWAII BAPTIST ACADEMY

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PA R T I N G

TIME: 5:00 P.M.

S H O T

BY RYAN N N OEL AN I C OUL E S

| LOCATION: SUSHI GYOSHIN, HONOLULU | PHOTOGRAPHER: AARON YOSHINO

Chef’s Choice IF YOU’RE LIKE ME AND FIND IT DIFFICULT TO ORDER AT A RESTAURANT WHEN MUCH ON THE MENU SOUNDS DELICIOUS, consider an omakase such

as Sushi Gyoshin. Omakase translates to “I leave it up to you” – which means the chef decides what you’ll be eating. Hiroshi Tsuji is the founder and sole chef at Sushi Gyoshin, located on Pi‘ikoi Street across from Ala Moana Center.

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Tsuji serves his special dishes using seasonal ingredients and “prepares them as a course,” he writes in an email. “Today, the menu includes the famous monkfish liver monaka, seared blackthroat seaperch nigiri, and for dessert, a yuzu souffle cheese tamagoyaki,” writes Tsuji. His counter only has eight seats, making for an intimate experience. “I enjoy talking with customers, and although I’m not good at English, I try to explain each dish and tell them where

(ingredients are sourced) as much as possible. I think it’s important to create a fun atmosphere as well as the food.” Pictured is one of his creations, Hokkaido snow crab and sea urchin sandwiched between crispy mochi wafers. “It makes me happy when people enjoy it and come back to eat with us again.” sushigyoshin.com

SPECIAL PROMOTIONAL SECTION

BY C R I ST I N A MOON

The Watercolor Philanthropist C LY T I E M E A D L E AV E S A L E GAC Y O F A R T, P H I L A N T H R O P Y, A N D A B I G G E R P R O B A B I L I T Y O F S U C C E S S F O R H E R H AWA I ‘ I I S L A N D C O M M U N I T Y. Clytie Mead, seated second from the left in the front row, at a quarterly meeting of the 100 Women Who Care in North Hawai‘i in 2019. Photo courtesy of 100 Women Who Care in North Hawai‘i

N ARTIST AND PHILANTHROPIST, it’s fitting that Clytie Mead left her mark on Hawai‘i and the world through her creativity and generous spirit. Born in 1942, Clytie pursued her passion for art with a bachelors of fine art in painting at Carnegie Mellon University and, later, with a masters of art in architectural history at Cornell. In the mid-1980s, she married Pete Sparks and the pair moved from Southern California to Hawai‘i Island, where he pursued his interests in restoring old machinery and their mutual love of dogs, owning as many as five at a time. They settled in the rural community of Āhualoa, where Mead lovingly created an authentic Japanese tea room in their home and furthered her artistic and philanthropic visions. Inspired artistically by the abundant beauty of Hawai‘i Island, Mead worked in a range of media, favoring watercolor. She became best known for combining a western artistic vocabulary with the ancient Chinese painting

technique of watercolor on silk, often using her painting to bring attention to rare and endangered treasures of Hawai‘i. Her 2017 exhibit at Volcano Art Center featured five paintings of ‘ōhi‘a lehua blossoms and sought to raise awareness about the devastating fungal disease Rapid Ohia Death (Ceratocystis fimbriata) threatening the iconic native species. But it was Mead’s philanthropy that truly expressed the breadth of her compassion, as well as a creative approach to community involvement. In 2015, she gathered five women she knew and founded 100 Women Who Care in North Hawai‘i, a giving circle inspired by the national 100 Women Who Care program, where a collective of women meet quarterly, each contributing to support local projects nominated by members. Beneficiaries included Waimea Emergency Food Pantry and Hamakua Youth Center. “Clytie was a great person, a selfless person,” says Page Macy, who knew Clytie through 100 Women Who Care

in North Hawai‘i, which she joined at its second meeting. “You could tell that she gave with her heart and soul. She was very caring and believed that, if you want to do some good, you should start in your own backyard. She was gracious, generous, kind, patient, talented, and fun-loving.” Clytie carried on a family tradition of supporting the success of young people, particularly those seeking training to gain employment. She brought the Arthur Jackman Scholarship Fund with her to the Hawai‘i Community Foundation (HCF), providing financial support to students residing in Hawai‘i and enrolled in a technical or vocational college or program at a community college. On her passing in April 2021, Mead left behind her greatest philanthropic legacy, a substantial gift to the Pahiki Nui Fund she established at HCF. Named by renowned Hawaiian scholar Kū Kahakalau to mean “big probability,” the fund’s purpose is to support programs and projects that increase the probability for educational success for pre-school through high school students on Hawai‘i Island, with a preference for public schools serving low-income or at-risk students. “Clytie had the biggest smile, warm heart, and generous spirit,” said Diane Chadwick, HCF’s former director of donor relations on Hawai‘i Island. “She enjoyed meeting the students that received Arthur Jackman Scholarships and took great interest in programs that gave them a better chance at success, like one of the earliest Early College programs at Waiākea High School. She wanted young people to have opportunities to succeed in life.”

T O L E A R N M O R E A B O U T H O W T H E H AWA I ‘ I C O M M U N I T Y F O U N DAT I O N C A N H E L P YO U AC H I E V E YO U R P H I L A N T H R O P I C G OA L S , V I S I T H AWA I I C O M M U N I T Y F O U N D AT I O N . O R G/D O N O R S O R C A L L (8 0 8) 5 6 6  5 5 6 0 . H AWA I I B U S I N ES S | 99

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

Matson’s people are more than Hawaii shipping experts. They are part of what makes our community unique. Visit Matson.com 100 | N OV E M B E R 2 0 2 4