A Hospitality, Inc. (STKS): Análise de Pestle [Jan-2025 Atualizada]

No mundo dinâmico da hospitalidade, o One Group Hospitality, Inc. (STKS) fica em uma interseção crítica de forças externas complexas que moldam seu cenário estratégico. Desde a navegação nos desafios regulatórios pós-pós-panorâmicos até a alavancagem de inovações tecnológicas de ponta, essa análise abrangente de pestles revela os fatores ambientais multifacetados que determinarão a resiliência e a vantagem competitiva da empresa em um mercado cada vez mais volátil. Prepare -se para mergulhar profundamente em uma exploração diferenciada da dinâmica política, econômica, sociológica, tecnológica, legal e ambiental que definirá a trajetória estratégica do um grupo nos próximos anos.

O One Group Hospitality, Inc. (STKS) - Análise de Pestle: Fatores Políticos

Impacto potencial dos regulamentos para refeições/hospitalidade após a pandemia pós-Covid-19

A partir de 2024, a indústria de restaurantes continua a se adaptar a ambientes regulatórios pós-pandêmicos. A National Restaurant Association relata requisitos de conformidade em andamento:

Área regulatória	Requisito de conformidade	Impacto de custo estimado
Protocolos de segurança em saúde	Padrões aprimorados de saneamento	US $ 12.500 a US $ 25.000 por localização do restaurante
Restrições de ocupação	Arranjos de assentos flexíveis	Até 15% de potencial de redução de receita

Incentivos fiscais locais e estaduais para empresas de restaurantes e hospitalidade

Cenário de incentivo tributário para empresas de restaurantes em 2024:

• A Califórnia oferece 50% de crédito tributário para programas de treinamento da força de trabalho de restaurante
• Nova York fornece 20% de crédito fiscal de emprego para empresas de hospitalidade
• Texas concede abatimentos de impostos sobre a propriedade até 75% para novos investimentos em restaurantes

Mudanças potenciais nas leis trabalhistas que afetam a força de trabalho do restaurante

Desenvolvimentos da Lei do Trabalho que afetam as operações de restaurantes:

Jurisdição	Salário mínimo	Regulamentos de horas extras
Califórnia	US $ 15,50/hora	Horas extras diárias após 8 horas
Nova Iorque	$ 14,20/hora	Externos semanais depois de 40 horas

Políticas de imigração que influenciam o pessoal do restaurante e o talento culinário

Impactos da política de imigração na força de trabalho do restaurante:

• Programa de visto H-2B permite 66.000 trabalhadores não agrícolas temporários anualmente
• Tempo de processamento de visto de trabalhador culinário em média de 3-6 meses em 2024
• Estimado 25% dos funcionários da cozinha de restaurantes são trabalhadores nascidos no exterior

O One Group Hospitality, Inc. (STKS) - Análise de Pestle: Fatores Econômicos

Gastos discricionários do consumidor flutuantes que afetam o mercado de refeições de luxo

De acordo com o Bureau of Economic Analysis dos EUA, os gastos discricionários do consumidor no quarto trimestre 2023 foram de US $ 4,73 trilhões, com uma taxa de crescimento trimestral de 3,2%. O segmento de refeições de luxo representa aproximadamente 6,7% desse total de gastos discricionários.

Ano	Gastos discricionários do consumidor	Participação de mercado para refeições de luxo
2022	US $ 4,56 trilhões	6.3%
2023	US $ 4,73 trilhões	6.7%

Pressões inflacionárias sobre alimentos e custos operacionais

O Bureau of Labor Statistics dos EUA relata a inflação de custos alimentares em 5,8% em 2023, com os custos operacionais do restaurante aumentando em 4,3%. O índice de preços do produtor para serviços de alimentação aumentou 3,9% ano a ano.

Componente de custo	Taxa de inflação 2023
Custos alimentares	5.8%
Custos operacionais	4.3%
Índice de preços do produtor	3.9%

Recuperação econômica e impacto no setor de restaurantes sofisticados

A National Restaurant Association relata que as vendas totais da indústria de restaurantes atingiram US $ 997 bilhões em 2023, com segmentos de refeições de ponta sofrendo um crescimento de 7,2% em comparação com 2022.

Segmento de restaurante	2023 VENDAS	Taxa de crescimento
Indústria total de restaurantes	US $ 997 bilhões	5.5%
Refeições sofisticadas	US $ 142 bilhões	7.2%

Riscos potenciais de recessão influenciando as despesas gastronômicas

As projeções econômicas do Federal Reserve indicam um potencial risco de recessão leve de 35% em 2024. O índice de confiança do consumidor é de 61,3 em dezembro de 2023, sugerindo padrões de gastos cautelosos.

Indicador econômico	2023 valor	Probabilidade de recessão
Índice de confiança do consumidor	61.3	N / D
Risco de recessão	N / D	35%

O One Group Hospitality, Inc. (STKS) - Análise de Pestle: Fatores sociais

Aumentando a preferência do consumidor por conceitos de refeições experimentais

De acordo com um relatório tecnômico de 2023, 67% dos consumidores de 18 a 34 anos preferem restaurantes que oferecem experiências gastronômicas exclusivas. O conceito de restaurante STK de um grupo capitalizou essa tendência, com 85% de seus locais com ambientes de jantar interativos.

Preferência de experiência gastronômica	Percentagem	Faixa etária
Refeições interativas	67%	18-34 anos
Refeições tradicionais	33%	Todas as idades

Crescente demanda por opções de menu sustentáveis ​​e preocupadas com a saúde

Em 2023, os itens de menu baseados em plantas aumentaram 54% nas redes de restaurantes. O grupo respondeu introduzindo 12 novas opções de menu sustentável em seus locais STK.

Categoria de menu	Taxa de crescimento	Novas opções introduzidas
Opções baseadas em plantas	54%	12
Frutos do mar sustentáveis	38%	8

Mudanças demográficas nas preferências gastronômicas entre as gerações mais jovens

A geração do milênio e a geração Z representam 65% dos gastos com restaurantes em 2023, com uma forte preferência por pedidos digitais e experiências personalizadas. A receita digital de um grupo aumentou 42% no mesmo ano.

Geração	Gastos com restaurantes	Preferência de pedidos digitais
Millennials	38%	72%
Gen Z	27%	85%

A crescente tendência de influência da mídia social na visibilidade e marketing de restaurantes

O Instagram e o Tiktok Drive 63% da descoberta de restaurantes para consumidores com menos de 35 anos. O envolvimento da mídia social do One Group aumentou 49% em 2023, com 215.000 seguidores em todas as plataformas.

Plataforma social	Taxa de descoberta de restaurantes	Contagem de seguidores
Instagram	42%	135,000
Tiktok	21%	80,000

O One Group Hospitality, Inc. (STKS) - Análise de Pestle: Fatores tecnológicos

Inovações de plataforma de reserva e pedidos digitais

A partir do quarto trimestre 2023, o grupo de um relatou 87% das reservas de restaurantes da STK feitas por meio de plataformas digitais. A receita de pedidos on-line aumentou 42,3% ano a ano, atingindo US $ 16,2 milhões.

Métrica da plataforma digital	2023 desempenho
Porcentagem de reserva on -line	87%
Receita de pedidos digitais	US $ 16,2 milhões
Crescimento ano a ano	42.3%

Integração de IA e aprendizado de máquina no gerenciamento de experiência do cliente

A empresa investiu US $ 2,3 milhões em implementação de tecnologia de IA durante 2023, com foco na análise preditiva de comportamento do cliente e estratégias de marketing personalizadas.

Categoria de investimento da IA	Valor do investimento
Investimento de tecnologia total de IA	US $ 2,3 milhões
Desenvolvimento de análise preditiva	US $ 1,1 milhão
Experiência do cliente AI	US $ 1,2 milhão

Tecnologias de pagamento e menu digital sem contato

Em 2023, 73% dos locais da STK implementaram sistemas de pagamento sem contato completos. A adoção do menu digital aumentou 55% nos locais dos restaurantes.

Métrica de tecnologia sem contato	2023 desempenho
Implementação de pagamento sem contato	73% dos locais
Crescimento da adoção do menu digital	55%
Redução média de tempo de transação	22%

Análise de dados aprimorada para engajamento personalizado do cliente

O Grupo One utilizou US $ 1,7 milhão em infraestrutura de análise de dados, gerando 2,4 milhões de pontos de dados de interação com o cliente em 2023.

Métrica de análise de dados	2023 desempenho
Investimento de análise de dados	US $ 1,7 milhão
Pontos de dados de interação do cliente	2,4 milhões
Precisão do algoritmo de personalização	84%

O One Group Hospitality, Inc. (STKS) - Análise de Pestle: Fatores Legais

Conformidade com os regulamentos de segurança e saúde alimentares

O One Group Hospitality, Inc. enfrenta regulamentos rigorosos de segurança alimentar em várias jurisdições. A partir de 2024, a Companhia deve aderir aos requisitos da Lei de Modernização da Segurança Alimentar da FDA (FSMA), com possíveis custos de conformidade estimados em US $ 78.500 anualmente por localização do restaurante.

Categoria de regulamentação	Custo de conformidade	Frequência de inspeção
Padrões de segurança alimentar da FDA	US $ 78.500/localização	Trimestral
Inspeções do Departamento de Saúde do Estado	US $ 12.300/localização	Bi-semestralmente

Requisitos legais de licenciamento e distribuição de álcool

A empresa opera sob complexos regulamentos de distribuição de álcool. Em 2024, os custos de licenciamento de bebidas variam de US $ 12.000 a US $ 400.000, dependendo da jurisdição do estado.

Estado	Custo da licença de licor	Taxa anual de renovação
Califórnia	$385,000	$12,500
Nova Iorque	$410,000	$15,300

Legislação de segurança de emprego e local de trabalho

Custos de conformidade da OSHA para a hospitalidade de um grupo em 2024 em média US $ 45.600 por localização do restaurante. O treinamento e o equipamento de segurança no local de trabalho representam despesas legais significativas.

Área de conformidade	Custo anual	Órgão regulatório
Treinamento de segurança	$22,300	Osha
Equipamento de segurança	$23,300	Osha

Proteção à propriedade intelectual

A hospitalidade de um grupo investe US $ 156.000 anualmente em marca registrada e proteção da marca nos conceitos de restaurante.

Tipo de proteção IP	Investimento anual	Número de marcas comerciais
Registro de marcas comerciais	$98,000	12
Copyright da marca	$58,000	8

O One Group Hospitality, Inc. (STKS) - Análise de Pestle: Fatores Ambientais

Práticas sustentáveis ​​de fornecimento e compras

O One Group Hospitality, Inc. fontes de ingredientes de fornecedores verificados com as seguintes métricas de sustentabilidade:

Categoria de fornecimento	Porcentagem de compras sustentáveis	Investimento anual
Produção orgânica	22%	US $ 1,2 milhão
Ingredientes de origem local	35%	US $ 1,8 milhão
Frutos do mar sustentáveis ​​certificados	45%	US $ 2,5 milhões

Reduzindo a pegada de carbono em operações de restaurantes

Estratégias de redução de emissões de carbono implementadas:

Método de redução de emissão	Redução de CO2	Economia anual de custos
Frota de veículos elétricos	42 toneladas métricas	$325,000
Logística de transporte verde	38 toneladas métricas	$275,000

Iniciativas de gerenciamento e reciclagem de resíduos

Métricas de desempenho de gerenciamento de resíduos:

Categoria de gerenciamento de resíduos	Taxa de reciclagem	Resíduos anuais desviados
Compostagem de resíduos de alimentos	62%	475 toneladas
Reciclagem de embalagem	78%	225 toneladas

Melhorias de eficiência energética nas instalações de restaurantes

Dados de consumo de energia e eficiência:

Medida de eficiência energética	Economia de energia	Redução anual de custos
Instalação de iluminação LED	Redução de 35%	$480,000
Sistemas Smart HVAC	28% de redução	$392,000
Implementação do painel solar	22% de energia renovável	$310,000

The ONE Group Hospitality, Inc. (STKS) - PESTLE Analysis: Social factors

The core 'Vibe Dining' concept remains highly relevant, appealing to affluent, experience-seeking consumers.

The ONE Group Hospitality, Inc.'s core strategy-Vibe Dining (a blend of premium culinary experience and an engaging social scene)-is not just a trend; it's a structural shift in consumer behavior. Today's affluent consumers, especially Millennials and Gen Z, prioritize spending on experiences over physical goods, which is a major tailwind for the company. This focus allows brands like STK Steakhouse and Benihana to command premium pricing and maintain high average checks. For instance, the average transaction for an owned Benihana restaurant in 2024 was $111, showing the strength of this experiential model. The company is focused on being the global leader in this niche. You can't just get a great steak; you need the whole show.

The table below summarizes the experiential focus across the primary brands:

Brand	Vibe Dining Element	Target Atmosphere
STK Steakhouse	Premium steaks, seafood, specialty cocktails	Energetic, upscale, social atmosphere
Benihana	Interactive teppanyaki, highly skilled chefs	Experiential, energetic, entertaining
Kona Grill	Bar-centric grill, award-winning sushi	Polished casual, upbeat, contemporary

Labor cost pressure is high due to state-level minimum wage increases, like California's $16.50/hour minimum in 2025.

Labor cost is a significant, increasing headwind, especially in the major metropolitan areas where The ONE Group Hospitality, Inc. operates. The statewide minimum wage in California, a key market, is $16.50 per hour as of January 1, 2025, for all employers, which is a substantial floor. Even more challenging are the local ordinances: cities like San Francisco have raised their minimum wage to $19.18 per hour and Los Angeles to $17.87 per hour as of July 2025. This creates wage compression, forcing the company to reassess pay for all employees to maintain internal equity and attract talent in a tight labor market.

The pressure will intensify in 2026, as California legislation passed in early 2025 is set to raise the minimum wage for restaurant workers at larger sit-down and quick-service restaurants to $25 per hour. This kind of cost shock requires immediate strategic action like price increases-which analysts project could be 10-15% per meal-and a hard look at automation to protect the projected $102.2 million in adjusted EBITDA for 2025. Labor is the single biggest operational cost in hospitality.

Shift toward health and sustainability influences menu development, requiring ethical sourcing and transparent labeling.

Consumer demand for health, ethical sourcing, and sustainability is defintely influencing menu development. There is a recognized risk that shifts away from core offerings, particularly beef, due to dietary or sustainability concerns could reduce customer traffic. To mitigate this, the company must demonstrate transparency and quality in its sourcing.

Actions to align with this social trend include:

• Continually researching and evaluating products to ensure meat, seafood, and other ingredients meet high-quality specifications.
• Introducing menu diversification at brands like Kona Grill to reduce reliance on categories facing market headwinds.
• Focusing on premium, high-quality ingredients, such as the new premium holiday menu centered on Wagyu and premium seafood.

This is a non-negotiable cost of doing business in the upscale dining segment.

The Friends with Benefits loyalty program is a key driver, having grown to over 6.5 million members by Q3 2025.

The Friends with Benefits loyalty program is a critical engine for driving repeat visits and strengthening brand connection across the portfolio (STK Steakhouse, Benihana, Kona Grill, RA Sushi, etc.). As of the Q3 2025 earnings call, the program had grown to over 6.5 million members. This is a massive, owned marketing channel that bypasses costly third-party platforms. During Q3 2025 alone, the company added over 200,000 new members, indicating strong organic sign-ups and successful conversion efforts.

The program structure itself encourages high-value behavior:

• Members earn 1 point for every $1 spent.
• Points convert to Dining Dollars for future purchases.
• A substantial $50 birthday reward is provided to members.

This loyalty base provides valuable data for targeted marketing and is a direct countermeasure to consolidated comparable sales decreasing by 5.9% in Q3 2025. The program fuels long-term business growth.

The ONE Group Hospitality, Inc. (STKS) - PESTLE Analysis: Technological factors

Strategic use of reservation technology aims to improve efficiency, targeting a reduction in Benihana table-turn times from 120 to 90 minutes.

You know that in the restaurant business, time is money-especially at high-volume, experiential concepts like Benihana. The ONE Group Hospitality is using technology to attack throughput (the speed at which a table is seated, served, and cleared) as a primary revenue lever, not just a cost-saver. They are leveraging centralized logistics and reservation systems to enhance table-turn times, which is the defintely the right focus for a high-demand brand.

The key action here is a system-wide capacity increase, drawing from the success of the redesigned Benihana in San Mateo, California. The company is implementing a learning system to add 2 to 3 Techniaki tables per restaurant, which creates meaningful capacity increases that directly boost revenue potential. This isn't just about faster service; it's about physically increasing the number of covers they can serve during peak hours.

Digital platforms are being upgraded with mobile-optimized websites to boost traffic and conversion rates for all brands.

The digital storefront is now the front door for Vibe Dining, so the company has been rolling out significant digital enhancements across all brand websites. These upgrades are specifically aimed at improving both traffic and conversion rates, which means more reservations and more takeout orders. This investment is crucial as national chains increase their own promotional activity.

The most concrete measure of this digital focus is the growth of their Friends with Benefits loyalty program. As of the third quarter of 2025, the program has grown to over 6.5 million members, with an addition of over 200,000 new members in that single quarter alone. That's a massive, data-rich customer base for targeted marketing, and honestly, a great retention strategy.

The push for asset-light expansion includes new franchised Benihana Express locations, leveraging technology for smaller footprints.

The company's expansion strategy is shifting to a capital-light model, moving away from large, owned properties to franchised and managed locations. The goal is ambitious: to have franchise and managed locations eventually represent over 60% of the total footprint.

The Benihana Express concept is the technological answer to this goal. It's a small-footprint, casual model that showcases the best of the brand but operates without the large, capital-intensive teppanyaki tables or a full bar. The second franchised Benihana Express location opened in Miami, Florida, in June 2025, validating the model's scalability. For context, the average owned Benihana restaurant is about 8,000 square feet, making the Express model a much more efficient use of real estate and capital.

2025 Fiscal Year Guidance (Revised Q3)	Amount (USD)	Metric
Total GAAP Revenues	$820 million to $825 million	Full-Year Target
Adjusted EBITDA	$95 million to $100 million	Full-Year Target
Benihana Same-Store Sales (Q2 2025)	+0.4%	Positive Comp Sales
STK Transaction Growth (Q2 2025)	+2.8%	Positive Traffic Growth

Increased use of revenue management software creates exposure to potential antitrust litigation risk in 2025.

As a seasoned operator in the hospitality space, The ONE Group Hospitality, Inc. is a heavy user of advanced revenue management software (RMS) to optimize pricing dynamically based on demand, time of day, and inventory. This is standard practice, but it introduces a real, near-term risk.

In 2025, the hospitality industry, particularly hotels and residential leasing, has faced heightened antitrust scrutiny and a wave of lawsuits over the common use of the same algorithmic pricing tools. The core allegation is that these systems can automate collusion among competitors to fix and raise prices, even without explicit communication-a legal gray area that is under intense federal and state investigation. While The ONE Group Hospitality has not been named in a major lawsuit, any company relying on third-party dynamic pricing algorithms for its high-margin STK and Benihana concepts is exposed to this evolving legal risk. You need to confirm your RMS vendor's compliance framework is airtight.

The ONE Group Hospitality, Inc. (STKS) - PESTLE Analysis: Legal factors

Local labor laws are a major cost factor, including the phase-out of the tip credit in key markets like Chicago and Washington D.C.

The patchwork of local labor laws is a significant and escalating cost driver for The ONE Group Hospitality, Inc. (STKS), particularly the ongoing debate and phase-out of the tip credit (the allowance for employers to pay tipped workers a lower cash wage). As of December 31, 2024, approximately 26% of the company's employees earned this lower minimum wage. Eliminating this credit forces a direct increase in the base payroll, which can substantially raise labor costs across its high-volume STK and Benihana locations.

In Chicago, the 'One Fair Wage' Ordinance continues its phase-in. On July 1, 2025, the minimum cash wage for tipped employees will increase from $11.02 to $12.62 per hour, moving toward the city's standard minimum wage of $16.60 per hour. This is a direct, measurable hit to restaurant margins. Conversely, Washington, D.C., which is a major market for the company, has paused its tip credit phase-out, keeping the tipped wage at $10 per hour instead of the scheduled increase to $12 per hour in July 2025. This local political friction creates a volatile and defintely complex operating environment.

Market	Tipped Minimum Wage (Pre-July 2025)	Tipped Minimum Wage (July 1, 2025)	Impact on STKS Operations
Chicago, IL	$11.02 per hour	$12.62 per hour	Direct increase in base payroll; part of a phase-out to full minimum wage of $16.60/hr.
Washington, D.C.	$10.00 per hour	$10.00 per hour (Increase paused)	Temporary cost relief due to legislative pause, but long-term regulatory uncertainty remains.

Portfolio optimization incurs significant legal costs, such as the $5.6 million in lease termination expenses in Q2 2025.

The company's strategy of optimizing its portfolio, especially following the Benihana and Kona Grill acquisitions, has generated substantial one-time legal and exit costs. In the second quarter of the 2025 fiscal year, the company reported a widened net loss, which included $5.6 million in lease termination and exit expenses. This was primarily related to closing five underperforming Grill locations, an action that requires complex legal negotiations and financial settlements with landlords.

Here's the quick math: that $5.6 million in non-cash charges flowed directly through operating and net income, widening the net loss to $10.1 million in Q2 2025. While these costs are a necessary part of streamlining the business and shedding unfavorable leases, they are a clear example of how legal factors-specifically real estate contract law-can immediately impact financial performance. This is the cost of cleaning up an acquisition.

Compliance with evolving food safety and handling regulations is constant, especially with high-end, imported ingredients.

Operating high-end concepts like STK, which features premium steaks, and Benihana, which serves fresh sushi, means compliance with food safety and handling regulations is a constant, non-negotiable legal risk. The company's reliance on a complex supply chain for high-quality, often imported ingredients makes it vulnerable to regulatory changes and supply disruptions.

A failure to adhere to strict food safety standards-from proper temperature logs to allergen warnings-can lead to food-borne illness outbreaks (like listeria or salmonella), which results in devastating legal and financial consequences. The legal compliance burden is not just about avoiding fines; it's about protecting the brand's reputation for high-quality food, which directly drives the average check per person, which was $127 for owned and managed STK restaurants in 2024.

New Fair Workweek ordinances in major cities require predictable scheduling, increasing operational complexity and potential fines.

The rise of Fair Workweek (or predictable scheduling) ordinances in key metropolitan areas like Chicago and Los Angeles County is adding significant operational and legal complexity. These laws mandate advance notice for employee schedules and require penalty pay for last-minute changes, which is a big challenge for the inherently dynamic hospitality industry.

Key requirements taking effect in 2025 include:

• Mandating a minimum of 14 days' advance notice for work schedules in Chicago and Los Angeles County.
• Requiring 'predictability pay' (premium pay) for employer-initiated schedule changes made without sufficient notice.
• Penalizing 'clopening' shifts (less than 10 hours between shifts) in Los Angeles County with a premium of 1.5 times the regular rate for the second shift.

For a large restaurant group like The ONE Group Hospitality, Inc., which has over 166 venues globally, managing these hyper-local rules across multiple jurisdictions is a massive administrative task. Noncompliance in other cities has already resulted in seven- and eight-figure settlements, so this is a serious risk that requires substantial investment in new scheduling software and compliance training.

The ONE Group Hospitality, Inc. (STKS) - PESTLE Analysis: Environmental factors

Mandatory ESG reporting is increasing, requiring disclosure of climate-related risks and sustainability metrics in the US and EU.

You are now operating in a world where Environmental, Social, and Governance (ESG) performance is becoming as critical as your balance sheet. The shift from voluntary disclosure to mandatory reporting in 2025 is a major hurdle for an international company like The ONE Group Hospitality, Inc. (STKS). In the US, the Securities and Exchange Commission (SEC) began implementing its final climate disclosure rules in the first quarter of 2025, requiring large accelerated filers to start collecting climate-related data for the fiscal year (FY) 2025, which will be reported in 2026. This means tracking and disclosing Scope 1 and Scope 2 emissions (direct and indirect emissions from owned or controlled sources).

For your European operations-which include STK and ONE Hospitality venues-the EU's Corporate Sustainability Reporting Directive (CSRD) is in effect, requiring a new cohort of companies to collate 2025 data for reporting in 2026. This directive forces a double materiality assessment, meaning you must report on how sustainability issues affect your business financially, plus how your operations impact the environment. Honestly, this is a massive systems overhaul, requiring you to treat sustainability metrics with the same rigor as financial data.

Here's the quick math on your 2025 financial context, which these new reporting costs will hit:

2025 Financial Guidance (Full Year)	Value
Total GAAP Revenues (Projected)	$835 million to $870 million
Adjusted EBITDA (Projected)	$95 million to $115 million
Total Capital Expenditures (Net of Allowances)	$45 million to $50 million

Pressure to reduce food waste and adopt sustainable sourcing practices is driven by consumer demand and local mandates.

The pressure to manage your supply chain is intense, especially with the high-end cuts at STK and the seafood at Benihana and RA Sushi. The US foodservice industry generates an estimated 22 billion to 33 billion pounds of food waste annually, costing the industry around $25 billion per year. That's a direct hit to your cost of goods sold (COGS).

Local mandates are now turning this from a best practice into a compliance issue. For instance, California's SB 1383 mandates a 75% reduction in organic waste disposal by 2025, and non-compliance for a large operator can result in fines up to $10,000 per day in that state. Your opportunity here is clear: every dollar invested in food waste reduction can yield approximately $8 in cost savings through better inventory management and lower disposal fees. That's a defintely solid return.

Local regulations, like single-use plastic bans, force operational changes in dining and take-out packaging.

Your brands, particularly Benihana and Kona Grill with their takeout options, must navigate a patchwork of local single-use plastic bans. This isn't just about plastic straws anymore; it's about all takeout packaging.

In New York City, the 'Skip The Stuff' law is in effect, prohibiting you from automatically including single-use plastic utensils, condiment packets, and napkins in takeout or delivery orders unless the customer specifically requests them. While this measure is intended to save businesses money on supply costs, non-compliance fines start at $50 for a first violation and climb to $250 for a third offense. Meanwhile, California's Plastic Pollution Prevention and Packaging Producer Responsibility Act (SB 54) is shifting the financial burden upstream, requiring producers to fund the cleanup. This will inevitably increase your packaging costs as manufacturers pass on the collective $500 million per year in fees they must pay over the next decade.

• Mandates in states like Delaware prohibit the use of polystyrene foam containers for ready-to-eat food starting July 1, 2025.
• In California, the phase-out of single-use plastic pre-checkout bags for produce and deli items began January 1, 2025.

The company's hotel-based venues must comply with building performance standards (BPS) for energy efficiency, like DC's Local Law 97.

The ONE Group Hospitality, Inc.'s 'ONE Hospitality' business, which manages food and beverage services in high-end hotels, is directly exposed to Building Performance Standards (BPS). New York City's Local Law 97 (LL97) is the most prominent example, setting strict carbon emission limits for most buildings over 25,000 square feet, which certainly includes the hotels where your venues operate.

The first compliance reports based on 2024 emissions were due by May 1, 2025. Failure to meet the emissions limit results in a penalty of $268 per metric ton of CO2 equivalent over the assigned limit. If the building owner fails to file the report entirely, the fine is $0.50 per square foot per month. Since your venues are often tenants within these large buildings, the hotel owner will likely pass these significant capital expenditure and penalty costs onto you through increased rent or common area maintenance (CAM) fees. You need to know the LL97 status of every hotel property in your New York portfolio.

Action: Finance and Operations must draft a 2026 CAPEX budget that explicitly accounts for the likely pass-through of BPS compliance costs from hotel partners in NYC and other major markets.