CSR Awards for Hospitality, Gaming & Tourism

OCTOBER 2015

HOSPITALITY, GAMING and TOURISM

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C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

Capalino+Company Is Proud to Support City & State’s Corporate Social Responsibility Awards Congratulations to the honorees for Hospitality, Gaming & Tourism

James Capalino Chief Executive Officer

Travis Terry Chief Operating Officer

Jeanne Mullgrav Executive VP Corporate Social Responsibility

Cathleen Collins Senior VP Corporate Social Responsibility

Contact us today to learn how our team of experts can help your business grow

The Woolworth Building • 233 Broadway, Suite 710 • New York, NY 10279 www.capalino.com • 212.616.5810 • contact@capalino.com • @capalino

C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

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CORPORATE RESPONSIBILITY AWARDS

City & State Reports honored outstanding professionals from the state’s health care, hospitals and pharmaceuticals industries on Sept. 17 at Hunter College. The breakfast event featured a panel discussion with Assemblyman Richard Gottfried, United Biomedical Inc. Co-CEO Mei Mei Hu, Castle Connolly Medical Ltd. President and CEO John Connolly and Mount Sinai Hospital’s Chief Diversity Officer Gary C. Butts, moderated by NYU Medical Center’s Dr. Marc Siegel.

CIT YANDSTATENY.COM

CITY & STATE — September 28, 2015

ARMAN DZIDZOVIC

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C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

BACK & FORTH

OCTOBER 2015

C I T Y & S TAT E R E P O R T ’ S

HOME STRETCH Horse racing is often considered the sport of a bygone generation. So it’s surprising that the racing manager of the first Triple Crown winner in 37 years just graduated college this year.

Justin Zayat has managed the horses of his father Ahmed’s Zayat Stables since 2012, including American Pharoah, who completed the Triple Crown at his home course of Belmont in June. Now the most famous horse in the world is preparing for his final race, the Breeders’ Cup. Zayat, a native of the New York metropolitan area, sat down with City & State’s Jeremy Unger to discuss the end of American Pharoah’s career, whether the New York Racing Association board should cede control to private leadership, and his favorite racetrack in the world.

The following is an edited transcript.

city & state — October 12, 2015

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City & State: A lot of horse commentators talk about how a great horse comes from an excellent breeding line or just the raw speed or power of the animal. What for you stands out the most about American Pharoah?

Justin Zayat: This sounds really clichéd, but how really easily things come to him. What amazes me every day and what I would take away from American Pharoah as a life lesson is, you know, this horse goes out every single day and trains and trains awesome. Every single day I get a call from my trainer Bob and he’s just like, “Wow. Pharoah was amazing out there.” If you’re into horses you know no horse has been 100 percent and unbelievable every single day, day in and out. This horse doesn’t care if there’s a hurricane outside or if it’s the most beautiful weather – he’ll just go out and train. He’s always has a great mentality and that’s something that really stuck out to me.

C&S: There’s been a lot of talk about the best track in the country and a lot of people argue it’s Saratoga, even though it’s not included in the Triple Crown. Do you personally have a favorite track?

JZ: That is tough. Belmont is a favorite track of mine because it’s so close to

the week of the Travers, you’d say, “Wow, people say racing is bad here?

No way.” We had 20,000 people come out at 7 a.m. in the morning, just to watch American Pharoah train. That’s what this horse did. It brought people back to the tracks again, which is what people love.

A Q&A WITH

JUSTIN ZAYAT the city. I grew up going there all the time, I still go there every week. It’s my hometown track. That’s what was so cool about the Belmont stakes, the Triple Crown, everything, because it was right in New York where I was all the time. On a prestige level, when you go to Saratoga, there’s no more prestigious racing in all the world than Saratoga. It’s the boutique race, the race of the summer. It’s like the Hamptons in the summer, all the families come up in the summer and just want to win a race in Saratoga. Anytime you win a race, it can be a small race or a big race, it’s always going to end up being a big win for you just because of where the location is. But my favorite, favorite personal track is Del Mar in California, because you can’t beat the weather in the summer, it’s right near the beach, where the turf meets the surf, and you can’t beat the vibe there.

I’m there for the whole entire month of August. But Belmont holds a close second in my heart because I’m there all the time and it’s my home track.

C&S: There have been a lot of questions recently about the future of the New York Racing Association and racing in general in New York.

New York state controls the board of the association and the races.

Do you and does your stable worry about that situation?

JZ: It’s hard for me to comment on that because I’m not involved in the day-to-day operations and I don’t see how NYRA is run on a day-to-day basis. I can tell you since Chris Kay came into office in the last year as their new president, NYRA has just seen a big turnaround as an organization.

The quality of racing is better, they built new barns at the tracks now, the facilities are looking better, so I think, overall, New York racing is on a big rise. The purses are up here, and you can’t compete with better purses than in New York state. They have the best purses, they’re getting a lot of the great horses out here. I don’t think racing is in as big of a trouble as everyone makes it seem. Maybe the attendance is not what everyone wants it to be on a day-to-day basis, we can work on attendance together, there are some ways we can work on that. But I think racing, especially since the Triple Crown also, has taken a big boom from it. They call it “the Pharoah effect.” It gave racing the shot in the arm that it needed. If people came out to Saratoga

C&S: You’re going into the Breeders’ Cup and it’s the last race for American Pharoah. How are you going to feel, regardless of the results, when you see him cross the finish line?

JZ: It’s going to be sad. I’m sure at first there will be a little relief because there’s so much pressure going into these races. But I just want him to run well for himself. I don’t want him to go out on a low note, I want him to close out his career on a high note. But at the end of the race when he crosses the finish line that all goes in the garbage – who cares whatever happened at that point? So it’s going to be sad for me to see his last race, the last time the saddle goes on his back, a rider on his back, all those things. I’ve literally been watching American Pharoah since the day he was born, not like the average fan that started watching him this year. We’ve raised this guy from the time he was a baby, to winning the Triple Crown, to taking our family through all the great months that we’ve had, and it’s all coming to an end now. But then again, knock on wood, it’s about 17 days out, I’m just hoping he gets there happy and healthy and in one piece and comes out happy and sound. That’s really what I want for him at the end of the day, it’s more important than just running the race. I just want him to come out healthy and enjoy his next career, because he owes nothing to any of us and we owe the world to him.

For the full interview, including Zayat’s thoughts on getting young people involved in horse racing, and what made American Pharoah stand out, visit cityandstateny.com.

cit yandstateny.com

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OCTOBER 2015

C I T Y & S TAT E R E P O R T ’ S

NYC TOURISM SUPPORTS NEW YORKERS

FRED DIXON President and CEO, NYC & Company

T

ourism is all about people: not just the ones visiting our city, but the 362,000 residents who welcome them every day.

That number represents how many New Yorkers from all five boroughs are employed thanks to tourism and the dollars tourists spend in our city. This economic powerhouse of an industry doesn’t only employ hundreds of thousands of people; it attracts $41 billion in spending to local businesses and generates $5.5 billion in city and state tax revenue.

It’s time to start thinking of tourism as much more than shopping bags and selfie sticks. Every New York City leader must recognize the real value of visitation: the extraordinary “new” money it brings into our city. The very purpose of the City’s official destination marketing organization, NYC & Company, is to attract those visitors, help them explore the City, and inspire them to return, benefiting businesses and creating jobs in all five boroughs.

NYC & Company makes a special effort to boost visitation beyond Manhattan; doing so spreads visitor dollars into the boroughs and eases congestion in high-traffic Manhattan neighborhoods. We feature neighborhoods in the Bronx, Brooklyn, Queens and Staten Island in international campaigns and resources. The NYC & Company Foundation supports cultural events in every borough, from the Bronx SalsaFest to the World’s Fair Anniversary Festival in Queens. We promote every corner of New York City in media around the globe, inspiring readers to see more of the City on their next visit.

Still, New York City has serious

competition as a destination. Like any business, it requires innovation and investment to stay competitive.

Other destinations are outspending NYC & Company to convince tourists to visit them—not us. As a result, their share of international visitors is growing faster, and New York City is missing out on significant tax revenue generation and job creation.

Another part of staying competitive is foresight; specifically, recognizing and preparing for challenges on the horizon. International visitors typically stay longer and explore more boroughs, attractions and businesses.

As a result, their economic footprint is big and broad. But the sustained strength of the dollar will discourage some of them from visiting the United States—and New York City. We can’t afford to lose them as customers.

Without them, the economic benefits of tourism will recede, and those benefits will recede first and fastest from the boroughs beyond Manhattan.

Destination marketing—and preparing for industry headwinds— requires collaboration between New York City’s businesses, attractions, neighborhoods and elected officials.

That preparation will safeguard tax revenue, spending at local businesses and employment. We are grateful for the partnership of the de Blasio administration and over 2,000 business members as we face the changing landscape of New York City’s tourism market.

C I T Y & S TAT E R E P O R T

SEPTEMBER 2015

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19 0 0 AT TO R N E YS | 3 8 LO CAT IO N S WO R L DW ID E˚

We join in recognizing the 2015 Corporate Social Responsibility honorees for their outstanding work in New York’s Hospitality, Gaming & Tourism Sectors.

At Greenberg Traurig we share your dedication to the citizens of New York City and the commitment to uphold the principles that make New York a beautiful city to live and work.

CONGR ATULATI O NS! David W. Chien

Nanette Horner

Richard Nicotra

Vijay Dandapani

Jill Simonson Luciano

Frank “Turtle” Raffaele

Diana Dellamere

Terry MacRae

Timothy J. Rooney

Ryan Eller

Lois Nicotra

Tony Sclafani

Michael Sinensky Joseph E. Spinnato TAO Group Steve Tenedios Chris Wogas

Greenberg Traurig’s Hospitality and Gaming groups work together with the firm’s real estate, corporate, tax and environmental attorneys along with recognized industry leaders experienced in the development and financing of hotel and resort properties, as well as the design and implementation of club and resort membership programs. Our attorneys recognize the need to create unique experiences at mega-resorts and understand the complementary gaming aspects of these hospitality projects. Our NY attorneys are proud to have handled some of the most significant hotel transactions in recent years.

Gaming: Martha Sabol | Mark Glaser | Joshua Oppenheimer Government Law & Policy: Ed Wallace | John Mascialino | Robert Harding | Elana Broitman | Will Mack Hospitality and Real Estate: Rob Ivanhoe | Stephen Rabinowitz GREENBERG TRAURIG, LLP | METLIFE BUILDING | 200 PARK AVENUE | NEW YORK, NY 10166 | 212.801.9200

GREENBERG TRAURIG, LLP | ATTORNEYS AT LAW | WWW.GTLAW.COM Greenberg Traurig is a service mark and trade name of Greenberg Traurig, LLP and Greenberg Traurig, P.A. ©2015 Greenberg Traurig, LLP. Attorneys at Law. All rights reserved.

Contact: Ed Wallace, John Mascialino in New York at 212.801.9200. °These numbers are subject to fluctuation.

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HOTEL ASSOCIATION OF NEW YORK CIT Y

Special Award For Outstanding Corporate Citizenship

VIJAY DANDAPANI CHAIRMAN

JOSEPH E. SPINNATO PRESIDENT

OCTOBER 2015

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ith more than 50 million visitors a year, New York City is indisputably one of the world’s greatest tourist destinations. Giving those visitors a proper welcome is critical to the economic vitality of the city. “Hotels are ambassadors for a thriving, multi-billion-dollar tourism industry, and we understand our responsibility to maintain the highest standard for New York City’s brand,” said Joseph E. Spinnato, president of the Hotel Association of New York City (HANYC).

The importance of the industry, however, goes well beyond ensuring that visitors receive a warm welcome in the city. “Many people are unaware of what hotels do in terms of employment and taxes for the city,” added HANYC Chairman Vijay Dandapani. “We contribute a substantial portion of the revenues to the city budget, which goes towards providing essential civic services.”

For most people, a New York City hotel is all about having a friendly place to stay during their visit to Gotham. But for countless others, New York hotels and the businesses they support provide a reliable path to the middle-class. “Our workforce is arguably the most diverse in the country,” Dandapani said. “We have workers from well over a hundred countries—I would say almost as many countries as there are in the United Nations.”

Established in 1878, the Hotel Association of New York City is one of America’s oldest professional trade associations. Its 275 member hotels are responsible for some 75,000 rooms and 50,000 employees. New York’s hotel industry was among the nation’s first to provide its employees medical and retirement benefits

through jointly managed trusts. A recent ten-year labor agreement forged by the Hotel Association and its labor partner, the Hotel Trades Council, has advanced that tradition a step further, drawing wide praise for building a new health center in Brooklyn that caters to union members and their families.

“The Hotel Association has always been committed to the success and well being of our workforce, which is one of the finest in the city,” Spinnato said.

In an industry of vital importance to the city, the role HANYC plays is vital, whether disseminating best practices around supply-chain and environmental issues, or responding to citywide crises.

The Association gives out annual sustainability awards and organizes seminars encouraging sustainable practices across all departments, whether in the kitchen, housekeeping or energy efficiency.

In the wake of September 11th and Superstorm Sandy, the Association and its members help ensure that accommodations were available to meet the critical needs of a city in crisis. In response to Superstorm Sandy the Association also donated $100,000 to the Mayor’s Fund for disaster relief. Its philanthropic efforts have benefited numerous organizations, including Boy Scouts of America, Catholic Charities of the Archdiocese of New York, and City Harvest. The HANYC college scholarship fund, meanwhile, has contributed more than $400,000 in annual awards to the children of hotel workers.

“This business is people-centric,” Dandapani said. “There’s that ability to get an instant reward for a quality service that one renders—something that is tangible and that comes on an almost daily basis.”

C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

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OCTOBER 2015

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DAVID CHIEN HEAD OF GLOBAL INTEGRATED MARKETING & MEDIA, GRAY LINE NEW YORK SIGHTSEEING Special Award for Excellence in Corporate Citizenship & Community Engagement

ne of the many wonders of New York is that omnipresent possibility of discovery. If you’ll allow yourself a minute to stop and crane your neck just so, you may just catch a glimpse of something new, or something you’ve never noticed before.

Similarly, there are people who have lived in the city their entire life and never experienced its delights from the vantage point that only a double-decker bus can provide.

Through its “Friendship Tours” program, however, Gray Line New York Sightseeing has offers that opportunity to underprivileged children, senior citizens and special needs groups from across the city.

“If you’re a child—and I’d like to think there’s a child in all of us—to be on that double-decker bus, 13 feet above ground, seeing all the skyline in front and of you and, to the side, the greenery of Central Park – it’s an awe-inspiring experience,” explained David Chien, the company’s head of global integrated marketing and media. “Our tours can provide a child with an enjoyable educational experience that picks up where the text books and classroom lessons leave off.”

Gray Line accepts tour requests through various organizations, including Ronald McDonald’s House of New York, Garden of Dreams, Jack & Jill’s Late Stage Cancer Foundation, and Litworld. Chien also responds to organizations serving seniors and those with walking disabilities.

When Chien left the film and television industry to join Gray Line, one of his central goals was to help transition the company into the

mobile age and position it to be more than just a provider of highquality tours. His long-term vision is to help make Gray Line a multidimensional entertainment company that seamlessly connects customers to places, events and experiences across the city.

With that degree of engagement, however, comes an even greater responsibility to the New York community. It was only a month into Chien’s tenure at Gray Line that terrorists destroyed the World Trade Center. The next day, Chien recalled, “the city was still smoking,” with virtually everything below 34th Street closed off. Working with the Hard Rock Café, Chien filled a bus with food and delivered it to the first responders at Ground Zero, many of whom had been working for 32 hours without a break. Following Superstorm Sandy, Chien worked with the City Council to transport teams of volunteers to some of the hardest-hit communities as part of the relief effort.

Yet it’s not the crisis work that Chien finds most rewarding. Rather, it’s the day-to-day of welcoming visitors to New York, and the little stories encountered along the way.

“It’s about sharing the best that life can offer,” he said.

OCTOBER 2015

C I T Y & S TAT E R E P O R T ’ S

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C I T Y & S TAT E R E P O R T ’ S

C

DIANA DELL AMERE PUBLIC POLICY MANAGER, LYFT Excellence in Sustainability, Environmentalism & Addressing the Transportation Needs of Low-Income New Yorkers

reating sustainable transportation generally requires long-term planning and plenty of investment. In a city like New York that typically involves economic, logistical and political challenges that make most public officials wince. Fortunately, several innovative companies are finding new ways to tackle transportation problems through cost-effective alternatives that can be implemented today.

Under the leadership of its public policy manager, Diana Dellamere, Lyft recently launched a service in New York City that matches passengers headed in a similar direction to share a ride. By helping to fill empty passenger seats—which equate to roughly 80% of all private vehicles seats—the Lyft Line service takes cars off the road, which in turn dramatically reduces both congestion and carbon emissions.

Lyft Line already comprises approximately 60% of all Lyft rides in New York. The cuttingedge ridesharing program brings economic benefits as well. “The service allows people to recoup a little bit of the cost of car ownership and commuting every day by sharing space in their vehicle,” Dellamere explained.

Despite its robust reach, New York’s public transportation system does not service all communities equally. In the outer boroughs, many New Yorkers live beyond walking distance of a subway station. That’s where Lyft’s “last mile solution” can play a role in linking working-class communities to mass transportation though low-cost ride-sharing.

“We are really focused on

integrating with the existing mass transit systems and are making sure to position ourselves to be available to people who really need the service,” said Dellamere.

Empowerment is another recurrent theme for Lyft. Despite working as independent contractors in New York, for instance, most black car drivers remain tied to a single base. “We are working with drivers to offer them more independence and help fill up their schedule so they can make more money from their existing investment.”

Dellamere believes her services can bring a similar sort of empowerment to upstate New York. In cities that are struggling economically, Lyft’s services create new income sources for the unemployed, while improving access to downtown areas that may not be particularly well-served by public transportation. “It really increases economic vitality and has broad economic impact,” she said.

“We’re creating a scenario in which businesses can grow and attract young professionals to those areas.”

C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

Congratulations to all of the honorees whose hard work, dedication and selfless efforts set an example for all New Yorkers.

Kasirer Consulting salutes their well-deserved honor and recognition.

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SURI KASIRER JULIE GREENBERG OMAR ALVARELLOS CYNTHIA DAMES ASHLEY DENNIS TRACY FLETCHER TYESA GALLOWAY JASON GOLDMAN SAMANTHA JONES MICHAEL KREVET PETER KROKONDELAS SHANE MYERS

Please visit our new home on the web: www.kasirerconsulting.nyc 321 Broadway, Ste 201, New York, NY 10007 Tel: (212) 285-1800 Email: info@kasirerconsulting.nyc

JERVONNE SINGLETARY

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OCTOBER 2015

C I T Y & S TAT E R E P O R T ’ S

I

mpactful community engagement comes in all forms. A gift that might seem minor to some could make a world of difference to others. Take, for example, the Hamilton Beach Playground, which for years had existed in a state of slow decline. And that was before real disaster struck in the form of Superstorm Sandy, which rendered the playground virtually useless.

To the rescue came Resorts World Casino New York City, donating $40,000 towards the revitalization of the playground and committing its own workforce to help carry out the rehab effort. “It may not be the grandest of projects,” RWNY RYAN ELLER President Ryan Eller explained, “but PRESIDENT, RESORTS WORLD it’s an exceptional example of how we CASINO NEW YORK CITY try to make a meaningful impact on our community.”

Outstanding Achievement in Fostering Since most of RWNY’s 1,000 Community Engagement Through Corporate employees live near the casino, Philanthropy, Volunteerism & Emergency Preparedness reviving the playground had a direct impact on their own quality of life, broadening the scope of wholesome recreational activities available to their families.

“There’s an element of permanence to this,” Eller said.

“Management changes, companies make investments based on spreadsheets and numbers, but an investment that makes a difference in day-to-day lives supersedes all of that.”

Since opening its doors in 2011, RWNY has donated more than $1.5 million to local charities. Its philanthropic program has supported organizations addressing a wide range of needs, including education (especially early childhood ed), healthcare, and arts and culture. The Boys and Girls Club of Queens, the

Jamaica YMCA, and Toys for Tots have all received RWNY grants.

This past summer, the company hosted an Employee Appreciation Day featuring a Five-Alarm FDNY Chili Cook-off to support Friends of Firefighters, a not-for-profit organization that provides long-term funding and services to firefighters and their families.

“There is an inextricable link between the causes that benefit our employees, the causes that benefit the community, and the causes that benefit our company,” Eller said.

“We continuously try to think of ways to show our appreciation.”

One of the most successful events that Eller has led was this year’s Emergency Preparedness Day run in partnership with FEMA, Operation Hope, the American Red Cross and the NYC Office of Emergency Management. The organizations provided the public with valuable tools and techniques designed to minimize recovery time after a catastrophic event.

“Casinos are engines of economic opportunity that can offer an exceptional experience for customers, but they need a community that welcomes the casino,” Eller explained. “You need to share those common goals, and employees need to believe in what management does, and the role they can play in the community.”

C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

WE SALUTE

The Hotel Association of New York City Vijay Dandapani, Chairman Joseph E. Spinnato, President

Special Award for Outstanding Corporate Citizenship

lakpr.com

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NANETTE HORNER EVP, CHIEF COUNSEL & CHIEF COMPLIANCE OFFICER, EMPIRE RESORTS, INC. Special Award for Outstanding Achievement in Promoting Workforce Diversity & Ethical Gaming Operations

casino can be a source of jobs and vitality in a community.

And, of course, it can be a source of great enjoyment for those who visit. Customers who partake in that enjoyment, however, must know when it’s time to call it quits.

But for those who don’t know, it’s the responsibility of the casino to tell them. Under the leadership of Nanette Horner, Empire Resorts has made a concerted and principled effort to live up to that responsibility.

“Problem gambling does not come in a slot machine any more than alcoholism comes in a bottle,” Horner said. “People have problems, and it’s up to the industry to try to help.”

As Horner explained it, Empire Resorts employees are trained to know their customers. If a customer is showing signs of distress, the casino asks its employees to tell their supervisors. Supervisors, in turn, are authorized to approach the customer and engage him or her in conversation. They may comment that the individual does not appear well. They may ask if he or she would like to grab a cup of coffee and chat for a moment. In short, they are trained to spot problem gamblers.

“We encourage people to consider what they would be doing with their time if they weren’t here,” Horner explained. “What would you be doing with your money if you weren’t here?”

Horner has also taken measures to prevent children from being exposed to legalized gambling.

Empire Resorts was the first casino group in New York State to fully ban underage individuals from its premises. “Gambling is an adult

activity, and we don’t think children should be exposed to it—even if they cannot participate,” said Horner, who believes that being prohibited from engage in an activity to which you are exposed only leads to a greater desire to engage.

Beyond addressing compulsive gambling, Horner oversees numerous social responsibility efforts at Empire Resorts. She helped guide the company’s LEED certification process during the construction of its Montreign Resort Casino, along with the hiring of minorities, women and veterans.

She has also helped guide the organization’s philanthropic arm.

Prior to joining Empire Resorts, Horner worked for the Pennsylvania Gaming Control Board and, in 2006, became the first director of that state’s Office of Compulsive and Problem Gambling. As a member of the Board of Directors of the National Council on Problem Gambling, she continues to work on promoting best practices throughout the gaming industry.

“The casinos are not the enemies,” she remarked, “and regulators are not the enemies, either.”

C I T Y & S TAT E R E P O R T ’ S

OCTOBER 2015

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AlliedBarton Security Services is a proud sponsor of City & State Reports and Congratulates the Hospitality, Gaming & Tourism Corporate Responsibility Awards Recipients 212.328.0209 | www.AlliedBarton.com/NewYork

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J I L L SI M O NSON LU CI ANO REGIONAL LEADER, COMMUNITY AFFAIRS, SOUTHWEST AIRLINES Special Award for Outstanding Achievement in Serving Disadvantaged Communities Through Corporate Philanthropy & Volunteerism

cross the nation, missiondriven organizations are improving communities, creating greater opportunities for all. Many such organizations have limited resources to work with. Some with coast-to-coast networks need occasional assistance connecting stakeholders, or providing opportunities for employees to share best practices and renew organizational focus. It no doubt helps when a committed airline can be counted on for support.

“We are thrilled to have the opportunity to partner with organizations in a way that enables their networks to learn, discover, develop and grow,” said Jill Simonson Luciano, regional leader of community affairs and grassroots partnerships at Southwest Airlines.

“That’s not always possible from a budgetary standpoint.”

Take, for example, Southwest’s partnership with STRIVE, a New York-based nonprofit employment agency that prepares disadvantanged individuals to succeed in the workforce. Through a generous donation of roundtrip airfares from Southwest, STRIVE was able to fly in colleagues from over 18 U.S. cities to its national conference in Philadelphia, where they could devise new strategies for tackling the problem of unemployment.

Under Luciano’s leadership, Southwest launched a program that provides free airfare to underserved high-school students for college visits in other parts of the country—trips that might otherwise have proven cost prohibitive.

Luciano beams when recalling the

excitement of a group of middleschool students, selected by the NYC Department for Youth and Community Development, before they departed from LaGuardia Airport for a tour of leading colleges and universities in North Carolina.

“The majority of these students had never flown on a plane before,” said Luciano. “The trip enable them to witness first-hand what attending college could mean for their futures.”

“Giving Flight to Your Success” is another component of Southwest’s education initiative.

Created in partnership with the Hispanic Association of Colleges and Universities, the program awards roundtrip airline tickets to undergraduate and graduate students across the country who need to travel far from home in pursuit of educational opportunities.

Beyond providing air bridges between organizations and their missions, between students and their high-flying dreams, the Southwest Airlines Community Affairs & Grassroots team, under Luciano’s leadership, has forged working relationships with a diverse group of organizations that demonstrate its commitment to promoting inclusiveness. Among those partners are the Hispanic Federation Fund, Asian Americans Advancing Justice, Chinatown Partnership, The National Gay & Lesbian Task Force, and Congressional Hispanic Leadership Institute.

As Luciano explained, “While we are an airline, we do some of our best work on the ground!”

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T E RR Y M ACRAE CEO OF HORNBLOWER CRUISES & EVENTS, ALCATRAZ CRUISES, STATUE CRUISES, HORNBLOWER NIAGARA CRUISES AND THE CO-FOUNDER OF HMS GLOBAL MARITIME Distinguished Lifetime Achievement in Promoting Environmentally Responsibly Water Transportation

s CEO, he leads one of the fastest growing charter yacht, dining cruise and maritime hospitality companies in the nation. He is an expert in the design, renovation, construction and operation of luxury yachts, and a highly-regarded leader in the fine dining, entertainment and tourism industries.

Terry began his career as an environmental engineer with Industrial Clean Air, Inc. Quickly climbing the corporate ladder, Terry was named senior vice president and vice president of sales following the acquisition of Industrial Clean Air

by Ecolaire Systems, Inc. During his time with Ecolaire, Terry looked for exciting and memorable venues for entertaining clients and soon began frequenting Hornblower Tours. When the company was offered for sale in 1980, Terry purchased it, seeing the potential to expand the business beyond the current offerings. By placing a great deal of importance on customer service, safety and teamwork, he grew the two-boat, 114-passenger operation to a 50boat, multi-million company, hosting over 6,000,000 in 2011.

Terry is a graduate of California State Polytechnic University at San Luis Obispo with a Bachelor of Science degree in Mechanical Engineering.

He is a past president of the Passenger Vessel Association (PVA) and a current member of the joint U.S. Coast Guard/PVA Partnership Action Team. Terry serves as a Commissioner for the California Travel & Tourism Commission, which promotes travel to and within

the state. He has also served as a board member of the San Francisco Convention and Visitor’s Bureau and is a member of the Society of Naval Architects. Terry has received numerous awards for his leadership and dedication to the tourism industry from the California Travel Industry Association, the San Francisco Business Times, and others.

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AWARDS

Pollie Awards for Creative Ad Design

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WINNING

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2004-2014 Top 10 New York Public Affairs Firms

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R I C HARD & LOIS N I COT RA OWNERS, THE NICOTRA GROUP Special Award for Lifetime Achievement in Philanthropy, Community Engagement & Corporate Volunteerism

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hile attending the same high school, Richard and Lois somehow never met.

But when they attended the same college – St. John’s University – they finally did meet. And it was love at first sight—at least for Richard.

Lois eventually came around, and over the past three decades this husband-and-wife duo has formed one of Staten Island’s most dynamic business—and philanthropic— partnerships. As Staten Island’s largest private real estate developers, the Nicotras are deeply devoted to their native borough. It was their response to tragedy, however, that brought the true depth of that commitment to the public eye.

Superstorm Sandy struck in the week

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leading up to the NY Marathon, after the Nicotras had already signed contracts with several organizations participating in the race. Their Hilton Garden Inn was fully booked that weekend. In the meantime, however, the hotel was needed as a safe haven for Staten Islanders desperate for heat, electricity, blankets, flashlights, batteries and, above all, shelter.

“We were faced with the decision to throw all these people out in order to make room for marathon people,” Richard Nicotra recalled. “We came under a lot of pressure.”

Lois and Richard’s responsibility to their fellow Staten Islanders ultimately trumped any contractual obligations. When a NY1 television crew showed up, the Nicotras let it be known that abandoning their neighbors was not an option. “This little [NY1] snippet went viral, and next thing you know people around the world were sending money to these people, saying, ‘Get your hair done, go out to dinner, go to the movies, buy some clothes,’” Richard recalled. “It was an incredible outpouring.”

The Nicotras would later host a Sandy relief benefit, raising nearly $150,000. In 2005, they did the same for victims of Hurricane Katrina. True community engagement, however, is a living commitment, one renewed constantly. Recipients of the prestigious Arbor Day Award, the Nicotras founded the nonprofit Bloomfield Conservancy to preserve wetlands and surrounding areas.

Through a personal gift of more than $1.4 million, they established

COMMONS café, a healthy eatery that donates 100% of its net profits to social causes. In little more than three years, the café has awarded nearly $400,000 in grants.

The Nicotras have developed their own approach to philanthropy, emphasizing smaller grants—$1,500 on average—to lesser-known organizations. “We want to make sure that everyone gets something,” Richard explained. “You’d be surprised how far $1,500 can go, sponsoring an anti-bullying program, fixing the roof of a convent or planting flowers along a road.”

“This allows us to reach more people,” Lois added, “and more organizations.” the Nicotras feel an even greater responsibility to lend a hand, since their borough lacks the pool of philanthropists found in places like Manhattan. “We have working people here—cops, firemen, sanitation workers,” Richard explained. “Those of us with the wherewithal should really try to help our own communities.”

Now that’s a true Staten Island love story.

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coNgratulates

NaNette L. HorNer EVP/ChiEf CounsEl/ChiEf ComPlianCE offiCEr of EmPirE rEsorts, inC. recipieNt of the city & state reports’ 2015 corporate social respoNsibility special award for outstaNdiNg achievemeNt iN promotiNg workforce diversity & ethical gamiNg operatioNs

NaNette’s tireless efforts to address problem gamiNg makes us a stroNger compaNy aNd a better corporate citizeN as we seek to iNspire our guests, our employees aNd our local commuNity through everythiNg we do.

siNcerely, the empire board of directors the empire executive maNagemeNt team aNd all of our 300+ employees

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café can be a whole lot more than just a place to get your morning cup of coffee. For Frank Raffaele, it’s the heart of a community – a place where people can make lasting connections.

Raffaele’s growing network of COFFEED coffee shops—there are now nine in his hometown of New York, and one in Seoul, South Korea—has also created series of venues where good business practices can connect with prized social missions.

“We have customers who come in because of the cross-pollination between business and charitable F R ANK “Turtle” RAFFAE LE work,” Raffaele explained. Every COFFEED location donates OWNER & FOUNDER, between 3% and 10% of its gross COFFEED revenue to charity. And that’s just Special Innovation Award for Excellence the beginning. Each location also in Corporate Philanthropy & affiliates with a local charitable Community Engagement organization. In partnership with New York Foundling, for instance, COFFEED employs teenagers who have aged out of the foster care system. Similarly, a partnership with Community Mainstreaming Associates has assisted the Long Island nonprofit in its mission to help developmentally disabled adults move into their own homes and find employment. Raffaele’s current goal is to recruit at least half his workforce from underprivileged communities.

For Rafael, there’s a wellspring of inspiration in “seeing adults who have never had a job before enter the workplace, seeing how excited they are to be productive.” There are additional benefits that accrue to local organizations that team up with COFFEED. “Nonprofits have

to market themselves the way any company does,” Raffaele explained, “and COFFEED can be a showcase for their work.” The additional exposure gained through partnering with COFEED, whose customers tend to be profoundly loyal, can also help to forge “a visceral connection between the customer and that charity,” he added. Forming marketing partnerships with respected nonprofits has helped COFFEED grow as well.

While many customers may be drawn to the social values that COFFEED embodies, they still expect quality. And on that front COFFEED delivers. To source the best ingredients for his coffee, sandwiches, and pastries, Raffaele has partnered with Brooklyn Grange, a rooftop farm in Long Island City, Queens. He and his team are exploring additional partnerships with other high-quality agricultural producers. He’s also turning his attention to the exciting challenges and opportunities of scale. “It’s not much more difficult to make two hundred muffins than one hundred—it doesn’t take twice the work,” Raffaele explained. As his company expands, opening new locations and establishing new charitable partnerships, its social impact will likewise continue to multiply.

“A lot of nonprofits now want to be part of what we’re doing,” Raffaele said. “It’s good for them, it’s good for us—and it’s great for the community.”

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T I M OT HY J. ROON E Y PRESIDENT & CEO, EMPIRE CITY CASINO Special Award for Excellence in Workforce Diversity, Corporate Giving & Community Engagement

n questions of honesty, integrity, and respect, Timothy J. Rooney speaks with a wisdom based on life lessons that predate his own four decades stewarding the historic Yonkers Raceway. The “Rooney Business Model,” he will tell you, draws from that tradition. At its core is a simple credo: “Treat people as partners more than employees.”

“My father,” Rooney recalled, “used to go around talking to every human being in sight. We still believe that there is no one inferior to you, and no one better than you, either.”

The son of legendary Pittsburgh Steelers founder Art J. Rooney, Sr., Timothy is owner and operator of Empire City Casino at Yonkers Raceway. The largest private employer in in New York’s 4thlargest city, Rooney employs nearly 1,300 people representing 14 different unions—a total payroll of approximately $45 million. Empire City Casino places great emphasis on developing and retaining its own employees. According to Rooney, when you treat your employees with a healthy dose of respect, they in turn will interact with customers in a similarly respectful manner. “This business is to some degree like show business, and people can go to a lot of different places for entertainment and gaming,” Rooney explained. “In the end, people will go to the places where they feel most at home.”

Opened in 1899 as Empire City Race Track, Rooney and his brothers purchased the harness track in Yonkers 43 years ago. When New York State permitted racetracks to install slot machines, Rooney

invested nearly $300 million to transform the iconic racetrack into a contemporary casino. Today Empire City Casino serves as an integral part of the surrounding community, providing financial support to nearly 500 organizations through contributions, event sponsorships and other donations totaling more than $1 million annually. “We go out of our way to let people know that we are here. And we appreciate the fact that we are here. And that we have been here for more than a hundred years,” Rooney said.

By law, the state collects nearly 70% of Empire City’s net win, half of which is allocated directly to education. In August alone, Empire City generated nearly $25 million for public schools. Since opening in 2006, the casino has produced nearly $2.4 billion for K-12 education.

“The most important thing in this country is giving people living in poverty a chance to get out of poverty,” said Rooney, who was recently honored at a 600-attendee gala for his generous support of the New York Archdiocese Inner City Schools Fund. “The most important thing you can do is educate the youth.”

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The Hotel Association of New York City, Inc. is honored to receive the Special Award for Outstanding Corporate Citizenship

VIJAY DANDAPANI Chairman

JOSEPH E. SPINNATO President

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TONY SCL AFANI SENIOR VICE PRESIDENT & CHIEF COMMUNICATIONS OFFICER, JAVITS CENTER Outstanding Leadership in Promoting the Principles of Sustainability, Transparency & Community Engagement

ith construction cranes now a familiar feature of the West Side skyline, the Javits Center lies at the epicenter of a development boom that has attracted people from far and wide, and generated nearly $2 billion in economic activity. For Tony Sclafani, the recent bonanza has underscored the importance of building a cohesive community—especially around the Javits Center, which spans from West 34th Street to West 40th Street along 11th Avenue.

“The West Side of Manhattan is developing at a rapid pace,” Sclafani explained. “We feel it’s important not just for our customers, but for anyone who follows the Javits Center, to understand what’s happening outside our front door.”

Under Sclafani’s leadership, the Center has revamped its community outreach program, placing a greater focus on sustainability and education.

The campaign combines a variety of initiatives, from circulating a community newsletter to launching educational programming for local students. One of the principle initiatives, launched in 2009, was a 5-year, $460 million renovation that included a number of sustainable upgrades, including the installation of a seven-acre green roof. Where the Center once had a reputation as a place where birds in flight met their doom, the green roof has transformed it into a sanctuary for birds, bats and bees. Moreover, the roof redirects approximately 6.8 million gallons of storm water runoff every year.

The Center is also in the process of vastly reducing its energy

consumption – with an ultimate target of 26 percent. “We’ve been supporting New Yorkers economically for 30 years, and now we are supporting them in a different way,” said Sclafani. “We’re improving the building itself in order to raise the quality of life for the people who live and work in this area.”

As part of his community outreach campaign, Sclafani launched a program that brings school children into the Javits Center to learn about some of the building’s sustainable features, as well as teach them firsthand how the busiest convention center in the country works. A visit to the green roof is always a highlight.

Finding the time and space to host educational programming at the convention center, where events are booked 330 days a year, can pose a challenge. Nonetheless, Sclafani plans to expand the Center’s community outreach by hosting even more schools, and offering additional public tours— another dimension of the program enhancements taking place under his leadership.

“As you can imagine, coordinating and constructing any type of largescale event is a massive undertaking that requires a significant amount of resources, but developing a community outreach program is that important,” Sclafani explained. “We hope the community understands how important we are to New York, and how important the city is to us.”

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fresh&co. and CafĂŠ Metro

congratulate

Steve Tenedios

and all the Corporate Social

Responsibility Award honorees for Hospitality, Gaming & Tourism.

Thanks for making a difference.

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M I CHAEL SI N E NS K Y FOUNDER & CEO, FUNBARS Special Award for Outstanding Service to New York City in Community Engagement & Disaster Relief Efforts

hen Superstorm Sandy raged into New York, restaurant and nightlife entrepreneur Michael Sinensky did what any person in his situation would: He made sure his family was safe. And although his parents—who live in the Rockaways where Sinensky grew up—were unharmed, the famed seaside community was anything but.

Homes were flooded, families cut off from heat and power, and workers couldn’t get to their jobs. Meanwhile, misinformation and rumors spread faster than the mold.

“Families, people I’d known for thirty years, looked like ghosts,” Sinensky recalled.

The next question was how to help out? Disorganized relief efforts were failing to target the most pressing issues, such as providing short-term housing for the displaced. “For us, the key was not to overreach,” Sinensky said. The logical first step was drawing on the extensive network he had cultivated from his years owning and operating some of the city’s most popular bars and restaurants, including the Village Pourhouse, sideBAR, and Hudson Terrace. “I did what I do in business: I looked at what resources I had,” Sinensky explained. He connected with old Rockaway friends who had also returned to their homes, and they decided to team up to help their friends and families.

Sinensky helped organize town hall meetings to smooth communications between the community and government agencies. His team then launched efforts to gut hundreds of homes full of debris and dangerous mold, which had to be removed

before families could reoccupy them safely. To carry out that difficult task, Sinensky partnered with the Navillus construction company, which sent workers to Queens. He later collaborated with Team Rubicon, a veteran-run crisis-response organization. The Robin Hood Foundation came through with a grant to fund the hiring of Rockaway residents left unemployed by the storm.

Sinensky then partnered with the St. Bernard Project to begin the rebuilding effort, with several million dollars of much-needed funding from the American Red Cross.

Sinensky is also a co-founder of FriendsOfRockaway.org, which has raised more than $4 million of relief aid for damaged homes on the Rockaway Peninsula. As a result of that effort, 200 homes are expected to be fully rebuilt by the end of 2016.

“We were chosen to receive funds because we treat the relief effort like a business,” Sinensky said. “Money in and money out. We ran on a very strict budget and never took on more than we thought we could.”

Sinensky’s own businesses pitched in as well. His employees funded buses for volunteers. He also launched a guest bartending program in his own establishments for hospitality staff from the Rockaways whose workplaces had been damaged by the storm.

“For people in my industry,” Sinensky said, “it’s our job to welcome strangers.”

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Congratulations to Ryan Eller, President of Resorts World Casino New York City Winner of the 2016 Corporate Responsibility Award

110-00 Rockaway Blvd. Jamaica, NY 11420 rwnewyork.com • 1-888-888-8801 In Queens, near JFK Airport.

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ST E VE T ENEDIOS FOUNDER, ST MANAGEMENT & FRESH & CO. Outstanding Achievement in Corporate Giving & Volunteerism on Behalf of Disadvantaged Children Throughout New York City

emaining open to possibility, and reacting to the vicissitudes of life are what enabled Steve Tenedios to build his business from a small doughnut-turned-coffee shop into a farm-to-table eatery with 14 different locations. It is a similar mindset, in a way, which embodies how his company, Fresh & Co., approaches the question of giving back to the community.

“You take whatever comes your way,” Tenedios explained. “Aside from the two or three local charities we support, there really is no preplanned approach.”

Tenedios recalls the quick response of his employees during citywide emergencies such as September 11th and, more recently, the 2nd Avenue gas line explosion. They provided New Yorkers with whatever help they could – a bottle of water, a sandwich, or restroom to wash up in. Even within the walls of his company and management firm, ST Management, reacting to an unexpected need is a recurrent theme. When employees pool together funds to help other employees in need, for instance, ST Management provides matching funds.

“There came a point 10 or 15 years ago,” Tenedios recalled, “that it just became very obvious that we were doing well. And it was the community that was supporting us.

So we never lost sight of giving back to the community, of taking care of the people who take care of us.”

While he has supported more than 50 nonprofits through his food company, Tenedios recently pared back his efforts to focus more intensely on a select group

of charities, including the Food Bank for New York City and Friends of Karen, an organization that supports critically ill children and their families. The New York City’s High School of Food and Finance, Tenedios has recently found a new cause that speaks to his sense of community. Many of the students at the city’s only culinary high school come from low-income backgrounds. Many are the children of immigrants. When he learned about the school last spring, the Greek-born Tenedios decided to create more than 30 paid internships for enrolled students, who must complete an internship before graduating.

“Typically, other companies take advantage of that, and they don’t pay. It’s free labor. I don’t believe in that,” said Tenedios. “These are inner-city kids, often times partially supporting their family while still attending high school.”

In partnership with the High School for Food and Finance, Fresh & Co. will provide managerial support and train students for a retail food store the school to be run by the school. The store will help prepare students for the real world while providing a source of new funds for the school.

“I came to this country at age six, and I’m really living and enjoying the American dream,” said Tenedios, who has personally committed $200,000 to the high school over the next five years. “This is a wonderful country, and I just can’t give back enough.”

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Thanks for making New York a better place.

Congratulations to the Corporate Social Responsibility Awards recipients.

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B I LL B O NBR ES T CHIEF OPERATING OFFICER, TAO GROUP Outstanding Corporate Achievement in Promoting a Safe Environment & Clean Drinking Water Worldwide

mong our most precious natural resources, water may be the one that is most taken for granted. For more than a billion people, however, access to potable water is tenuous at best. And few issues are more critical to the planet than the protection and management of our diminishing water resources.

TAO Group’s commitment to the preservation of water began in 2013, when one of its partners, Richard Wolf, became an ambassador for WHOLE WORLD Water, a charity that invests in water projects around the world. That’s when TAO Group made securing access to clean water across the globe the cornerstone of its corporate responsibility campaign.

TAO Group’s high-end nightclubs and restaurants—Beauty & Essex, The Stanton Social, and TAO Asian Bistro among them—already stud the New York and Las Vegas landscape, with new venues set to open in Chicago and Los Angeles.

Each of these establishments uses, or will soon use, an in-house filtration system to clean, bottle, and sell water in reusable glass bottles. Ten percent of the proceeds are then donated to the WHOLE WORLD Water Fund, where 100% of the funds are invested in communities facing challenges accessing drinkable water.

The aesthetic water bottles have become part of the guest experience, according to company COO Bill Bonbrest. “It’s what our servers talk about. So guests who buy the water become stakeholders,” he explained.

Since thousands of guests pass through TAO venues weekly, the opportunity to make a difference is

vast. A single venue, TAO Las Vegas, has sold half a million dollars worth of water since the program’s launch.

TAO Group’s commitment to social responsibility is limited neither to challenges around water access nor to its senior management.

Through TAO Group Cares, the company’s charitable division, more than 400 New York employees participated in the 2015 Making Strides Against Breast Cancer Walk, raising over $45,000 for cancer research. A portion of TAO Group’s rosé sales will also benefit breast cancer research. In Las Vegas, employees conduct an annual toy drive. The company is also exploring the possibility of starting a jobs program for homeless youth in Los Angeles.

“Hospitality companies are such a huge portion of the job market in this country,” Bonbrest said. “We have real leverage.”

The company believes similar work programs could be replicated through partnerships with New York’s homeless shelters or organizations serving disadvantaged populations. The biggest challenge, as Bonbrest sees it, is finding ways to connect social responsibility initiatives with both the staff and guest experiences—an approach the proved remarkably successful in WHOLE WORLD Water campaign.

“We put the whole machine behind the things we believe in,” Bonbrest said.

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OCTOBER 2015

THE JAVITS CENTER CONGRATULATES

TONY SCLAFANI and all of the winners for their outstanding achievements in promoting hospitality, gaming and tourism.

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C H RI S WO G AS PRESIDENT, BIKE AND ROLL Excellence in Corporate Volunteerism & Community Engagement on Behalf of New York City

hris Wogas watched the postSandy news coverage in a restless state. Donated food, blankets and flashlights were pouring into help centers across the city, but relentless images of damaged roads, obstructed by sand and other debris, gave him pause. If cars and other vehicles were unable to traverse those roads, how would essential supplies reach the city’s hardest-hit regions?

“You couldn’t drive,” recalled Wogas, president of Bike and Roll, a New York-based bicycle and segway rental and tour company. “So we just loaded up some of our bikes and rode around Staten Island handing them out.”

Wogas and his team traveled to as many neighborhoods as they could, dropping bicycles off on each block.

As a result of those efforts, residents were able to make their way safely to help centers and return to their families and neighbors stocked with desperately needed supplies.

It was out of the devastation wrought by Sandy that Bike and Roll’s culture of volunteerism was born. “Sandy allowed us, as company, to get involved with volunteerism in a pretty big way—and we just kept it going from there,” Wogas explained.

Bike & Roll’s volunteer efforts quickly expanded beyond teaching children how to ride bikes to include a range of companywide volunteer events.

The Bike and Roll team began pitching in at Holy Apostle Soup Kitchen, the largest emergency food program in New York City. Soon after, employees started asking for additional opportunities to give

back. Wogas began organizing more volunteer days at food banks around the city, and even worked to rebuild structures damaged by Superstorm Sandy. As time passed, he began looking to hire people who already volunteered in their free time under the belief that their transition into a growing culture of volunteerism would be seamless. “When people start coming in on a day off, and making it a point to participate in a volunteer day, that’s when you really see that this is something they are doing not because they feel like they have to, but because they want to,” said Wogas.

Wogas has made a point of getting the high school and college students on his staff involved in its volunteer campaigns. By exposing them to community engagement at a young age, Wv-vvogas hopes the precept of giving back as a fundamental part of going to work will become ingrained in their outlook. “Showing these first-time workers how important it is to be involved, how important it is to be responsible as a person and as a company, has larger effects that maybe we won’t see until 15 or 20 years from now,” Wogas explained. “The things they’re going to do, and the number of lives they are going to touch, will be immense.”

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Enjoy the moment.

Congratulations to the winners of the Corporate Social Responsibility Awards for the hospitality, gaming and tourism industry.