Tradisionele resepte

MGM Resorts word gesond met 'Smart Plate' -inisiatief

MGM Resorts word gesond met 'Smart Plate' -inisiatief

In die Verenigde State het vetsug epidemiese vlakke bereik en mense wil meer gesondheidsbewus word, en MGM Resorts International neem die gesondheid van sy gaste ernstig op. Hulle versterk die onderneming se verbintenis tot gesonde leefstyl met die toevoeging van Smart Plate®, 'n nuwe program wat gaste en besoekers heerlike en gesonde spyskaartitems bied met 700 kalorieë of minder per gereg. Die eksklusiewe kaloriebewuste items is beskikbaar in sekere spyskaarte in die kamer en by deelnemende kafees. Smart Plate -keuses, aangedui op spyskaarte met 'n gespesialiseerde logo, word gereeld opgedateer en bied gaste nuwe keuses gedurende die jaar.

"Die Smart Plate -program is 'n uitstekende bron vir besoekers in Las Vegas wat onderweg hul gesonde leefstyl wil bestuur," het Sean DiCicco, vise -president van voedsel en drank in Mandalay Bay, in 'n verklaring gesê. 'Om 'n positiewe uitwerking op eetbesluite te hê, is dit belangrik om gaste buigsame opsies te bied wat in hul dieetbehoeftes voorsien. Die spyskaart -items op die slimplaat bied al die noodsaaklike voedingstowwe wat benodig word per maaltyd, terwyl gaste die geleentheid kry om op die regte pad te bly en gemotiveerd te wees tydens hul reise. ”

Gaste kan gesond word en die Smart Plate -program by Café Bellagio beleef met gegrilde Atlantiese salm bedien met broccolini en bedek met geel tamatie en komkommersalsa (690 kalorieë bo). In die Raffles Café in Mandalaybaai, probeer die swartgemaakte ahi -tuna -toebroodjie met 'n bietjie vars gesnyde vrugte (510 kalorieë). Monte Carlo Resort's The Café in Monte Carlo het 'n baie gesonde klubwrap gemaak met Boar's Head -ham, Switserse kaas, blaarslaai, tamatie en mayo, bedien met 'n piekel en vars vrugte (620 kalorieë). Die Pyramid Café in Luxor bevat hoenderborsies bedek met balsamiese glans en bedien saam met gestoomde groente en quinoa pilaf (580 kalorieë). Market Café at Vdara bedien 'n primavera-pizza gemaak met somerpampoen, artisjokke, rooi uie, gedroogde tamaties, courgette, vars basiliekruid, gekrummelde fetakaas, vetvrye mozzarellakaas, swartpeper, olyfolie en rou knoffel (700 kalorieë). Verder langs die strook het die Garden Grill by Circus Circus 'n gesonde sjefslaai gemaak met springmielieslaai, kalkoenbors, ham, cheddarkaas, Switserse kaas, komkommers, tamaties, croutons, kool, wortels, hardgekookte eiers en rooi uie en bedek met balsamiese vinaigrette (680 kalorieë)

Eet-in-kamer maak die oord se gaste ook gesond. Die ARIA -oord lewer 'n gebakte koringfettuccine gemeng met hoendervinkelwors, garnale, aspersies en tamaties (570 kalorieë) reg by jou kamer. As u by die MGM Grand bly, bel dan en vra na hul caprese toebroodjie gemaak met buffelmozzarella, geel en rooi tamaties, balsamiese pesto -aioli, vars basiliekruid en ingelegde groente (690 kalorieë). Die eetkamer in The Mirage bied vars groente met hoender, 'n lenteslaai-mengsel, tamaties, komkommers en radyse, bedek met balsamiese vinaigrette en bedien met 'n vars vrugtebeker (630 kalorieë). Om nie uit te laat nie, The Monte Carlo Resort het 'n ryk rooi boontjie -chilibak met koriander, uie en cheddarkaas (260 kalorieë) wat u sal opwarm.

Die bevordering van gesonde eetgewoontes is een komponent van MGM Resorts se groter gesonde lewenspogings. In Februarie 2013 kondig die onderneming die bekendstelling van 'Healthy Eating, Healthy You' aan, 'n gratis mobiele app met meer as 50 resepte van sjefs, waaronder Julian Serrano, Emeril Lagasse en Wolfgang Puck. Kalorietellings en ander voedingsinligting word by elke resep ingesluit, asook foto's van die voltooide gereg. Bykomende inisiatiewe vir 'n gesonde lewe sluit in:

MGM Resorts werk ook saam met The Jared Foundation aan 'n omvattende program om 'n gesonder arbeidsmag, gesonder skole en uiteindelik 'n gesonder gemeenskap te kweek. Die stigting is gestig deur die gewigsverlies -ikoon Jared 'the Subway Guy' Fogle en is daartoe verbind om bewustheid te verhoog en programme te ontwikkel wat kinders opvoed en inspireer om 'n gesonder en gelukkiger lewe te lei.

Hy waardeer tyd, koste en kwaliteit sorg en stel MGM Resorts in 2012 die Direct Care Health Plan -opsie bekend.

MGM Resorts -werknemers het kennis gemaak met 'Jim's Plate', 'n program wat geskep is na voorsitter en uitvoerende hoof van MGM Resorts International Jim Murren. Die inisiatief verseker dat alle eetkamers van werknemers daagliks gesonde maaltye aanbied met resepte wat uitsluitlik deur sjefs by MGM Resorts -eiendomme geskep is. Elke resep is deur geregistreerde dieetkundiges hersien en is gemodelleer volgens die MyPlate van die Amerikaanse Departement van Landbou.

Sedert 2011 werk MGM Resorts saam met Wellness Coaches, VSA, om welstandsafrigters ter plaatse te verskaf by vyf Las Vegas-eiendomme: Bellagio, Mandalay Bay, New York-New York, MGM Grand en The Mirage. Wellness -afrigters werk saam met werknemers om persoonlike gesondheidsplanne te bou wat gerig is op die bereiking van fiksheidsdoelwitte en die vermindering van gesondheidsrisikofaktore.

Met al hierdie programme in plek, is die gaste en werknemers van The MGM Resorts beslis die gesondste op die beroemde Las Vegas -strook.


Pac-12 kies Kliavkoff, uitvoerende hoof van MGM, as die volgende kommissaris

Die Pac-12 het George Kliavkoff Donderdag aangestel om die volgende kommissaris van die konferensie te wees, en het Larry Scott vervang met 'n ander buitestaander van die universiteit en hom aangekla van die heropbou van die voetbalmerk.

Kliavkoff is sedert 2018 die president van sport en vermaak vir MGM Resorts International in Las Vegas.

Die president van die Universiteit van Oregon, Michael H. Schill, die voorsitter van die ondersoekkomitee van die Pac-12 se vyf lede, noem Kliavkoff '' 'n baie ervare en baanbrekende bestuurder van sport, vermaak en digitale media '.

Kliavkoff (54) het voorheen saam met Major League Baseball Advanced Media en Hearst Entertainment & Syndication gewerk, en was ook die hoof digitale beampte van NBC Universal Cable.

"Hy is 'n baie nuwe prototipe vir sportkommissaris," het Schill gesê. 'Hy is die soort persoon wat ons nodig het vir hierdie dekade en die dekades daarna. Selfs sonder om 'n dag in die pos te dien, het George ons bedagsaam uitgedaag om te dink wat vir die Pac-12 moontlik is. Wat is moontlik vir die komende era van nuwe tegnologie en media. ”

Die presidente van die Pac-12-universiteit het 'n geheimsinnige soektog van byna vier maande gedoen by die uitvoerende soekfirma, TurnkeyZRG.

'N Paar bekende name in universiteitsport was onder die bespiegelings dat die Pac-12 dit sou oorweeg: die voormalige uitvoerende hoof van die NCAA en die NFL-quarterback Oliver Luck, die atletiese direkteur van Ohio State, Gene Smith en die Texas AD, Chris Del Conte, om maar 'n paar te noem.

In plaas daarvan kom die volgende kommissaris van die Pac-12- net soos sy laaste- na die konferensie sonder vorige ervaring as administrateur in universiteitsport.

"Met die aankondiging van vandag glo ek dat ek van die beste vermaaklikheidswerk na die beste sport in die sport oorgaan," het Kliavkoff tydens 'n videokonferensie met verslaggewers gesê. 'Ek het hierdie sprong gemaak omdat ek passievol is oor die missie van die Pac-12-konferensie, om finansiële resultate te behaal, beurse te beskerm en uit te brei en die ander opvoedkundige doelwitte van ons lidinstellings te ondersteun.

Dat die Pac-12 sy nuwe kommissaris in Las Vegas gevind het, is nie toevallig nie.

Die konferensie het 'n vastrapplek in Las Vegas opgebou, aangesien dit 'n warm plek vir sport word, met twee relatief nuwe professionele spanne (die Golden Knights van die NHL en Raiders van die NFL) en 'n splinternuwe voetbalstadion.

Die Pac-12 het reeds sy basketbaltoernooie vir mans en vroue in Las Vegas aangebied, en sy sokkerkampioenskap word vir die eerste keer hierdie seisoen in die Allegiant-stadion gehou.

Kliavkoff het gesê dat hy drie prioriteite het wanneer hy formeel as kommissaris oorneem op 1 Julie.

'Eerstens sal ons ons studente-atlete beskerm en ondersteun. Tweedens sal ons besluite neem om die inkomste vir ons lidinstellings te optimaliseer, insluitend die heronderhandeling van ons media -verspreidingsooreenkomste. En ten derde sal ons alles doen wat ons kan op konferensievlak om ons spanne meer mededingend te maak in inkomste-genererende sportsoorte, veral voetbal, ”het hy gesê.

Kliavkoff het gesê hy ondersteun die uitbreiding van die College Football Playoff en die implementering van konsekwente naam-, beeld- en gelykenisriglyne in NCAA -sportsoorte.

'Ons dink dat die uitbreiding van die GVB en NIL-wetgewing goed is vir universiteitsportliefhebbers, goed is vir ons atlete, en 'n groot mededingende voordeel vir die Pac-12 kan wees,' het hy gesê.

Kliavkoff, 'n voormalige roeier aan die Universiteit van Boston, het ook in die raad van goewerneurs van die WNBA gedien.

Scott het in Januarie aangekondig dat hy einde Junie uittree.

Scott se ampstermyn van 11 jaar as kommissaris het begin met die konferensie wat 'n transformerende miljard dollar-televisiekontrak tot stand gebring het, maar die Pac-12 het gesukkel om by te bly met sommige van sy Power Five-konferensiegenote wat betref inkomste en blootstelling.

Die Pac-12 het 'n televisienetwerk onder Scott geloods, maar dit het nooit 'n kontantkoei geword soos dié in die Big Ten en Southeastern Conference nie.

Scott, wat na die destydse Pac-10 van die Women's Tennis Association gekom het, is gereeld gekritiseer omdat hy nie kontak gehad het met besluitnemers op kampusvlak in universiteitsport nie en te veel besteding aan die konferensiekantoor gehad het.

Kliavkoff het gesê 'n vergadering met al die Pac-12-atletiekdirekteure is reeds aan die gang, sowel as 'n plan om elke kampus te besoek.

Hy neem as kommissaris oor met Pac-12-voetbal wat sukkel om homself nasionaal te laat geld.

Die konferensie het slegs twee keer 'n span in die College Football Playoff geplaas sedert dit in 2014 begin het. Scott het laat in sy ampstermyn begin uitbrei vir uitbreiding van die uitspeelwedstryd, en dit lyk nou asof dit in die rigting is. Kliavkoff het belowe om te help om dit oor die grens te kry.

Die Pac-12 het sedert Suid-Kalifornië in 2004 nie 'n nasionale voetbalkampioen gehad nie en 'n kampioen vir mans in basketbal sedert Arizona in 1997.

Kliavkoff noem die droogtes die grootste swakheid van die konferensie.

'Ons weet waar ons brood gebotter word,' het hy gesê. "Ons is gefokus op die inkomstesport en wen in sokker en basketbal vir mans."

AP -sportskrywer Anne M. Peterson het tot hierdie verslag bygedra.

Meer AP universiteitsvoetbal: https://apnews.com/hub/ap-top-25-college-football-poll en https://twitter.com/AP_Top25

Kopiereg 2021 The Associated Press. Alle regte voorbehou. Hierdie materiaal mag nie sonder toestemming gepubliseer, uitgesaai, herskryf of herversprei word nie.


Die aanlyn kosafleweringsdiens het aangekondig dat dit voorafgaande afleweringskoste vir alle bestellings was. 'Ons sal ook daagliks toegewyde, doelgerigte bemarkingsveldtogte begin-beide in die app en per e-pos-om die aflewering van plaaslike restaurante te bevorder, veral dié wat nuut is in die app,' lui die persverklaring van UberEats.

Michael Neil Thomas/Shutterstock

MGM Resorts bestuur baie hotelle en casino's oor die hele wêreld, maar veral in Las Vegas, wat heeltemal gesluit word as gevolg van selfdistansiëring en riglyne van die Withuis. Dus, wat om te doen met die groot hoeveelheid voedsel wat reeds in die enorme voedselvoorbereidings- en voorraadstelsels bestaan ​​wat weekliks miljoene maaltye voed en bedien? Skenk dit aan plaaslike voedselbanke.

MGM Resorts werk saam met voedselbanke en plaaslike organisasies in agt state om 480 000 pond kos - gelykstaande aan 400 000 maaltye - aan behoeftiges uit te deel. Hulle het ook $ 1 miljoen aan ramphulp geskenk aan 'n noodfonds vir werknemers wat werknemers sal help om rekeninge te betaal en onverwagte uitgawes te dek.


Langdurige verhouding met die BCLC

Die volledige integrasie van die innoverende program vir verantwoordelike spel in die BetMGM -platform sal na verwagting later vanjaar voltooi word, het BetMGM in die amptelike persverklaring ingelig, en beklemtoon die belangrikheid van beide BetMGM en MGM Resorts vir verantwoordelike spelopvoeding.

Aangesien aanlyn dobbelary en sportweddenskappe in gewildheid toeneem, is BCLC so bly dat BetMGM spelers meer geleenthede en hulpbronne bied om gesonde spel met ons GameSense -program te ondersteun. ”

Lynda Cavanaugh, tussentydse uitvoerende hoof en president, BCLC

MGM Resorts gebruik GameSense al 4 jaar deur kliënte by sy Amerikaanse speleiendomme toegang te gee tot opvoedkundige hulpbronne en interaktiewe raakskerms by sy M life Rewards -lessenaars, 'n inisiatief wat gelei het tot verskeie toekennings vir die spel- en gasvryheidsoperateur as die Nasionale Raad op Probleem Dobbel erken sy pogings tot verantwoordelike spel.

“BCLC ’ se verbintenis tot spelersgesondheid strek veel verder as British Columbia en ons sien uit daarna om met BetMGM saam te werk om ons wedersydse begrip te versterk oor hoe spelers die beste gereedskap kan bied om besluite oor positiewe spel te verbeter. ”

Lynda Cavanaugh, tussentydse uitvoerende hoof en president, BCLC

As uitbreiding van die jarelange verhouding tussen die BCLC en MGM Resorts, sal GameSense beskikbaar gestel word aan BetMGM-kliënte in alle huidige en toekomstige state waar die mobiele weddenskap- en iGaming-handelsmerk werk.

Met 4 jaar ondervinding as ontleder, is Julie-of 'Jewels', soos ons dit tereg in die kantoor noem-niks minder as 'n wonderwaardige aandag aan die forex- en cryptocurrency-ruimte nie, aangesien sy vinnig die eerste keuse geword het medevlieënieropleiding aan die massas saam met Mike.


MGM Resorts word gesond met 'Smart Plate' -inisiatief - resepte

Die Amerikaanse EPA se Food Recovery Challenge vra vir 'n verbintenis tot drie voedselafleidingsaksies: voorkoming, skenking en kompos. Programdeelnemers deel hul verhale.

Ashley Zanolli

BioCycle Maart 2012, Vol. 53, nr. 3, bl. 48

ARIA is deel van CityCenter Las Vegas, 'n MGM Resort International -eiendom. Dit is die grootste LEED Gold -gebou ter wêreld en het in 2011 1,800 ton voedselreste herwin.

MGM Vakansieoorde

MGM Resorts International, 'n wêreldwye gasvryheidsonderneming, streef daarna om meer volhoubaar te word op grond van sy filosofie van "Conserve Today, Protect Tomorrow." Alle MGM Resorts -eiendomme in Las Vegas, Nevada, insluitend Bellagio, MGM Grand, CityCenter, Mandalay Bay en Mirage, het robuuste herwinnings- en afvalbestuursprogramme geïmplementeer wat die vang van voedselreste insluit. MGM Resorts versamel oortollige voedsel- en voedselafval van sy 165 restaurante en 11 eetkamers vir werknemers in sy 11 wêreldbekende Las Vegas Strip-oorde. Om dit te laat gebeur, het MGM se uitvoerende sjefs, voedsel- en drankafdelings en groen spanne saamgekom om die voedselafvalprogram te ontwerp.
MGM versamel slegs voorafverwante voedselafval, insluitend groente en vrugte, brood, vleis en suiwel, en vereis dat die meeste restaurante, buffette en eetkamers van werknemers voedselafval in hul kombuise skei. Om die volume te vergroot, gebruik MGM ook 'n 24-uur-herwinningspersoneel om voedselreste en alle gemengde herwinbare produkte verder te sorteer.
Voedselherwinningshoeveelhede by die MGM Resorts Strip -eiendomme het vinnig toegeneem van 3 350 ton in 2007 tot meer as 14 000 ton in 2011. Twee afsonderlike eindgebruikers versamel en verwerk die afval. Die eerste is RC Farms, 'n varkboerdery in Noord -Las Vegas wat 3000 varke per dag voer met voedsel wat uit die strook afgehaal word. Die boerdery sorteer voedselafval bykomend en haal nie -eetbare items uit. RC Farms volg die staatsvereistes vir veevoer, en kook die voedselafval tot die vereiste temperatuur voordat die varke gevoer word. Die tweede diensverskaffer is A1-Organics, 'n plaaslike komposfasiliteit. Beide maatskappye het stelsels geïmplementeer vir die insameling van voedselafval wat materiaal so vinnig as moontlik van die eiendom verwyder - 'n noodsaaklike komponent van die program. Tans gaan ongeveer die helfte van die voedselafval wat ingesamel word na veevoer, en die helfte na kompos.
Ter erkenning van die uitstaande leiding van MGM Resorts in die herwinning van voedselreste, het die USEPA se WasteWise -program 'n goue prestasieprys van 2011 vir voedselherstel aan die onderneming toegeken.

Middlebury College het 'n komposprogram vir voedselafval sedert 1993. In die eetsaal word bordafval deur 'n stroper gehardloop om oortollige water te verwyder.

Middlebury College

Middlebury College in Middlebury, Vermont, het in Januarie 2012 by EPA se Food Recovery Challenge aangesluit. Die kollege was 'n vroeë aannemer van volhoubare praktyke en het in 1993 'n komposprogram begin. Kompakte afrol word buite elke kombuis geplaas en voedselafval is 4,5 uur weggetrek na die staat New York vir kompos. Vandag bedryf Middlebury College 'n komposterrein op die kampus. Ongeveer 7 000 maaltye word daagliks voorberei en meer as 90 persent van die voedselafval (ongeveer 370 ton in 2011) word herlei om jaarliks ​​1 500 kubieke meter kompos te produseer. Eetdienste kyk voortdurend daarna om minder voedselverspilling te genereer deur die aankoop- en voorbereidingstegnieke te evalueer.
'N Sterk vennootskap tussen die eetdienste en die personeel van die fasiliteite verseker 'n feitlik besoedelende vrye hoeveelheid voedselvoorbereidings, na -verbruikersreste, was karton, papierhanddoeke, servette en afvalpapier. Plaatafval word deur 'n stroper gehardloop om oortollige water te verwyder. 'N Spesiaal ontwerpte haakvragmotor haal die materiaal daagliks uit die kombuise en neem dit na die komposarea, ongeveer twee kilometer van die sentrum van die kampus af op universiteitslande, meestal omring deur landerye en landbougrond. Die voedselafval word met perdemis en houtskyfies gemeng en in gedraaide windrye gekomposteer. Die finale produk, wat met liefde bekend staan ​​as 'swart goud', word op kampusterrein gebruik, veral op die atletiekvelde.
Die komposbedryf word bestuur deur die Office of Facilities Services en sy afvalbestuurspan wat bestaan ​​uit vyf voltydse personeellede wat toesig hou oor alle afvalverwante aktiwiteite op die kampus. Alle geproduseerde kompos word op die kampus gebruik. In 2010 het Middlebury voortgegaan met die uitbreiding van voedselafval na sy koshuise en kantore. Dit het $ 101,475 aan vullisterreine vermy deur in 2011 441,8 ton te herwin en 370 ton voedselafval te komposteer.
Middlebury College Dining Services is 'n lid van die National Association of College and University Food Services. Die maaltyddirekteur van die kollege, Matthew Biette, het 'n belangrike rol gespeel in die bekendstelling van die Vereniging se volhoubaarheidstoekennings die afgelope Augustus. Die toekennings is bedoel om die wêreldwyd aanvaarde filosofie van drievoudige ondersteunde te ondersteun, 'n metode om operasionele prestasie te evalueer deur finansiële sukses sowel as omgewingsvolhoubaarheid en sosiale verantwoordelikheid te meet, en pas naatloos by EPA se Food Recovery Challenge. Hulle word in Julie 2012 vir die eerste keer aangebied op die jaarlikse konferensie van die Vereniging wat in Boston, Massachusetts, gehou word.

New Seasons Market -personeel het die onderneming aangespoor om 'n meer omvattende komposprogram te skep. In 2011 het sy winkels 2,410 ton voedselafval herlei.

Nuwe seisoene mark

New Seasons Market is 'n kruideniersware wat plaaslik besit en bedryf word, met 12 plekke wat meer as 2 200 personeellede in die Portland Metro -streek van Oregon in diens het. Die onderneming is al 'n aantal jare aktief betrokke by die voorkoming, skenking en kompos van voedselafvalprogramme. Elke New Seasons Market -winkel gee voorkeur aan die voorkoming van voedselafval. "Honger en toegang tot voedsame voedsel is in epidemiese omvang en die vermorsing van voedsel belas voedselproduksie op 'n manier wat nie volhoubaar is nie," het Heather Schmidt, New Seasons Market se volhoubaarheidsbestuurder, gesê. 'Ons wil nie hê dat kos verlore gaan nie, en ons wil ook omgewingsverantwoordelik wees.
Voedsel wat nog voedsaam en veilig is, maar nie meer verkoop kan word nie, word geskenk. Elke winkel skenk weekliks aan tot vier organisasies wat deur Oregon Food Bank goedgekeur is. Voedsel en produkte word ook aan personeel geskenk deur middel van die Blue-Slip-program, 'n stelsel waarmee personeel die produk huis toe kan neem met goedkeuring van 'n bestuurder. Verlede jaar is na raming 1 040 ton eetbare kos geskenk. Boonop skenk New Seasons Market 10 persent van die wins na belasting terug aan die plaaslike gemeenskap, met die klem op hongersnood, die beskerming van die omgewing en die opvoeding van jeugdiges.
New Seasons Market het in 2003 begin met die skeiding van organiese materiaal vir kompos. Vier jaar later het die onderneming sy pogings verskerp met die hulp van die nuwe Portland Composts! program en die hele Groen Spanne van die onderneming om meer omvattende voorkoming en afleiding van afval te ondersteun. Die vullis is afgesny en organiese afleiding na kompos het met 109 persent toegeneem. "Dit was duidelik dat mense aan boord was en die personeel opgewonde was om 'n beter werk te doen, maar ons het 'n gekoördineerde, maklik om te gebruik stelsel nodig om voorkoming en afleiding meer suksesvol te maak," verduidelik Schmidt.
Sy werk saam met een winkel op 'n slag met behulp van 'n gefaseerde benadering wat eers afdelings met die grootste vermorsing geteiken het. Kleur-gekodeerde houers (groen vir kompos, blou vir herwinning en bruin of swart vir vullis) is op strategiese punte van afvalopwekking geplaas en bordjies en opleidingsmateriaal is intern gemaak om by die afvalmateriaal en die grafiese styl van die onderneming te pas. Benewens die skep van 'n konsekwente stelsel in alle winkels, was Green Teams ook die sleutel tot die nodige leierskap om 'n meer robuuste program te koördineer. Groen spankomitees verteenwoordig elke afdeling in die winkel en tree op as skakels en ondersteun afvalverspreiding in hul afdeling. In 2011 het New Seasons Market 2 410 ton voedselafval na kompos gestuur.

Noord -Texas Voedselbank

Die North Texas Food Bank (NTFB) in Dallas ontvang skenkings van voedsel wat andersins vermors sou word deur kleinhandelwinkels, vervaardigers, verspreiders en ander bronne in die voorsieningsketting. Die Voedselbank stel skenkings beskikbaar via sy netwerk van 300 lidagentskappe en meer as 1 000 voedings- en opvoedingsprogramme in 13 Noord-Texas-provinsies, waaronder koskaste, sopkombuise en skuilings, naskoolse programme, bejaardesentrums en ander sentrums vir maatskaplike dienste. Lede-agentskappe ontvang voedsel van die Food Bank en versprei dit na behoeftige Noord-Texane deur middel van hul spens en maaltye op die terrein. Die NTFB vul hierdie skenkings aan met meer as $ 4 miljoen in die aankoop van voedsame krammetjies, soos melk, eiers, tuna, bone en pasta sowel as vars produkte.
Die nuwe strategie van drie jaar, ReThink Hunger, erken dat die kwessie van honger groter en ingewikkelder geword het. Met langdurige werkloosheid, armoede, honger en voedselonsekerheidsyfers op of naby die hoogste hoogtepunte, is dit eenvoudig nie die enigste oplossing om meer voedsel by die deur uit te haal nie. Die ReThink Hunger -inisiatief omvat: Vyftig persent meer vars produkte en 100 persent toename in voedselskenkings in die kleinhandel (meer proteïene) Die toevoeging van 'n tweede verspreidingsentrum met 25.000 vierkante voet koue berging om meer produkte en proteïene te ondersteun en die oprigting van The Hunger Center van Noord -Texas om meer te wete te kom oor die behoeftes van mense wat met honger worstel en wat werk. Dit stel NTFB in staat om die uitkoms van die Voedselbank se programme meer akkuraat te meet en nuwe maniere te identifiseer om die behoeftes in die gemeenskap aan te spreek.
Wat produkte betref wat nie meer vir menslike gebruik geskik is nie, werk NTFB saam met verskeie varkboere om die materiaal te neem. Dit werk ook saam met organisasies wat die komposteerbare materiaal kan gebruik, soos Paul Quinn College, ook in Dallas, wat onlangs sy voetbalveld omskep het in 'n stedelike plaas van 2 hektaar (sien sybalk in hierdie uitgawe se Community Sustainability-funksie).

Kombuispersoneel in Petco Park in San Diego oorweeg dit om die tweede natuur te kompos. Die stadion het in 2005 met 'n voedselafvalprogram begin om geld te bespaar op die verkoopkoste.

Petco Park

Petco Park, die tuiste van die San Diego Padres, het sedert 2005 kosreste gekomposteer. Soos baie ander organisasies het Petco Park begin komposeer om geld te bespaar - nie in reaksie op die "groen" gons rondom voedselkomposering nie. Dit betaal vir die storting van vullis per ton, en die nat, swaar voedsel het aansienlik bygedra tot die sleeprekening. Aangesien die stad se voedselafval goedkoper is om na 'n komposfasiliteit te vervoer as na die stortingsterrein, het die balpark 'n insamelingsprogram in die hoofkombuis begin. Teen die einde van 2005 is 60 ton voedselafval herlei en is daar byna $ 6 000 aan vervoerkoste bespaar.
Gedurende die 2007 -seisoen het die gekontrakteerde konsessiegroep, DNC Sportservice, die program uitgebrei van die hoofkombuis na alle voedseldiensareas regdeur die balpark. Met hulp van Hines, die fasiliteitsbestuursonderneming, sowel as die afvalvervoerder, Waste Management, het die balpark behoorlike toerusting geïnstalleer om 'n suksesvolle uitbreiding te vergemaklik. Etikette en instruksies is op komposbakke aangebring om te verseker dat werknemers weet hoe om van oortollige voedsel ontslae te raak. Boonop het Petco Park 'n program begin waar aangewese personeel die groen asblikke na elke wedstryd kontroleer om te verseker dat minimale besmetting, soos plastiek, na The Greenery, die stad van San Diego se komposfasiliteit, gestuur word (sien "Grootskaalse kragopwekkers slaag met organiese produkte) Diversion, ”November 2011). Teen die einde van 2007 het DNC ​​Sportservice 92 ton afgelei, wat meer as $ 9 000 aan vervoerkoste bespaar. Toe die konsessiegroep die hoeveelheid oortollige voedsel sien, het dit die aankooppraktyke verander, geld bespaar en die hoeveelheid afval wat geproduseer is, verminder.
Vinnig vorentoe na 2012 en die kombuispersoneel beskou kompos as 'n tweede aard. Alles, van die klein stukkies kos van die skottelgoedwasser tot die stukkies wat aan die einde van elke aand uit die asblikke gespoel word, word gevang en afgelei. Petco Park skenk ook eetbare kos aan die San Diego Rescue Mission, 'n plaaslike hawelose skuiling. In 2011 het personeel by Petco Park die storting van stortingsterreine tot 164 ton verhoog en die totale besparing sedert 2005 op meer as $ 75 000 te staan ​​gebring. In 2011 erken EPA Petco Park vir sy uitstekende werk om te voorkom dat oortollige voedsel op vullisterreine kom.

As deel van die 'kulturele revolusie' by SUPERVALU word medewerkers en winkeldirekteure aangemoedig om 'hul vullis te ken'. Afvaloudits (bo) is 'n beginpunt om die potensiaal vir hergebruik en herwinning te sien. Herwinningstasies (hieronder) word deur individuele winkels opgerig en kan net so eenvoudig wees as om bokse te hergebruik om materiaal op te vang (ingebou).

SUPERVALU

In 2007 het twee belangrike lede van SUPERVALU se omgewings- en fasiliteitspan begin met 'n diepgaande ontleding van die afvalstroom uit die Albertsons-kruidenierswinkels in die suide van Kalifornië. Die ontleding was deel van 'n projek wat daarop gemik was om die besigheidswaarde van herwinning te verstaan. Hulle werk sou 'n reeks gebeurtenisse begin wat nou die hele onderneming se kultuur herdefinieer en die fokus op afvalvermindering versnel.
Histories was ekonomiese lewensiklusse lineêre stelsels waar natuurlike hulpbronne gebruik word om voedsel en verbruikersgoedere te vervaardig en, nadat dit verteer is, verpakking en organiese afval op stortingsterreine gestort word. By SUPERVALU het die onderneming besef dat dit regtig geld weggooi, wat verteenwoordig word as ingebedde energie in die skepping van 'n produk en 'n verlore geleentheid om die hulpbronne wat op die stortingsterrein gaan, te hergebruik of te herwin.
'N Kulturele revolusie is aan die gang binne SUPERVALU. In 2010 en 2011 was die herwinningsinkomste vir die eerste keer in die geskiedenis van die onderneming groter as die stortingskoste. Winkels regoor die land neem deel aan skenkingsprogramme vir voedselbanke, wat letterlik miljoene maaltye aan honger mense gee deur kos wat andersins tot niet sou gaan. In elke streek soek die onderneming voortdurend na maniere om voedselafval en organiese materiaal na sekondêre gebruike, insluitend kompos en veevoer, af te lei.
SUPERVALU moedig medewerkers en winkeldirekteure aan om 'hul vullis te ken'. Die onderneming wil hê dat hulle alles in die afvalstroom moet verstaan, want iets word veroorsaak wanneer medewerkers hul vullis tydens 'n afvaloudit sien - hulle begin die potensiaal besef. SUPERVALU het deur middel van hierdie programme bevind dat met operasionele veranderings, soos dat verskillende afdelings in winkels moet afsonder, en 'n verbintenis op winkelvlak, 90 persent of meer van die "afval" van 'n tipiese kruidenierswinkel kan hergebruik word, geskenk aan voed mense in nood of herwin. Wat aanvanklik as 'n irriterende verandering in praktyke kan begin, word vinnig die 'nuwe normaal' in die manier waarop 'afval' beskou en hanteer word.
Deur kooppraktyke te verander, probeer SUPERVALU 'n afvalstroom (hulpbron) skep wat 100 persent herbruikbaar of herwinbaar is. Die onderneming werk byvoorbeeld saam met produkteverskaffers om druiwe in herbruikbare kratte te verpak, teenoor polistireen, wat nie 'n universeel herwinde materiaal is nie. Die ondersteuning van 'n nul -afval -na -storting -doelwit het ook op ander gebiede ingrypende gevolge gehad, soos die aanvaarding van 'n zero -afvalbeleid vir energie en water. Uiteindelik glo SUPERVALU dat dit wat ons mors, bepaal wat ons waardeer. SUPERVALU glo daarin om alles te waardeer en niks te mors nie.

Die Universiteit van Texas in Arlington bevat 'n organiese gemeenskapstuin (inset) en 'n komposterrein as deel van sy verbintenis om 'n volhoubare kampus te wees. Afgeleide voedselafval sluit in koffiegronde en filters, vrugteskille, oorblywende slaaie en gekookte eierdoppe (hierbo).

Universiteit van Texas in Arlington

Die Universiteit van Texas (UT) Arlington bevat 'n organiese gemeenskapstuin en 'n komposterrein as deel van sy verbintenis om 'n volhoubare kampus te wees en bevorder hergebruik en herwinning. Die gemeenskapstuin is 'n eerste in sy soort samewerking tussen UT Arlington en die stad Arlington. Dit het gehelp om die universiteit se bande met die omliggende gemeenskap te versterk, terwyl dit gesonde, meer volhoubare voedselopsies aanmoedig. Sedert sy ontstaan ​​in die lente van 2011, het die tuin meer as 800 pond kos aan die Mission Arlington, 'n kerk in die stad, geskenk. Die tuin bevat ook tegnieke vir die oes van reënwater om waterbesparing te bevorder.
Die gemeenskapstuin is 'n aanvulling op die UT Arlington -komposprogram, wat in 2003 begin is en 'n uitstekende leermiddel en model is vir ander wat soortgelyke programme oorweeg. UT-Arlington is 'n kampus van 450 hektaar en het 'n student-, fakulteits- en personeelpopulasie van meer as 34,000 mense. 'N Groot deel van die afval is landskapafval, blare en voedsel wat uit eetdienste verkry word. Voedselitems wat versamel en gekomposteer word, sluit in koffiegronde en koffiefilters van papier, vrugteskil en -velle, oorblywende slaaie en gekookte eierdoppe.
In 2006 het UT Arlington 'n toekenning van $ 135,000 ontvang van die Texas Commission on Environmental Quality en die North Central Texas Council of Government om 'n kompostrommel en toerusting in die vaartuig aan te koop om die doeltreffendheid en uitbreiding van sy herwinnings- en komposprogramme te verbeter. As gevolg van die uitdagings om die trommel te gebruik, word dit nie gebruik vir kompos nie. Instead, kitchen waste and coffee grounds are weighed and mixed when they arrive, then added to the newest pile in layers roughly 2-inches thick and covered with 6- to 8-inches of dried leaves. The leaves are watered three to five times as thin layers are added. Once the pile reaches a height of 3-feet, it is mixed and moved with a skid-loader water is added if needed. Piles are turned 3 to 4 more times as time and space permit.
The composting program is operated by the Grounds Department in the Office of Facilities Management. Finished compost is screened and recycled back into campus landscaping, the community garden and recreational fields. In 2010, 40,152 lbs of food waste, 19,743 lbs of coffee grounds, 27,800 lbs of leaves and, 12,000 lbs of grass were composted. In 2011, 61,566 lbs of food and landscape debris were composted.
Ashley Zanolli is a senior environmental engineer with organics management expertise in the EPA Region 10 Seattle office. She is leading the implementation of EPA’s Sustainable Food Management Initiative in Alaska, Idaho, Oregon and Washington and works nationally to help develop value-added tools for Food Recovery Challenge partners. If you are interested in joining the FRC, have a case study to share or have questions, please reach out to your regional EPA contact listed in the table. BioCycle thanks the following contributors to the article: Brad Tomm, MGM Resorts International, Heather Schmidt, New Seasons, Lauren Banta and Kim Smith, North Texas Food Bank, Pete Pearson, SUPERVALU, Alina Talbott, Hines Interests, LP (Petco Park), and Meghna Tare, University of Texas Arlington, as well as Christine Beiling (EPA Region 1) and Laura Moreno, (EPA Region 9).


Welcome to a New Era of Casino Dining

In the age of eatertainment, marrying one-of-a-kind experiences to superior F&B programs keeps guests rolling in.

On the first weekend of the new year, The Mayfair Supper Club opened its doors within the Bellagio resort and casino on Las Vegas’s famed Strip. In a city of high rollers and glitzy spectacle, restaurant debuts aren’t typically a noteworthy occasion. But The Mayfair Supper Club is an altogether different affair.

“It’s not a restaurant, and it’s not a club it’s a place where dining is just the beginning,” says Dominique Bertolone, vice president of development, food-and-beverage strategy, MGM Resorts International, which leases the Bellagio and owns dozens of other properties. “A lot of people told us they love our restaurants, they love our shows, they love our nightclubs, but they wish they could get all of that in one place.”

The Mayfair offers dinner and live musical performances throughout the night. There’s no charge for the performance, but it is specifically designed to engage and connect with guests. “This is part of our strategy of evolving and bringing new and exciting things to our guests,” Bertolone says. “We want people to come and have an experience.”

In the foodie age, the sumptuous steakhouses and all-you-can-eat buffets of yesteryear no longer hit the mark. Top-name chefs, global cuisine, and cutting-edge cooking styles are all expected by savvy consumers—particularly those in the extravagant state of mind that vacations and casino visits inspire.

To that end, many casinos—both on the Strip and beyond—are leaning into the eatertainment trend by marrying exceptional F&B programs to unique experiences.

In Reno, Nevada, The Atlantis Casino Resort Spa is home to a number of on-site dining options including its signature steakhouse and the Sushi bar on the Sky Terrace.

Raising the stakes

At Mystique Asian Restaurant & Lounge, the goal is to both entertain and delight the guest, says executive chef Anthony Micari. The restaurant opened within the Encore Boston Harbor luxury resort and casino in Everett, Massachusetts, last June.

Serving sushi, large-format dishes, and Japanese-inspired cuisine, tapas-style, Mystique spans some 16,400 square feet and includes robata (fireside cooking), an open kitchen, and private dining areas. The lavish lounge is adorned with Asian-inspired décor curated from around the world.

Global flourishes in a restaurant’s cuisine and design are also in sync with the times. The casino customer has changed guests are now better traveled with high expectations for food and service quality, Bertolone says.

“We spend an incredible amount of time on details. From the moment you step inside, we have to transport you and make you feel you’re in a different environment. We have to think every day about how can we get better and provide a better, more customized experience,” Bertolone adds. “That’s the biggest challenge in Vegas.”

To stay relevant, restaurants within these establishments need to think about the trends of tomorrow, Bertolone adds. He and his team spend a lot of time traveling the world for inspiration and combing through consumer analytics to stay ahead of the curve.

Besting the competition—or at the very least, keeping pace with consumers—is a challenge for all restaurants, but the Sin City raises the stakes.

“Every day you have to wow the guest. Every day is a new day, and there’s no room for error. It’s very important to create this ‘wow’ moment, this unique experience for our guests—and it’s the only way we can create loyalty,” Bertolone says.

Celebrity chefs are one route to conjuring awe in patrons. Over the last several years, industry luminaries including José Andrés and Marcus Samuelsson have opened shop in Las Vegas, often drawing larger crowds than their standalone restaurants elsewhere.

Another way to build a loyal following is through creating lifestyle restaurants so it’s not about the name of the chef or the restaurant but rather the social influence the brand has. This strategy, Bertolone explains, will be a growing part of what MGM Resorts offers going forward, as reflected in its newly opened restaurant, The Mayfair.

Boasting the “best brunch in Vegas,” Sadelle’s Cafe is among the more than two dozen restaurants at the Bellagio.

Exceeding expectations

Il Mulino New York operates more than a dozen restaurants under various brands across the country, including an outpost in the Forum Shops at Caesars Palace and the Hard Rock Hotel & Casino in Atlantic City, New Jersey. The latter was USA Today’s No. 1 casino restaurant in the 10 Best Readers’ Choice poll last year.

“The casino business has changed, and Il Mulino has that brand-name appeal nationwide. A consumer knows what they’re getting,” says Brian Galligan, president of Il Mulino. “We’re not chef-driven so [our restaurant] doesn’t change if the chef quits or leaves customers come for the brandname appeal.” The original Il Mulino New York had been a mainstay of Greenwich Village for decades when Galligan partnered with the independent restaurant to streamline operations and expand its footprint.

Next door to the Atlantic City location of Il Mulino New York stands Trattoria Il Mulino—a more casual establishment that accordingly attracts a different crowd. Galligan says that across the board, casino dining has become more laid-back with a looser dress code, which helps drive business to establishments like Trattoria Il Mulino.

As another incentive, the hotel offers packages that include dining. There’s also a comp system, whereby casino-goers earn points as they play, which they can turn into dining dollars. Guests tend to use these at Il Mulino New York, he says, and those customers tend to splurge a little more, he adds. “Flexibility is important to our guests.”

At the Encore Boston Harbor, Mystique welcomes a diverse crowd who aren’t always sure what to expect. “You’re responding to someone who’s never seen this style of dining before. With a free-flowing kitchen, the food just keeps coming as it’s ready, and people often forget how much food they’ve ordered. They want to try as many dishes as possible and taste more while sampling cocktails,” Micari says.

Orders are about 60 percent food and 40 percent beverage. “Guests eat and drink more because there’s so much variety, and we have a very fun atmosphere,” he adds.

To keep things exciting, Micari changes the menu seasonally. He doesn’t do a complete overhaul, but rather makes food heartier for the winter and employs more fresh produce in the spring.

With outposts in Las Vegas and Atlantic City, Il Mulino serves elevated Italian plates, like Ravioli ai Porcini with Champagne Truffle Cream Sauce.

Bumping up the buffet

At Toucan Charlie’s Buffet & Grille at Atlantis Casino Resort Spa in Reno, Nevada, whole roasted pigs are arranged next to an elaborate display of dim sum specialties. Adjacent to these options are other dishes including a charcuterie platter. Buffet dining at the Atlantis Casino Resort Spa is a far cry from the old days of steam tables that hold subpar foods for hours on end.

Executive chef Bob Katausky has witnessed the shift firsthand. His career spans 43 years in casino restaurants, more than 30 of which have been spent at the Atlantis Resort. “Buffets have really increased in quality, and food has gone upscale exponentially,” he says. “Years ago when you cooked food, you’d take it out to the buffet. Now it’s cooked fresh several times a day.”

Specialty stations are an integral part of the Toucan Charlie’s Buffet. In addition to the usual carving and build-your-own-omelet areas, it includes stations for custom salads, fajitas, pupusas, and carne asada, plus a Mongolian grill.

Last year, the Atlantis Buffet nabbed the No. 4 spot on the USA Today poll, which Katausky credits to great food and dining entertainment. “You have to use a quality product. And we do tableside cooking and entertainment with Steak Diane and Caesar Salad, liquid nitrogen for desserts, bananas foster, [and more].”

Muckleshoot Casino in Auburn, Washington, just south of Seattle, is in the middle of a two-year renovation that includes a complete overhaul of its dining program. Owned and operated by the eponymous Muckleshoot tribe, the property will soon add a hotel and event center while also updating each of its three on-site restaurants.

“Casino food and beverage have changed dramatically over the years,” says executive director of resort operations, Sam Askew. “You’ve seen a renaissance of sorts take place, whereby casino operators now understand food-and-beverage venues can be successful at offering great meals, great service, and great experiences, and not just be an ancillary amenity that you had to have to keep people in the casino. Food and beverage now lead in some areas as the reason why people come to a casino property.”

There’s been a change in attitude from guests over the years, too, he says. “They now understand that buffets of old were simply a means to an end: to get fueled and move in and move out. Guest expectations now are much more elevated. They want a sit-down dining experience in terms of labor and options within the buffet,” Askew adds.

The Mayfair’s sister concept, Sadelle’s, serves eye-catching bagel and lox towers.

Leaning into eatertainment

The renovations at Muckleshoot will bring forth a more contemporary, elevated feel—one that draws on the area’s cultural heritage. The addition of a firepit not only imbues a cozy feel, it also expands the culinary program. “We’ll use traditional styles of coastal Salish people to cook salmon, shellfish, and vegetables,” Askew says.

The buffet area is also being given an extensive facelift, with a Northwest aesthetic thanks to cedar boughs, upscale products like travertine tile, and some natural woods and colors. And instead of the traditional layout with guests selecting from already-prepared dishes, diners will be offered more customized options ranging from ramen and pho to pasta and crepes.

“Where else can you add a 45-day, dry-aged steak to your buffet meal? How about Peking duck?” Askew says.

By rethinking the typical buffet, Muckleshoot will also cut waste. Smaller portions ensure guests receive the freshest foods at the proper temperatures.

These behind-the-scenes measures, while seemingly minor, have a major impact on the overall guest experience. It’s all part of the larger eatertainment trend—one that casinos seemed destined to champion.

“We sprinkle in these great unexpected moments, whether in design of a venue, plate presentation, meal types, cultural tie-ins, or even live entertainment,” Askew says.


MGM Resorts: Efficiency Education App

MGM Resort International’s sustainability and operating staff have long focused on retrofitting and upgrading building equipment, but recognized the opportunity to drive sustainable behavioral change throughout their employee base. MGM Resorts serves as the largest employer in the state of Nevada with 62,000 employees.

Each property has a sustainability ambassador and a Green Team, yet leadership realized the need for a new strategy to engage individual employees across various functional areas and jobs. To support this mission, MGM Resorts’ developed a highly interactive, custom web-based platform called MY Green Advantage to educate and encourage efficiency actions among employees. By utilizing a program that engages individual employees in changing their behavior to improve efficiency, MGM Resorts is able to reach more aggressive energy and water conservation goals.

Since 2013, MGM Resorts employees have completed almost 700,000 efficiency actions resulting in estimated savings of over 7 million kWh of energy, 200,000 gallons of fuel, 16 million gallons of water, and 10 million pounds of carbon dioxide emissions through 2014.

MY Green Advantage has been integrated into MGM Resorts’ corporate strategic plan and policies. In 2014, Corporate Social Responsibility (CSR) strategic goals were declared for all MGM Resorts’ properties. Each resort’s goals include achieving at least 15% staff participation in MY Green Advantage. MGM Resorts’ company-wide CSR strategic goals are also aligned with executive incentive programs.

MGM Resorts partnered with WeSpire, a sustainability software company, to create MY Green Advantage. The idea was to transform sustainability from a serious topic into a fun, energizing initiative with real impacts. The customized web-based platform engages employees using social media, gamification, and sustainability education to drive behavioral change at home and at work.

Not only does the tool present a customized list of suggested sustainability actions for each user based on the property where they work, it also quantifies environmental impacts by calculating energy, fuel, water, waste, air pollutant emissions, and dollar savings from each action carried out by an employee. Quantifying the impact of each action makes the platform’s benefits more tangible and further motivates users.

Employees earn points, recognition, and rewards for actions they complete. Users can view their own activities and their ranking as individuals compared with other individuals, or as a resort-level group compared with other MGM Resorts’ properties. They can also view and comment on their peers’ activities through the program, which is optimized for mobile use so that those who have smartphones can access it on the go.

MY Green Advantage taps into the power of healthy competition by encouraging employees to take pride in outdoing their peers for a good cause. MGM Resorts has a strong culture of competitive spirit, so this is a good cultural fit for the company. The program attracts not only employees who have an inherent interest in environmental protection but also those who are naturally competitive.

In addition to capitalizing on friendly competition, MGM Resorts uses recognition to drive additional employee energy actions. The company’s sustainability team has learned that recognition is as valuable to employees as financial or material rewards. The team expected to need a large annual budget for incentives to persuade employees to participate in the program, but has found that invitations to special events, back-of-house “walls of fame”, inclusion in special sustainability projects and working groups, and profiling employees in property newsletters and executive meetings to be just as motivating as flat screen TVs and gift certificates.

MY Green Advantage was launched very strategically via a multi-layered outreach approach over the course of a full year. MGM Resorts’ Corporate Sustainability Division was thoughtful about how they presented and promoted the program to internal stakeholders and employees.

First, the sustainability team garnered executive support by presenting to each property’s operating committee, collecting their feedback, and tailoring the launch based on their operational knowledge. The company’s Executive Corporate Social Responsibility Committee, which is comprised of C-level executives, Property Presidents, and the Board of Directors, was also engaged in the process.

Through these conversations, the sustainability team recognized and worked to overcome several potential barriers to employee participation in MY Green Advantage:

  • Many MGM employees do not have desk jobs with regular access to computers. To overcome this, MY Green Advantage was installed on computer kiosks at each property. Many of the kiosks were already available for employees to receive company news and review benefits information, but some entirely new kiosks just for MY Green Advantage were installed in quiet areas and break rooms to ensure easy access during employee breaks. Employees can also access the platform from their mobile devices and home computers.
  • The MY Green Advantage application requires an email address for registration, but over 80% of MGM Resorts employees do not have company email. This issue was addressed by allowing employees to use a personal email address or use MY Green Advantage kiosks to create a new personal email account in order to participate in MY Green Advantage.
  • English is a second language for 32% of MGM Resorts employees. To address the language barrier, the company is working to internationalize MY Green Advantage, which has made content on the platform available in Spanish.

Each property was then responsible for launching the platform to its own employees with a comprehensive online and offline communication plan leading up a launch event. Following each launch event, properties deployed various campaigns to drive immediate and ongoing engagement with the platform.

New MGM Resorts’ employees are introduced to MY Green Advantage on their first day on the job during the company’s corporate orientation. The tool’s importance is then continually reinforced throughout the employee experience from the property orientation to company events.

Following the launch events, MGM Resorts has kept employees engaged by refreshing content regularly. The tool contains over 700 different suggested actions, it is able to provide fresh content to users instead of displaying the same actions over and over – it would take an employee a long time to cycle through all the actions available. The MGM Resorts sustainability team has found that because of these features, interest in MY Green Advantage is self-perpetuating and employees naturally remain engaged over time.

Companywide content also changes in accordance with environmental events like Earth Day, World Water Day, and America Recycles Day. Property-specific content is updated to remain relevant to each property’s environmental strategic goals and each property designs and manages its own contests and campaigns, which can include a focus on actions of a particular category (for example, water) in a certain month or other time-frame.

MY Green Advantage sign-in page. It can also be viewed at mygreenadvantage.com.

Image of Suggested and Trending Actions Page in MY Green Advantage


What restaurants are doing

Perhaps the most telling sign, though, is what buffet restaurants are doing in the face of coronavirus.

Take, for example, buffet restaurant Golden Corral. Restaurant Business reported the chain is gradually reopening some locations, although they&rsquore turning the old business model on its head: Diners will now experience cafeteria-style dining, and employees will serve customers instead of allowing customers to serve themselves.

While that&rsquos true for most locations, others will shift to a family-style table service model.

Sadly, other restaurants weren&rsquot able to weather the storm. Sweet Tomatoes, an all-you-can-eat chain known for buffet soups, salad and desserts, will be shutting down all of its locations, Restaurant Business also reported. In light of new FDA regulations, they said there was &ldquono way to stop the accrual.&rdquo

Even buffets and self-serve stations at supermarkets around the country have been replaced by prepackaged items. You can forget the bag-your-own nuts and box-your-own olives for a while.


MGM, Culinary say lawsuit issues resolved with SB4

MGM Resorts International and Culinary Local 226 celebrated new worker protection legislation.

MGM Resorts International and Culinary Local 226 celebrated new worker protection legislation in a joint statement Monday.

The statement was published less than a week after the Nevada Assembly passed Senate Bill 4, which in part mandates casinos and hotels in Las Vegas and Reno adopt additional health and safety protocols. This includes enhanced cleaning procedures, social distancing, free testing for all workers before returning to work and paid time off for workers in quarantine, among other requirements.

The bill also prevents people who contract COVID-19 from suing most businesses, as long as they adhere to any controlling health measures in effect.

The joint statement says the health and safety of workers and guests is a top priority for both the union and MGM, Nevada’s largest private employer.

It also points out that the two have resolved a lawsuit that accused the the casino operator of failing to protect workers during the COVID-19 pandemic.

“We have resolved the lawsuit and the underlying grievances, and we have worked together to get first-in-the- nation legislation to protect workers in the hospitality industry,” the statement read. “While this legislation is an important first step, the Culinary Union and MGM Resorts look forward to addressing health and safety issues for the protection and benefit of workers, guests, and the gaming industry.”

The union originally dropped its lawsuit against MGM in late July, after accusing the company of not offering safe working conditions within Sadelle’s Cafe at Bellagio and The Signature at the MGM Grand.

MGM Resorts filed a motion to dismiss the lawsuit on July 7, claiming that, despite communicating with union leadership more than 60 times during and after the casino shutdowns, the union never asked MGM to adopt specific health and safety standards or claimed the company’s health and safety protocols were insufficient.

On July 20, the union said it moved to dismiss the lawsuits because it had scheduled arbitration with MGM.


How Marriott, Hyatt, Hilton and MGM Are Evolving Their Meetings Experience

With healthy advance bookings for meetings forecasted through 2018, the major hospitality brands are showing a sudden surge of creativity to engage meeting planners in more compelling ways similar to leisure travel audiences.

At the IMEX America meetings industry trade show in Las Vegas this month, we spoke with top group sales and marketing executives at Marriott International, Hyatt Hotels, Hilton Worldwide, and MGM Resorts International to learn how the global brands are developing strategy around their meeting platforms heading into 2017.

“I think we’re still in a healthy phase in the meetings business because occupancy levels are at an all-time high, and there’s a shift with corporate buyers doing more multi-years,” said Brian King, global brand and sales officer for Marriott International. “Typically, corporate is a couple years out and maybe one contract at a time, but because demand has been so strong, if you want the space, the smart planner is going to do a multi-year. So we’re seeing a longer horizon than we’ve seen before.”

At the same time, King told Skift that the days of planners booking hotel meetings solely on “rates, dates, and space are over.” Even though business is good and it’s still a seller’s market, planners are more demanding because their delegates are more demanding. Blame it on Millennials, social media, lifestyle hotels, whatever, but people are tired of boring banquets in big beige boxes.

“It’s not just 72-inch rounds and chicken breasts anymore,” King said. “These are experience-driven consumers, and planners are saying, ‘My attendee base is asking for things that they’ve never asked for before.’ That’s really where our Meetings Imagined platform came from a few years ago. It was an answer to planners who told us, ‘I’m getting demands from my attendees and I’m not sure what to do.'”

Post-Merger Marriott Meetings

Since the Marriott-Starwood merger, planners have been concerned that less competition would drive higher group rates. King dispensed with the idea, saying, “The reality is the hotels are usually owned by individual owners, and every hotel is a micro-market unto itself. I think some planners see that as a concern, and I understand that, but pricing is really driven based on the specific market around the individual property.”

Marriott recently partnered with LG Electronics to develop the LG Studio meeting space, which includes a full-service kitchen outfitted with LG appliances. This has been a long time in the making, and there’s a lot of demand because we’ve all had enough granola bars and bagels during meeting breaks.

The goal is to recreate a residential kitchen atmosphere in Marriott’s prefunction meeting space for chefs to prepare items in front of attendees. So far, the LG Studio prototype is only up and running at Marriott’s M Beta Hotel in Charlotte, but King says more will be launching in new-build properties, including Marriott Marquis Houston, Marriott Marquis Chicago, Marriott Irvine Spectrum, and others in Asia.

He added that Marriott will also begin retrofitting existing properties in 2017 where it’s economically viable.

“LG Studio is based on the idea of offering attendees what we call ‘bite-sized learnings,'” said King. “In Charlotte, our chef is out there in a fully built kitchen, and you kinda want to settle in and have a glass of wine and make dinner. And not only is the food on display, but the chef is telling the story about the local rubs and barbecue techniques that take place in Charlotte. That’s a very, very different meeting experience than coffee and donuts.”

Marriott, however, has been aggressively rolling out all kinds of initiatives the last few years but they don’t always stick. Remember the LinkedIn-connected lobby desk and 6 Degrees app in Boston? The LG Studio sounds like a great idea, but will it scale? These kitchens are not inexpensive to install or easy to operate in high-compression areas.

“Sometimes we’re not sure with new test initiatives what will scale, but we know LG Studio will scale,” King answered. “First, we want to get it out into the market and get feedback, and that’s the biggest shift you’re seeing with Marriott today. We never used to talk about these early innovations until they were so ready, and then we deployed them everywhere. But what we’re hearing from customers is, ‘We like to see that you’re trying new things, and maybe it doesn’t work out, but we know you’re innovating.’ It was actually to our detriment before that we had everything buttoned up, and frankly, that’s something we learned from Starwood.”

Hyatt Guest Experience Management

Hyatt Hotels has spent the last year rolling out its new Hyatt GEM (guest experience management) initiative throughout its full-service hotels worldwide. According to Gus Vonderheide, VP of global sales for the Americas at Hyatt, the GEM program gives all hotel associates access to a central database where they can enter information on guests’ personal preferences.

This is already happening at some of the luxury hotel brands, mostly with input from senior executives, butlers, and concierges. It’s notable, however, that Hyatt is attempting to scale this globally to personalize the guest experience, and it’s encouraging all staff to participate.

Vonderheide emphasized that the mass-personalization process is still in beta. Specific guest information is spelled out in a pre-arrival report communicated throughout the property. He told us that every Hyatt GM in the world is now up to speed on GEM, and, “It’s very much ingrained in our culture.”

It will be interesting to see how and if this works in a significant way, above and beyond the information collected in any average guest loyalty program. The training and implementation across hundreds of Hyatt-managed hotels, and eventually franchises, is ambitious.

“It’s really a reverse perspective about how we can make a difference in our customers’ lives by figuring out ways to pull in technology with a human touch and be more involved,” said Vonderheide. “We can now start collecting that information in a subtle manner, whether it’s that you like arts and culture, or a feather pillow, or a martini with two olives. So when you check into a hotel in Dallas or Sydney, you’re like, ‘Wow, Hyatt has figured me out. They know I like to hike, and there’s an outdoors magazine in my room.'”

We asked Vonderheide when Hyatt is going to promote GEM to the leisure and group markets as a brand-wide initiative. He said there hasn’t been a date scheduled for any roll-out yet due to the complexity of the program.

Hyatt launched another new initiative in North America. Meeting professionals with citywide groups don’t want to have to start over explaining their needs every time they move from city to city. So for Hyatt’s top customers, the brand developed a new National Event Planning manager position. These are people who fly in ahead of planners to educate hotel staff about a group’s specific needs.

“So if we’ve got a convention that’s going to be in Seattle, Dallas, and New Orleans, what if we had someone from the corporate level who could actually work with them on-property?” asked Vonderheide. “They get to know the staff, and know what the hot buttons are, so as soon as the planner arrives they’re up and running.”

Hilton Promotes Meeting ‘WowMakers’

Coming out of the recession, Hilton Worldwide launched its online Connect+ platform in 2013 to reinforce the business case for face-to-face meetings and events. Since then, Hilton has continued to roll out various meetings-themed content platforms, culminating this month with the launch of the newly revamped Meetings.Hilton.com portal and the introduction of the “WowMakers” initiative.

The WowMakers webpages and messaging strategy feature 10 voice recordings of meeting and incentive travel planners who’ve organized highly challenging, complex, and/or creative programs around the world. That’s supplemented with new content focusing on sector-specific meetings, and new tools to streamline the request-for-proposal process.

“When we took a look at the beginning of this year about where the industry was at, we came up with a few new things,” said Andrew Flack, VP marketing & eCommerce in the Americas for Hilton Worldwide. “One was this idea of meeting planners as ‘WowMakers.’ We began to see in the same way the travel experience was driving everything on the leisure side, it’s now really driving behavior on the business travel side as well. And when people are traveling for meetings, they’re using photo sharing to build their professional networks.”

However, Flack continued, after more than 400 interviews with people involved in creating hotel programs, “Meeting planners told us they’re feeling the burden of delivering that to their clients.”

So Hilton is now building on its messaging around the return on investment of meetings, and expanding that to focus on the return on experience. The strategy revolves around trumpeting the exploits of event professionals who have organized high-impact programs at Hilton properties to inspire other planners to think bigger and bolder.

Flack said the recordings are also designed to inform internal convention sales and services staff, as well, and to be used at sales presentations.

“We observed the role of meeting planners is often undervalued, so we felt it was time to recognize two things: The greater importance of the event experience, and the greater importance of the meeting professionals who bring it to life,” he explained. “So we coined this term ‘WowMaker’ to describe these people as a celebration of them, and a guide for ourselves in terms of how we engage with them. This will be our north star into next year as we develop new initiatives.”

The challenge here is recurring. Hilton comes out with some of the best ideas in the industry to develop real thought leadership around meeting design and business trends, but the online delivery and promotion always feels overly corporate. Hilton is not a banking company. The WowMakers campaign should have a lot more compelling imagery and grippy contextual content to support it. Furthermore, the WowMakers campaign video doesn’t nearly convey the possibilities in experiential event design today. Nie eens naby nie.

The best thing Hilton could do is create its own brand studio to produce content that people will actually want to consume and share.

MGM Resorts: ‘I Am The Show’

MGM Resorts International shared with us its new brand video that’s scheduled to kick off the company’s new worldwide campaign at the end of the year. It’s actually pretty good. The kinetic imagery promotes the idea that MGM’s properties and associates are an intrinsic part of Las Vegas’ push as the “Entertainment Capital of the World.”

According to Michael Dominguez, senior VP & chief sales officer for MGM Resorts International, new associate training emphasizes that staff should consider themselves as part of the company’s overall entertainment value in terms of the guest experience, rather than just being service providers.

“Internally, we’ll have imagery that will show a bartender in front of a bar saying: ‘This is my stage. I am the show,'” said Dominguez. “More than 75 percent of all our revenue today is non-gaming, and that’s important because we’re a luxury hotel and entertainment company that has a casino element to it. Just like other resorts have golf courses and spas.”

MGM is building on its mission as an entertainment company with the new $100 million Park Theater opening this winter inside the Monte Carlo property, which will soon no longer be called Monte Carlo. The 5,000-seat theater is designed to host performers for long-term residencies, which MGM has never had the appropriate venue to do before.

In April this year, MGM opened the T-Mobile Arena and adjacent outdoor plaza called The Park next to Monte Carlo. With the new Park Theater opening, the 3,000-room Monte Carlo will undergo a full rehab and be rebranded as the The Park MGM. Within that hotel, New York’s Sydell Group is opening the 250-room NoMad Las Vegas with its own pool, dining and spa facilities.

“That property will jump from the number 10 average rate in the company to number four, so it puts it in a whole other category tier,” said Dominguez. “That’s important because Mandalay and Delano need more overflow for corporate customers. I now have a higher corporate clientele, now that we have hockey and all the sponsored suites in T-Mobile, so I need a product that’s going to match that.”

Chef Mario Batali is also contracted to launch one of his popular Eataly food experiences at the Las Vegas Boulevard entrance to The Park MGM redevelopment, which could evolve into an interesting partnership.

“It’s going to be a half-billion dollar project to remake Monte Carlo into The Park MGM,” said Dominguez. “When it’s done, it’s a brand that we hope to expand across the country.”


Kyk die video: MGM Resorts brings 7 shows back (November 2021).