Project: PSP F&B Package Build
Date: Fri 22-09-09
Item 3A - Page 204
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Paradies lagardere TRAVEL RETAIL smarL
AIRPORT CONCESSIONS RETAIL FOOD & BEVERAGE: CONSTRUCTION/PHASING PLAN | SEPTEMBER 2022 PARADIES LAGARDÈRE
PALM SPRINGS INTERNATIONAL AIRPORT RFP 6.
CONSTRUCTION/PHASING PLAN F&B: FAST TRACKED PROCESS
ID Task
Mod
Task Name Duration Start Finish
0 PSP F&B Package Build Out Schedule ‐ Fast Tracked Process 499 days Tue 22‐11‐01 Fri 24‐09‐27 1 1 PL Airport Design Approval & Permitting Phase (All Locations At Same Time) 162 days Tue 22‐11‐01 Wed 23‐06‐14 2 1.1 PL Notice Of Award From PSP (PL start design process prior to City sign off at risk) 0 days Tue 22‐11‐01 Tue 22‐11‐01 3 1.2 PL Contract With PSP Finalized 0 days Mon 23‐01‐02 Mon 23‐01‐02 4 1.3 DRC Approval Process 25 days Tue 22‐11‐01 Mon 22‐12‐05 5 1.3.1 PL DRC Preparation Phase (All Locations) 15 days Tue 22‐11‐01 Mon 22‐11‐21 6 1.3.2 PL DRC Presentation 0 days Mon 22‐11‐21 Mon 22‐11‐21 7 1.3.3 PSP DRC Review Period 10 days Tue 22‐11‐22 Mon 22‐12‐05 8 1.3.4 PSP DRC Issue Comments To PL 0 days Mon 22‐12‐05 Mon 22‐12‐05 9 1.4 PL Site Due Diligence / Investigation Works ‐ Infrastructure / Services Prior To DRC Presentation 10 days Tue 22‐11‐01 Mon 22‐11‐14 10 1.5 Demolition Permit Phase F&B 5 Fountain Only & Entire F&B 4 Location 63 days Tue 22‐12‐06 Thu 23‐03‐02 11 1.5.1 PL Demo Permit Design Phase ‐ F&B 5 Fountain & Entire F&B 4 Location 20 days Tue 22‐12‐06 Mon 23‐01‐02 12 1.5.2 PL Issues Demo Permit Drawings To PSP For Review 0 days Mon 23‐01‐02 Mon 23‐01‐02 13 1.5.3 PSP Demo Permit Drawing Review Period 5 days Tue 23‐01‐03 Mon 23‐01‐09 14 1.5.4 PSP Issue Demo Permit Drawing Comments To PL 0 days Mon 23‐01‐09 Mon 23‐01‐09 15 1.5.5 PL Revisions To Demo Permit Drawings 2 days Tue 23‐01‐10 Wed 23‐01‐11 16 1.5.6 PL Resubmits Demo Permit Drawings To PSP For Review 0 days Wed 23‐01‐11 Wed 23‐01‐11 17 1.5.7 PSP Demo Permit Drawing Resubmission Review Period 5 days Thu 23‐01‐12 Wed 23‐01‐18 18 1.5.8 PSP Approve PL To Submit For Demo Permit 0 days Wed 23‐01‐18 Wed 23‐01‐18 19 1.5.9 PL Prepare Demo Permit Submission 1 day Thu 23‐01‐19 Thu 23‐01‐19 20 1.5.10 PL Submit Demo Permit 0 days Thu 23‐01‐19 Thu 23‐01‐19 21 1.5.11 City Demo Permit Review Period 30 days Fri 23‐01‐20 Thu 23‐03‐02 22 1.5.12 PL Receive Demo Permit 0 days Thu 23‐03‐02 Thu 23‐03‐02 23 1.6 Build Out Permit Phase ‐ All Locations (30%/100% Only ‐ Eliminated 60%) 137 days Mon 22‐12‐05 Wed 23‐06‐14 24 1.6.1 PL Approved To Start 30% (DRC comments to be incorporated in 30% submission) 0 days Mon 22‐12‐05 Mon 22‐12‐05 25 1.6.2 PL 30% Design Phase (All Locations) 20 days Tue 22‐12‐06 Mon 23‐01‐02 26 1.6.3 PL Issues 30% Drawings To PSP For Review 0 days Mon 23‐01‐02 Mon 23‐01‐02 27 1.6.4 PSP 30% Review Period 10 days Tue 23‐01‐03 Mon 23‐01‐16 28 1.6.5 PSP Issue 30% Comments To PL (30% comments to be incorporated in 60% submission) 0 days Mon 23‐01‐16 Mon 23‐01‐16 29 1.6.6 PL 100% Design Phase (All Locations) 40 days Tue 23‐01‐17 Mon 23‐03‐13 30 1.6.7 PL Issues 100% Drawings To PSP For Review 0 days Mon 23‐03‐13 Mon 23‐03‐13 31 1.6.8 PSP 100% Review Period 10 days Tue 23‐03‐14 Mon 23‐03‐27 32 1.6.9 PSP Issue 100% Comments To PL 0 days Mon 23‐03‐27 Mon 23‐03‐27 33 1.6.10 PL Revisions To 100% Design Phase (All Locations) 15 days Tue 23‐03‐28 Mon 23‐04‐17 34 1.6.11 PL Resubmits 100% Drawings To PSP For Review 0 days Mon 23‐04‐17 Mon 23‐04‐17 35 1.6.12 PSP 100% Resubmission Review Period 10 days Tue 23‐04‐18 Mon 23‐05‐01 36 1.6.13 PSP Approve PL To Submit For Permit 0 days Mon 23‐05‐01 Mon 23‐05‐01 37 1.6.14 PL Prepare Permit Submission 2 days Tue 23‐05‐02 Wed 23‐05‐03 38 1.6.15 PL Submit For Permit 0 days Wed 23‐05‐03 Wed 23‐05‐03 39 1.6.16 City Permit Review Period 30 days Thu 23‐05‐04 Wed 23‐06‐14 40 1.6.17 PL Receive Permit 0 days Wed 23‐06‐14 Wed 23‐06‐14 41 2 Phase 1 ‐ Construction Phase ‐ Nine Cities Craft (F&B 1) 88 days Thu 23‐06‐15 Mon 23‐10‐16 42 2.1 Ph 1 ‐ Pre Construction 3 days Thu 23‐06‐15 Mon 23‐06‐19 43 2.2 Ph 1 ‐ Construction Start 0 days Mon 23‐06‐19 Mon 23‐06‐19 44 2.3 Ph 1 ‐ Construction Period 80 days Tue 23‐06‐20 Mon 23‐10‐09 45 2.4 Ph 1 ‐ Deficiency Period 5 days Tue 23‐10‐10 Mon 23‐10‐16 46 2.5 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐10‐10 Mon 23‐10‐16 47 2.6 Ph 1 ‐ Open For Business 0 days Mon 23‐10‐16 Mon 23‐10‐16 48 3 Phase 1 ‐ Construction Phase ‐ Commissary Kitchen, El Mirasol QSR and Indoor/Outdoor Bar, Coachella Valley Coffee (F&B 4) 182 days Fri 23‐03‐03 Mon 23‐11‐13 49 3.1 Demolition (Prior to Construction Fit Out ‐ Site Conditions Picked Up In PL 100% Drawing Resubmission) 25 days Fri 23‐03‐03 Thu 23‐04‐06 50 3.2 Ph 1 ‐ Pre Construction 3 days Thu 23‐06‐15 Mon 23‐06‐19 51 3.3 Ph 1 ‐ Construction Start 0 days Mon 23‐06‐19 Mon 23‐06‐19 52 3.4 Ph 1 ‐ Construction Period 100 days Tue 23‐06‐20 Mon 23‐11‐06 53 3.5 Ph 1 ‐ Deficiency Period 5 days Tue 23‐11‐07 Mon 23‐11‐13 54 3.6 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐11‐07 Mon 23‐11‐13 55 3.7 Ph 1 ‐ Open For Business 0 days Mon 23‐11‐13 Mon 23‐11‐13 56 4 Phase 1 ‐ Construction Phase ‐ Buzz By Barfly (F&B 5) 152 days Fri 23‐03‐03 Mon 23‐10‐02 57 4.1 Demolition (Prior to Construction Fit Out ‐ Site Conditions Picked Up In PL 100% Drawing Resubmission) 25 days Fri 23‐03‐03 Thu 23‐04‐06 58 4.2 Offsite Fabrication 60 days Thu 23‐05‐04 Wed 23‐07‐26 59 4.3 Ph 1 ‐ Pre Construction 3 days Thu 23‐07‐27 Mon 23‐07‐31 60 4.4 Ph 1 ‐ Construction Start 0 days Mon 23‐07‐31 Mon 23‐07‐31 61 4.5 Ph 1 ‐ Construction Period 40 days Tue 23‐08‐01 Mon 23‐09‐25 62 4.6 Ph 1 ‐ Deficiency Period 5 days Tue 23‐09‐26 Mon 23‐10‐02 63 4.7 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐09‐26 Mon 23‐10‐02 64 4.8 Ph 1 ‐ Open For Business 0 days Mon 23‐10‐02 Mon 23‐10‐02 65 5 Phase 1 ‐ Construction Phase ‐ Half Moon Empanadas Kiosk (F&B 5) 88 days Thu 23‐05‐04 Mon 23‐09‐04 66 5.1 Offsite Fabrication 50 days Thu 23‐05‐04 Wed 23‐07‐12 67 5.2 Ph 1 ‐ Pre Construction 3 days Thu 23‐07‐13 Mon 23‐07‐17 68 5.3 Ph 1 ‐ Construction Start 0 days Mon 23‐07‐17 Mon 23‐07‐17 69 5.4 Ph 1 ‐ Construction Period 30 days Tue 23‐07‐18 Mon 23‐08‐28 70 5.5 Ph 1 ‐ Deficiency Period 5 days Tue 23‐08‐29 Mon 23‐09‐04 71 5.6 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐08‐29 Mon 23‐09‐04 72 5.7 Ph 1 ‐ Open For Business 0 days Mon 23‐09‐04 Mon 23‐09‐04 73 6 Phase 2 Construction Phase ‐ Vino Volo (Avoiding Peak Season Disruption) (F&B 2/3) 108 days Wed 24‐05‐01 Fri 24‐09‐27 74 6.1 Ph 2 ‐ Pre Construction 3 days Wed 24‐05‐01 Fri 24‐05‐03 75 6.2 Ph 2 ‐ Construction Start 0 days Fri 24‐05‐03 Fri 24‐05‐03 76 6.3 Ph 2 ‐ Construction Period 100 days Mon 24‐05‐06 Fri 24‐09‐20 77 6.4 Ph 2 ‐ Deficiency Period 5 days Mon 24‐09‐23 Fri 24‐09‐27 78 6.5 Ph 2 ‐ Staff Training & Merchandizing 5 days Mon 24‐09‐23 Fri 24‐09‐27 79 6.6 Ph 2 ‐ Open For Business 0 days Fri 24‐09‐27 Fri 24‐09‐27 80 7 Phase 2 Construction Phase ‐ Trio Main Restaurant & Patio (Avoiding Peak Season Disruption) (F&B 5) 108 days Wed 24‐05‐01 Fri 24‐09‐27 81 7.1 Ph 2 ‐ Pre Construction 3 days Wed 24‐05‐01 Fri 24‐05‐03 82 7.2 Ph 2 ‐ Construction Start 0 days Fri 24‐05‐03 Fri 24‐05‐03 83 7.3 Ph 2 ‐ Construction Period 100 days Mon 24‐05‐06 Fri 24‐09‐20 84 7.4 Ph 2 ‐ Deficiency Period 5 days Mon 24‐09‐23 Fri 24‐09‐27 85 7.5 Ph 2 ‐ Staff Training & Merchandizing 5 days Mon 24‐09‐23 Fri 24‐09‐27 86 7.6 Ph 2 ‐ Open For Business 0 days Fri 24‐09‐27 Fri 24‐09‐27 11-01
01-02
11-21
12-05
01-02
01-09
01-11
01-18
01-19
03-02
12-05
01-02
01-16
03-13
03-27
04-17
05-01
05-03
06-14
06-19
10-16
06-19
11-13
07-31
10-02
07-17
09-04
05-03
09-27
05-03
09-27
10-1610-2310-3011-0611-1311-2011-2712-0412-1112-1812-2501-0101-0801-1501-2201-2902-0502-1202-1902-2603-0503-1203-1903-2604-0204-0904-1604-2304-3005-0705-1405-2105-2806-0406-1106-1806-2507-0207-0907-1607-2307-3008-0608-1308-2008-2709-0309-1009-1709-2410-0110-0810-1510-2210-2911-0511-1211-1911-2612-0312-1012-1712-2412-3101-0701-1401-2101-2802-0402-1102-1802-2503-0303-1003-1703-2403-3104-0704-1404-2104-2805-0505-1205-1905-2606-0206-0906-1606-2306-3007-0707-1407-2107-2808-0408-1108-1808-2509-0109-0809-1509-2209-2910-061 ober 2022 November 2022 December 2023 January 2023 February 2023 March 2023 April 2023 May 2023 June 2023 July 2023 August 2023 September 2023 October 2023 November 2023 December 2024 January 2024 February 2024 March 2024 April 2024 May 2024 June 2024 July 2024 August 2024 September 2024 Oc Task
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Inactive Task
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Duration-only
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Manual Progress
Project: PSP F&B Package Build
Date: Fri 22-09-09
Item 3A - Page 205
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Paradies lagardere TRAVEL RETAIL smarL
Section D:
Management
and Operations
Plan
Item 3A - Page 206
Paradies lagardere TRAVEL RETAIL
•
1. Proposed Staffing
Paradies Lagardère @ PSP, LLC
Nikki Harland
Chief Operating Officer
Claude Guillaume
Senior Vice President
Dining Division
Zakery Thamert
Regional Vice President
Dining Division
Bill Bolen
Regional Director
Gregg Paradies
President and CEO
Flagship Manager*
Assistant General Managers
(2)
Steven Menefee*
ACDBE Partner
10%
CRS Sophisticated
Solutions, Inc.
Casey Horne
Kai Evangelista
+1
General Managers**
* Single Point of Contact
** Key Position
The organization chart below shows our high level structure reporting up to the CEO level.
Our teams have the full support and access to our entire corporate structure. The teams communicate on a regular basis to ensure that we operate to exceed the expectations of our airport partners and travelers with meaningful partner participation. A dedicated on-site dining Flagship Manager will serve as your single point of contact. Our Flagship and General managers are entrepreneurs of their location with full authority to resolve customer concerns and react to any emergency that may arise.
a. Organizational Chart
Human Resources
Manager
Chef
Sales Associates
Item 3A - Page 207
DINING, FLAGSHIP MANAGER
• Responsible for planning, directing and controlling
all areas of each restaurant to meet all operational
and financial responsibilities
• Manages company programs to control food, labor,
and inventory costs
• Enforces cash management policies/procedures
• Ensures high level of guest service
• Responsible for training and recruiting
• Maintains the relationship with the airport
• Provides direction for menus and implementation,
food preparation, sanitation, and safety practices
• Ensures proper brand training for each concept
DINING, GENERAL MANAGER
• Manages all areas of multi-unit restaurant operations within an airport
• Maintains guest service standards
• Training and retention of staff
• Controlling food and labor costs
• Teaches safety, sanitation, and cleanliness
DINING, ASSISTANT GENERAL MANAGER
• Trains, motivates, and develops team to achieve
sales performance by adherence to company
performance metrics
• Enforces sanitary practices for food handling,
general cleanliness, and maintenance
• Achieves performance objectives for sales,
expenses, inventory control, and payroll
• Ensure positive guest service in all areas. Responds
to complaints, taking any and all appropriate actions
to turn dissatisfied guests into return guests
CHEF
• Ensure brand standards are met through proper
training with branded partners
• Trains and manages kitchen personnel and supervise/coordinate all related culinary activities • Develops recipes and techniques for food
preparation and presentation
• Assists in establishing menu selling prices
• Responsible for all food and associate safety
SALES ASSOCIATE
• Provides memorable, highly personalized
customer service through needs analyses and
product recommendations
• Offers customers promotional products and
services
• Maintains restaurant appearance with respect to
housekeeping and maintenance standards
• Successfully shows consistent performance on
customer service
HUMAN RESOURCE MANAGER
• Partners with Managers to coordinate interviews
and identify qualified candidates for open positions including conducting career fairs; completes background and airport badging process for hourly employees
• Coordinates and conducts with orientation
efforts
• Compiles, files and maintains employment,
enrollment, pay change, informational and other
confidential forms and records
Paradies Lagardère was founded on strong core values and a committed work ethic. We place tremendous emphasis on nurturing relationships and loyalty among associates, business partners, and the communities we serve. From the corporate offices to the kitchen, our diverse, results-focused teams create environments that strive to provide first-class guest experiences. We also have a strong commitment to guests to deliver an extraordinary dining experience.
Our culture and core values are the main vehicles through which we repeatedly deliver on our promises to our airport partners. You can always trust that we will continue to do the same for PSP and the travelers, and will surpass your expectations for this opportunity. Our experienced Board of Senior Executives establishes the goals and strategic direction of Paradies Lagardère in a balanced equitable leadership.
STAFF ROLES AND RESPONSIBILITIES
Item 3A - Page 208
William “Bill” Bolin IV, C.S.V.
Regional Director
Award-winning dining and food and beverage director with more than 25 years of experience. Responsible for dining operations and management across 10 airports throughout the Pacific region with a focus on driving sales, adhering to strict brand and food safety guidelines, and developing and maintaining cohesive relationships with food and beverage concessions operations.
Certified Specialist of Wine, Master Court of Sommeliers Level 2 Certified Sommelier
Bar Smarts Certified, ServSafe Certified
Paradies Lagardère • Regional Director West Region • 2022-Present Bill drives the strategy and vision f or the organization aligning teams to achieve results across 33 locations with an annual budget of $50M+. Responsibilities include overseeing the day-today operations, including customer experience, associate engagement, operational excellence, store leadership, employee and food safety, and visual presentation. He also supports General Managers to ensure teams drive sales and growth, and reinforce behaviors for an exceptional and authentic experience for customers and associates.
Paradies Lagardère • Flagship Manager, West Region • 2018-2022 Bill returned to the Denver area in 2021 to lead the day-to-operations for eight concepts with a budget of $14M. He quickly put a stellar management team in place for a successful transition from the COVID-19 pandemic levels; thereby enhancing relationships with the airport concessions team.
In 2020, Bill served as the Flagship Manager for Palm Springs where he opened the company’s first platform in 2020 during the height of the COVID-19 pandemic era. He was instrumental in successfully opening three proprietary brands that included several responsibilities from program, design, construction and menu development, to hiring, training and maintaining operations.
Bill was responsible for leading and managing operations for five platforms at the Los Angeles International Airport. With his outstanding experience and strong partnerships, Bill successfully transitioned underperforming operations of a former company to Paradies Lagardère with satisfactory levels.
Paradies Lagardère • General Manager, Denver, CO • 2014-2018 Progressively promoted within the organization to lead six platforms that generated $11M+ total revenue. Supported and developed new projects from design and construction through opening and operations. Developed and maintained relationships with landlords, airport officials, brand ambassadors and ACDBE partners. Because of Bill’s outstanding performance, he was awarded Paradies Lagardère Food and Beverage Manager of the Year.
Paradies Lagardère • Assistant Manager
Long Beach, CA • 2012-2014
Atlanta, GA • 2018-2022
Buckhead Life Restaurant Group • Assistant General Manager and Beverage Manager Bistro Niko • Atlanta, GA • 2009-2012
BluePointe • Atlanta, GA • 2004-2009
EXPERIENCE
b. Management Experience
Item 3A - Page 209
Paradies has long embraced both the spirit and the intent of the ACDBE program, going beyond the required goals to develop rich, long-term, mutually beneficial business ventures. Our partnerships foster innovative business practices while generating success beyond the boundaries of our lease lines, through community and charitable support. We are proud to tout our nearly 100 active ACDBE Partnerships, and dozens of M/W/ ACDBE subtenants, vendors and suppliers.
Each year, we bring at least one representative from each our ACDBE partnerships to the Airport Minority Advisory Council’s (AMAC) annual conference, where they have access to 4 days of learning and networking – covering everything from access to capital, upcoming opportunities, new technologies and a variety of best practices that help them to grown and flourish in the airport industry. Each partner’s airfare, hotel and conference fees are paid – along with their annual membership in AMAC.
We also host an event, where we thank and recognize our partners with two very specific awards, which by no coincidence honor long time partners and highlight the best in business and philanthropic efforts among their peers.
The Berta Banta Innovation Award recognizes a partner who changed, elevated, or enhanced the traveler experience, or the success of the internal business operations, by introducing a new product or service, upgrading an existing product or service or developing new innovations to existing products and services.
The Jethro Pugh Community Initiative
Award recognizes a Paradies Lagardère
ACDBE partner who has coordinated
or executed an initiative or project on
behalf of the Joint Venture partnership
that has or will significantly benefit,
improve, or assist the quality of life
for members of the communities
surrounding the airports we serve.
These awards not only recognize
outstanding partners but foster a
deeper relationship with our teams
across the US.
ACDBE PARTNERSHIPS
Mark Wade receiving the Jethro Pugh Community Initiative Award For this proposal, we’ve developed a joint venture with an established Paradies partner, Steve Menefee of CRS Sophisticated Solutions (CRS), who has worked with us in San Diego for over 10 years. Steve is an owner/operator in his own right, with experience in both convenience retail and food and beverage, and ties to Palm Springs. CRS’s 10% ownership exceeds the City’s overall goal of 7.8% annual participation for this RFP.
ACDBE PARTNERSHIPS AT PSP CONFIDENTIAL
Item 3A - Page 210
Steven Menefee
ACDBE Partner
Seasoned, resourceful and skilled retail and food and beverage professional, with more than 30 years of experience in travel essentials, specialty retail, grab and go, quick service, fast casual and casual dining restaurants. Enthusiastic and goal-oriented team player willing to take on any job in support of operations to enhance the customer experience.
Serve-Safe Certified
OSHA Certified
S&R Menefee, Inc d/b/a 7-Eleven #26651 • President and CEO • 2004-Present x Uses Servant Leadership to train, develop and empower our staff to add value to each customer’s experience and improved operational execution, which resulted in sales growth from $1.3 to $2.4 million/annual sales and transaction counts/day from 950 to 1500. x Awarded “California 77th District Small Business of the Year-2010.” JRL,LLC d/b/a McDonald’s Franchise • Director of Operations • 1999-2004 x Responsible for HR, staffing, training, development and overall operations of a 10 store franchisee organization
x Streamlined efficiency, reduced labor hours and boosted profitability to optimize overall productivity.
x Cross-trained with every store leader weekly to maximize operational knowledge which resulted in 4 out the 10 managers were awarded McDonald’s highest restaurant level distinction for operational excellence, “The Archie.”
x Designed and implemented an Organization value meal program that “won” a Western Division Sales competition for sales growth.
x Worked with architects and General Contractor, subcontractors, county and municipal authorities from inception to opening for four of the franchised stores McDonald’s Corporation • Operations Manager/Training Consultant • 1995-2019 x Partnered with restaurant General Managers to develop and implement daily operational plans to guarantee profitability on weekly basis. (Ranked in top 5 patches in profit after controllables.) x Promoted increased productivity through appropriate allocation of resources, budgets, inventories, training support and team building materials.
x Managed various training courses by developing curricula, instructions, documents and written tests for 288 corporate and franchise stores.
x Team member responsible for “train-the-trainers” meetings for regional new product roll-outs covering food safety, cooking procedures, marketing, and suggested strategies for implementation x Worked with architects and General Contractor, subcontractors, county and municipal authorities from inception to opening for three new corporate stores
EXPERIENCE
Item 3A - Page 211
California Unified Certification Program Certified Directory
CRS SOPHISTICATED SOLUTIONS
Owner
STEVEN MENEFEE
Email Phone Fax Physical Address
10195 RIVERFORD RD.
LAKESIDE, CA 92040
Mailing Address
10195 RIVERFORD RD.
LAKESIDE, CA 92040
Ethnicity
Black American
Gender
Male
Certifying Agency
SDCRAA
Cert Type
ACDBE
Capability
Commodity Codes
445120 - Convenience Stores (changed in 2022 codeset); 453220 - Gift, Novelty, and Souvenir Stores (changed in 2022 codeset); 722511 - Full-Service Restaurants; 722513 - Limited-Service Restaurants; 722514 - Cafeterias, Grill Buffets, and Buffets; 722515 - Bakery cafes, on premise baking and selling for immediate consumption County CUCP Public Directory Certification Number
39847
Certified Directory
ACDBE CERTIFICATION
Item 3A - Page 212
OUR COMMITMENT TO YOU
We are committed to meeting the
operations conditions of the airport
environment and will ensure we have
adequate staff to cover operating
hours set by the airport.
We will comply with the City’s
policy and requirements for hours
of operation. As per the RFP, we will
operate all business 365-days a year
and based on flight schedules with
opening 30 minutes prior to the first
flight and stay open 30 minutes pass
the last flight. The schedules for each
location provided on the following
pages are drafts based on current and
anticipated flight schedules, subject to
modification in accordance with the
City’s policy.
METHODOLOGY
Our scheduling process assesses needs
every 30 minutes so we are able to tailer
our team to meet the fluctuation needs
of the airside traffic. Our Managers ensure
we have the right team in the right place
at all times, and assigns them primarily and
secondary responsibilities. We stagger our
associates in and out so we end up with
maximum coverage during peak times.
Our staffing plan reflects our expected daily
coverage and all support personnel. Flexibility and additional levels of enhanced service provided by our service floaters is built into
our plan. The plan represents coverage for
a typical day/week and does not reflect any
adjustments for seasonal increases.
c. Staffing Schedules
We understand that the Airport
Director or his/her representative
shall, from time to time, modify,
expand, or reduce such required
hours of operation, in which
event, we will remain open during
such revised hours. Similarly, we
understand that from time to
time we will need to revise our
hours of operation. Such changes
must be approved by the Airport
Director or his/her representative,
in writing, prior to its occurrence.
We understand that we may not,
at any time, vacate or abandon the
Assigned Area.
ADHERENCE TO GUIDELINES
Item 3A - Page 213
am pm
4 5
6 7
8 9 10 11 12 1 2
3 4
5 6
7 8
9 10 11 12
Nine Cities CraftHourly Manager Server Culinary Bartender Vino Volo
(2-3)
Hourly Manager
Culinary
Utility/Stock
BartenderBartender
Coachella
Valley Coffee
(4a)
Hourly Manager
BaristaBarista
El Mirasol (4b)
Hourly Manager
Greet/RegisterGreet/Register
CulinaryCulinary
Dish/Bus
Bartender
STAFFING PLAN
Item 3A - Page 214
>
am pm
4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Trio (5a)
Hourly Manager
Greet/RegisterGreet/Register
ServerServerServer
CulinaryCulinaryCulinary
Dish/BusDish/Bus
Utility/Stock
BartenderBartender
STAFFING PLAN
Item 3A - Page 215
am pm
4 5
6 7
8 9 10 11 12 1 2
3 4
5 6
7 8
9 10 11 12
Buzz By Bar Fly (5b) Culinary Utility/Stock Bartender Bartender Half Moon
Empanadas (5c) Culinary Bartender
STAFFING PLAN
Item 3A - Page 216
365-DAY OPERATIONS
We understand the importance of a
365-day a year operation and the ability
to handle unexpected situations. When
these situations occur, our philosophy is
to stay flexible and take care of guests’
needs. Our Adapt and Acclimate Official
Policy require employees to adjust our
stores’ schedules for flight delays, and
unexpected emergencies. We pledge to
offer full-service as long as required or
until the last flight leaves the airport. As
part of our hiring process, we inform all
associates that if there are flight delays
or emergencies, some associates will
stay late in order to continue providing
guest service. We also maintain a large
enough pool of associates to be able to
call for reinforcements when necessary.
We recognize the airport concessions
environment is unique, with operations outside
normal “morning to evening” operating hours.
Precautions are taken to ensure that the
necessary number of associates are on-call in
case of emergencies (weather, large events,
etc.). The on-site General Manager can be
reached by phone or email 24 hours a day.
Secondary contacts include the Regional Vice
President, Regional Director. All carry mobile
phones and maintains a list of employee
contact information.
EMERGENCY SITUATIONS POLICY
We hold guest service excellence in the highest
regard and have several processes in place
to ensure there are no disruptions to services
during emergency situations such as weather
delays or a security breach.
› Review weather forecasts, flight
delays, etc., through Internet and TV
broadcasts and airline personnel
› Work closely with airport personnel
regarding all upcoming and
current weather issues involving
delays and/or cancellations
› Plan to exceed airport’s expected
service levels rather than just
doing the minimum required
› Pull additional key inventory items from
warehouse for an additional delivery in
the event of significant disruption or road
closure to ensure we remain well-stocked
and able to meet all passenger needs
› Identify key stores which will remain
open as needed; plans include
24-hour rotation as necessary
› Develop schedule of additional staffing
and pre-authorize necessary overtime to
ensure there is no disruption in service,
including management personnel
› Provide additional breaks to team
as necessary in preparation for the
longer than normal shifts to ensure
service remains at the highest levels
› Book rooms at nearby hotels for any team
members who need a place to stay to be
safe, rested, and available in extreme cases
› Stock stores to higher than normal levels
in key items (water, snacks, pillows) to
ensure there are no replenishment issues
JUMPING INTO ACTION AT ATL,
THE WORLD’S BUSIEST AIRPORT
A few years ago, when Delta Airlines’
website crashed creating an untold
number of delays and stranding
hundreds of passengers, our ATL
restaurants responded to the
increased volume without issue. As
our schedule switched from morning
to evening, we asked some morning
associates to stay and paid them
overtime so we could meet the
increased demand for guest services.
d. Staffing Solutions in the Event of Delays or Flight Anomalies e. Emergency Contact Procedures
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2. Labor and Training Practices
› a | Employee Handbook
Our comprehensive employee handbook provides an overview of our organization and the policies and
procedures that govern our ability to
deliver “First Class Service”to all we
serve. We also include information
to assist staff in understanding how
they help and support this focus.
This document also serves as a
quick-reference framework for what
is expected of our associates, and
a valuable supplement to ongoing
support for managers.
We strive to continually improve our
policies and practices to evolve as
our company and customers evolve.
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Paradies I ~n~ere
~ A\rtllCrAJ!
First Class Service ,
Experience new horizons, every day
ASSOCIATE HANDBOOK
Paradies l..ag{trdere I Experience new horizons, every day, · l~l'[U'fJA~ Experience new horizons, every day
ASSOCIATE HANDBOOK
CONFIDENTIAL
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Paradies lagardere TRAVEL RETAIL I
First Class Serv.,ice .• ·
Paradies lagardere Experience new horizons, every day. TRAVEL RETAIL Experience new horizons, every day. 2
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TABLE OF CONTENTS
Welcome to Paradies Lagardère .................................................................................................. 4 Company History......................................................................................................................... 5 What We Do ................................................................................................................................ 5 Our Promise ................................................................................................................................ 5 Who We Are................................................................................................................................. 5 About Your Handbook.................................................................................................................. 6 Our Mission................................................................................................................................. 7 Our Values .................................................................................................................................. 8 First Class Recognition Program ..................................................................................................8 Corporate and Social Responsibility ............................................................................................9 Your Employment with Paradies Lagardere .................................................................................10 EMPLOYMENT CLASSIFICATION.................................................................................10 COMPLIANCE WITH IMMIGRATION LAWS ...................................................................10 EMPLOYMENT STANDARDS ACT/ FAIR LABOR STANDARDS ACT.................................10 Your Work and Pay.....................................................................................................................11 BREAKS....................................................................................................................11 OVERTIME.................................................................................................................11 PUNCTUALITY AND ABSENTEEISM .............................................................................11 YOUR PAY..................................................................................................................11 COMPENSATION REVIEW...........................................................................................11 Dress Code ...............................................................................................................................12 Absences and Leaves ................................................................................................................13 INCLEMENT WEATHER ...............................................................................................13 PTO...........................................................................................................................13 SICK .........................................................................................................................13 MATERNITY AND PARENTAL LEAVE (Canada) ..............................................................13 FAMILY & MEDICAL LEAVES - FMLA (USA) ..................................................................13 UNPAID LEAVE OF ABSENCE (Canada) / UNPAID PERSONAL LEAVES (USA) ................14 JURY DUTY.................................................................................................................14 BEREAVEMENT LEAVE ...............................................................................................14 MILITARY LEAVE ........................................................................................................14
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Statutory Holidays.....................................................................................................................15 Your Benefits.............................................................................................................................16 HEALTH & WELFARE BENEFITS...................................................................................16 ASSOCIATE PURCHASES ...........................................................................................16 EDUCATION AWARD ..................................................................................................16 ASSOCIATE REFERRAL PROGRAM..............................................................................16 Your Work Environment..............................................................................................................17 OPEN DOOR POLICY ..................................................................................................17 PERSONAL BELONGINGS ..........................................................................................17 CHANGE OF ADDRESS OR STATUS.............................................................................17 EMPLOYMENT OF RELATIVES .....................................................................................17 TELEPHONE/CELL PHONES .......................................................................................17 ELECTRONIC MAIL & INTERNET TECHNOLOGY ............................................................17 DISCLOSURE OF ASSOCIATE INFORMATION...............................................................17 CORRECTIVE DISCIPLINARY ACTION...........................................................................18 ZERO TOLERANCE .....................................................................................................18 SAFETY......................................................................................................................18 Conditions of Employment.........................................................................................................19 CONFIDENTIALITY......................................................................................................19 EQUAL OPPORTUNITY EMPLOYER...............................................................................19 OUTSIDE EMPLOYMENT.............................................................................................19 CONFLICT OF INTEREST .............................................................................................19 SOLICITATION AND DISTRIBUTION .............................................................................19 LOSS PREVENTION....................................................................................................20 TOBACCO AND ALCOHOL POLICY ...............................................................................20 ASSOCIATE RECORDS ...............................................................................................20 PERFORMANCE APPRAISALS ....................................................................................20 HARASSMENT...........................................................................................................21 Separation of Employment ........................................................................................................22 VOLUNTARY – RESIGNATIONS....................................................................................22 INVOLUNTARY TERMINATION .....................................................................................22 Acknowledgement of Handbook & Incorporated Policies............................................................23 Important Contacts at Paradies Lagardère… .............................................................................. 24
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Welcome to Paradies Lagardère!
On behalf of Paradies Lagardère, let me wish you
a warm welcome to our Family. We are happy and
proud that you have chosen to work with us.
Paradies Lagardère operates stores and
restaurants in the US, Canada and the Caribbean
Islands. As an industry leader in Travel Essentials
retail, among other things, our locations offer a
convenient, one-stop environment that covers all
of a traveler’s needs. We also have a portfolio of
award-winning Specialty Retail concepts that
meet the diverse needs that may arise during
travel. From fashion, luxury and electronics to
toys, gifts and souvenirs, not to mention our
growing food and beverage offerings, we deliver
an enticing and comprehensive shopping
environment. We offer high-end, casual and
quick-serve restaurants, bars and coffee shops as
a part of Paradies Lagardère’s Food and
Beverage concepts. We are proud to operate a
number of Duty Free stores, tailored to each
airport’s individual requirements. From alcohol
and tobacco to fragrances and specialty items,
our stores offer a wide range of products at
affordable prices.
We operate many different types of stores and
restaurants. This diversity makes our commitment
to quality even stronger. That is why we have
maintained over many years a deeply embedded
philosophy of offering the highest quality of
merchandise with the best possible customer
service. As a result, we are a leading news &
travel retailer and restaurateur in North America.
Everyone working at Paradies Lagardère plays a
critical role in the success of our Company.
Associates in our platforms provide first class
services to our customers. Our office staff
provides support and assistance to our
associates so they can better serve our
customers. Together, we provide our platforms,
vendors and other partners with a range of quality
services.
As an associate of Paradies Lagardère, you are a
valuable member of our team. We know that it is
our people who make us all that we are today. The
entire organization is here to make our
commitment stronger.
You may have questions during your first few
weeks. Our on-boarding program is designed to
answer as many of these questions as possible
about the Company and your role within.
Additional questions or clarification should be
directed to your manager – she or he is there to
help you. As a member of the team, you too have
the opportunity and the responsibility to do your
part to help keep our Company healthy, growing,
and first class in all we do.
I wish you much success in your career with us at
Paradies Lagardère.
Sincerely,
Gregg Paradies
President, CEO
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Company History
What We Do
We develop the full economic and experiential
potential of travel environments
Our Promise
To our customers and business partners is to
deliver a First Class experience, guaranteed; and
Paradies Lagardère is the best positioned to fulfill
this promise because of who we are
Who We Are
World Wise – We leverage the insight, best
practices, Innovation and relationships that come
from a group that operates thousands of stores
and restaurants in over 20 countries
Driven Locally – We encourage the
entrepreneurial spirit and energy of our local
talent to develop solutions tailored to our
consumers, Landlords and partners
People Strong – We develop and showcase our
people’s talents and believe that it is the quality of
our team that makes the difference each day for
our customers
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p
lagardere TRAVEL RC1AIL
Dan and Jimmy
Parad1es begin their
business asa
Homewares
distributor
1826
Louis Hadlelle
opens Pans first
railway Bookstore
1960
Paradies opens
first Toy store 1n
Atlanta Murnc,pol
Airport
1945
Hachette
launches Elle
Magazine
1990
1996
Coca Cola names
Parad1es as its
official retailer for
Olympics on
Atl~nla
Hachette acquires
Eastern Lobby
Shops a US News
and convenience
retail company
Paradies
launches its
Food and
Beverage
Divls,on
2011
HDSRelall
North America
becomes LS
Travel Retail
Paradies ~rdere 11'4Wlll'l tAlt
2015
Lagardere Travel
Retail acquires
Parad,es and merges
it With LS Travel
Retail North America
Paradies Lagardere tftf',W
DINING DIVISION
2018
Paradies Lagardere acquires
industry-leading airport
restaurateur HBF and Vino
Volo, and forms the Paradles
Lagardere Dinning DiV1S1on
H3F 11\0 ~IOLO
Paradies lagardere mAVll ill'INl
Experience new horizons, every day.
CONFIDENTIAL 6
About Your Handbook
This short form handbook and related policies serve as a valuable resource for company employees or “associates.”* Throughout them, you will find an overview of Paradies Lagardère – including but not limited to who we are, our commitment to the community and our family culture. Because it reflects the secret to our success, it is considered confidential company information.
Our success comes from our people. As a member of the team, you have an important role in helping all of us do our collective best to meet the needs of our customers and business partners and to deliver our “First Class Service” to all we serve.
To help with this, you will also find information to assist you in understanding how you help and support thisfocus.
While all of our policies and procedures are not detailed in this document, and are subject to update from time to time, those enclosed will provide you with a quick-reference framework for what is expected of you. Please review and ask questions if you need clarification on any policy. That said, you should also become intimately familiar with the library of policies contained on the Company’s Learning Management System (LMS), which are incorporated by reference. This more comprehensive library of policies is available to all associates on the Company’s LMS (“The Learning Shop”).
To assist your review, a number of these policies are called out specifically below.
Together this short form handbook and incorporated policies govern your relationship with the Company. Nonetheless, if there is a conflict, please consider the more specific policies incorporated here the controlling policy. Ask your manager if you have any questions.
Always remember your manager is here to help. He or she is always available to provide additional support and answer any questions you may have.
We are thrilled to have you as a member of the team and know you will find this an enjoyable and fulfilling place to work.
*This handbook and related policies apply to all associates unless otherwise governed by applicable state/local laws or a collective bargaining agreement.
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Our Mission
We believe that travel environments are special places.
They carry a “vibe” reflective of the possibilities that await individuals embarking on a journey, whether they are travelling for business, vacationing with family, or visiting faraway places.
We facilitate the realization of these possibilities as people progress through this unique environment.
We believe that the world is a better place when people are enabled to explore and experience new horizons.
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TO MAlNTAlN
FlRST CLASS STANDARDS
THAT EXCEED THE
EXPECTATlONS OF THE
CUSTOMERS AND BUSlNESS
PARTNERS WE SERVE.
ouR M1ss10N STATEMENT Paradieslagardere
Experience new horizons, every day.
CONFIDENTIAL 8
Our Values
Paradies Lagardère has created an interactive way to recognize and thank associates who most embody and demonstrate our values in the performance of their daily responsibilities through our website wereconize.com. This site allows all associates of Paradies Lagardère to view, acknowledge and applaud others and to actively recognize efforts to make our organization a great place to work.
FIRST CLASS RECOGNITION PROGRAM
Our First-Class Service program recognizes associates that go above and beyond to exemplify our mission and values every day. Our values and behaviors define our culture and are the foundation of our Company’s success.
Former First-Class Associates of the Year
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Paradies lagardere rRAVEt RE1Alt
WE exemplify a
FAMILY CULTURE
in accordance with
our core values.
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Corporate and Social Responsibility
Paradies Lagardère supports and sponsors key community and national programs across Canada and the USA. We are strong supporter of community charities through regular fundraising, food drives, supporting our troops and toy drives in the communities where we do business and at our corporate office.
Paradies Lagardère is a proud supporter of the Make-A-Wish Foundation®. Through our Corporate Alliance with the Make-A-Wish Foundation in Canada and the United States, Paradies Lagardère is helping the Foundation fulfill their mission of granting wishes to children living with life-threatening medical conditions to enrich their lives with hope, strength and joy.
We are also actively involved with the No Kid Hungry campaign. No Kid Hungry connects kids in need with nutritious food and teaches their families how to cook healthy, affordable meals. Twenty-five percent of every kid’s meal sold in Paradies Lagardère restaurants and dining locations from coast-to-coast is donated to the No Kid Hungry® program. Additionally, we support an awareness campaign and fundraising drive every September, with $0.25 from every cup of coffee sold in Paradies Lagardère coffee shops and TravelMarts donated to the campaign.
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NOKID
HUNGRY"
SHARE OUR STRENGTH
Your Employment with Paradies Lagardère
We continually strive to improve our associate policies and practices by facilitating and encouraging open lines of communication.
• You are expected to understand your duties and expectations in your role. • You are expected to learn and follow the rules and regulations established by the policies and procedures of Paradies Lagardère.
• You are expected to be a contributing member of the Company. • You are expected to come to work on time, provide first-class service to our customers, avoid workflow disruptions and exercise productive work and good safety habits.
We encourage you to voice your opinions and contribute your suggestions to improve Paradies Lagardère and to help to create a pleasant, productive, safe, and healthy work environment. Your dignity and that of your fellow associates, as well as that of our customers is key. Paradies Lagardère needs your help to make each working day a successful one.
EMPLOYMENT CLASSIFICATION*
Regular Full-Time associates are those who are
scheduled to work an average of 30 hours per
week or more.
Regular Part-Time associates are those who are
scheduled to work an average less than 30 hours
per week.
Temporary associates are those who are employed
for a defined period of time.
Seasonal associates are those who are employed
for not more than sixteen (16) weeks in a calendar
year.
Independent Contractors are those who are
brought on for a specific period of time to work on
a discrete project, and who are not associates or
employees of the Company.
*Classification is an important variable affecting many aspects of your employment and related benefits.
COMPLIANCE WITH IMMIGRATION LAWS
Paradies Lagardère strives to comply with all
Immigration Laws, which means we hire only those
individuals who are legally authorized to work. On
your first day of work you will be required to submit
proof of your identity and employment eligibility
as required by law.
FAIR LABOR STANDARDS ACT (USA)/
EMPLOYMENT STANDARDS ACT (CANADA)
The Fair Labor Standards Act and Employment
Standards Acts deal with, among other things,
regular and overtime compensation. Associates
who are in exempt positions are not entitled to
overtime compensation. Non-exempt associates
will be paid for overtime in accordance with the
law.
Experiencenewhorizons,everyday.
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Your Work and Pay
Paradies Lagardère schedules are based on the needs of the business; store, restaurant and office operational hours vary by the requirements of that environment, therefore flexibility in availability is generally required. Schedules will be determined by members of the management team and will be posted in advance.
Associates are personally responsible for checking and adhering to posted schedules.
BREAKS
All breaks are scheduled by your manager and
must be taken. Generally, meal breaks are unpaid
while work breaks are considered time worked.
Your meal or work break may not be used to make
up time for tardiness or to leave work early. These
rules are subject to variation pursuant to
applicable law. Please refer to the Meals and
Rest Periods Policy.
OVERTIME
Your manager must approve all overtime work in
advance. You will be expected to work any
overtime requested by your manager. Overtime
pay comes via regularly scheduled paychecks.
Please refer to the Time Reporting Policy.
PUNCTUALITY AND ABSENTEEISM
To meet our customers’ needs and platform
expectations, associates are required to be
reliable and responsible for their attendance and
promptness. If you are unable to begin work when
you are scheduled to do so, you must connect with
your manager on the issue well in advance, so that
he/she can make other arrangements. Repeated
lateness or unexcused absences may result in
disciplinary action, up to and including dismissal.
Please refer to the Attendance Punctuality
Timeliness Policy.
YOUR PAY
When you begin your employment with Paradies Lagardère you will be informed about our regular pay periods and paydays. You will be paid on a bi-weekly basis, unless otherwise required by law. In the event a payday falls on a Holiday, you will be paid on the last day preceding the Holiday. The company is required to make tax and other deductions from your income by law. Wage attachments and garnishments may be deducted in accordance with legal obligations. The Company will not make deductions which are prohibited by the FLSA from an hourly or salaried associate’s pay. If an associate believes that an improper deduction has been made, the associate has a responsibility to contact their Regional HR manager in writing of such belief as soon as possible. Please refer to the Pay Periods and Pay Policy.
All associates will either have their paycheck directly deposited in a banking institution or receive their pay via pay card.
COMPENSATION REVIEW
Your wages/salary will generally be reviewed on an annual basis. Any wage increases are determined by the Company based on financial conditions, performance and merit. Compensation changes are based upon a variety of factors including your performance and the Company’s annual performance, as well as external benchmarking trends in the industry.
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Dress Code
Our associates represent Paradies Lagardère; the overall presentation you provide to our internal and external customers is vital. We strive to put forth a sharp, crisp and professional image at all times. Our appearance is often viewed as an extension of the quality of our work and Company standards. Hygiene is a basic factor of our appearance and dress.
In our restaurant and store environments, we have specific uniform presentation requirements:
• All associates wear name badges
• All associates wear black dress pants
• All associates wear closed toe footwear; restaurant associates must wear approved slip-proofshoes • Associates in travel essentials and warehouse locations are required to wear red polo shirts • Associates in specialty concept stores and restaurants such as Artizan, Books Brothers and boutique iStore are required to wear white or black dress shirts or the uniform specific to the concept of that platform or restaurant
For further information, please refer to the Attire and Grooming Policy.
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Absences and Leaves*
INCLEMENT WEATHER
Paradies Lagardère realizes that severe weather
conditions may occur and make it difficult for you
to report to work. If you are unable to report to
work you must notify your manager as far in
advance as possible. During inclement weather, if
you are in a full-time capacity, you may elect to
use a PTO day. Please refer to the Inclement
Weather Policy.
PTO
Paradies Lagardère values the need for time-off.
Such time provides the opportunity for our
associates to enjoy a change of pace and
recharge. Time-off requests are to be provided to
your managers in writing in advance of making
plans or purchasing tickets. Time off request are
determined at the discretion of management and
based on business needs and other requests for
time off. Please refer to the PTO Policy.
SICK
If you are ill or otherwise unable to attend work for
medical reasons for more than one day, we ask
that you provide a medical certificate regarding
your absence. If you are ill for three days or more,
you will be required to submit a medical certificate
regarding your absence. Whenever possible,
certificates should be provided in advance.
SICK (Cont.)
The Company offers paid sick time to non-exempt
associates. Sick Days become available on the
first day of the month following the first 60 days of
employment. Please refer to the Sick Policy.
Depending on the leave type and other
circumstances, Paradies Lagardère may also
request medical certification that you are cleared
to resume your duties, with or without reasonable
accommodations.
FAMILY AND MEDICAL LEAVES (USA)
Associates may be eligible for leave under the
Family and Medical Leave Act (FMLA) and other
applicable law for a variety of reasons, including
the birth or adoption of a child.
If you are entitled to leave under applicable law,
Paradies Lagardère will work with you to provide
leave in accordance with the law.
*Associates on leave do not continue to accrue PTO, Sick, and other benefits during the pendency of such leave, unless otherwise required by law.
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UNPAID LEAVE OF ABSENCE (Canada) / UNPAID PERSONAL LEAVES (USA) We will make an effort to grant necessary leaves of absence, without pay, for valid personal reasons, and for a period not exceeding thirty (30) days. In order for the company to consider such requests, the associate must submit a formal written request that conforms to the following requirements:
• The written requestmust provide full detail of reason(s) for the request • The written request must state the good faith expected return dateand • The written request must be submitted to your manager a minimum of two weeks before the leave time requested.
Your request will be considered based on, among other things, merit, years of service, staffing, and business needs. Please refer to the Personal Leave Policy.
JURY DUTY
When you receive notice to serve, alert your manager immediately and provide a copy of the official notice.
Your manager will work with you to accommodate any required time off of currently scheduled work in accordance with the law. Please refer to the Jury Duty Policy.
BEREAVEMENT LEAVE
In the unfortunate event of the death of a member of an associate’s family, an associate may take bereavement leave with pay for the purpose of arranging and/or attending the funeral. The associate should communicate with his or her manager as soon as possible in the event that the scheduled return to work date changes for any reason.
Please refer to the applicable Bereavement Leave Policy.
MILITARY LEAVE
Paradies Lagardère provides military leave to eligible associates in compliance with applicable laws, including the federal Uniformed Services Employment and Reemployment Rights Act (USERRA).
Please refer to the Military Leave Policy.
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Statutory Holidays
At Paradies Lagardère, we observe certain public Holidays. The following chart provides an observed Holiday overview for each area in which we operate.
HOLIDAYS CANADA USA ISLANDS
New Year’s Day ✓ ✓ ✓
Martin Luther King Jr ✓ ✓
Family Day ✓AB, SK, ON
Louis Riel Day ✓MB
Islander Day ✓PE
Mi’kmaq Heritage Day ✓NS
Good Friday ✓ ✓
Easter Monday ✓QC
Memorial Day ✓ ✓
Victoria Day ✓
St-Jean Baptiste Day ✓QC
Canada Day ✓
Independence Day ✓ ✓
Civic Holiday ✓
Labor Day ✓ ✓ ✓
Remembrance Day ✓
(Except MB, ON,
QC, NS)
Thanksgiving Day ✓ ✓ ✓
Christmas Day ✓ ✓ ✓
December 26 ✓
Associates will be paid for statutory Holidays according to the law governing where they work.
If the Holiday falls on a day when the associate would be off work anyway (e.g. a Sunday), another day will be selected for the Holiday.
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Your Benefits
INSURED BENEFITS
Each full-time associate of Paradies Lagardère is eligible for insured benefit coverage offered by the Company. These benefits include such programs as medical and dental coverage as well as additional optional programs. Please contact your manager for further information and visit the Company’s internet site for specific details, terms, and conditions of the available plans including the Company’s Benefits Guide.
ASSOCIATE PURCHASES
Paradies Lagardère is pleased to provide its associates with certain discounts in its retail and food and beverage operations. These discounts vary by location, commodity or product line purchased. To be eligible for available discounts, you must present your associate identification number at the time of purchase and the discount will be applied directly to the purchase. Please refer to the Associate Discount Policy
EDUCATIONAL AWARD
The Paradies Lagardère education award recognizes those associates who complete their 4-year or graduate degree while employed with Paradies Lagardère. Full and part time associates who have worked for Paradies Lagardère for twenty-four (24) consecutive months at the time of graduation may be eligible for an award of $2,000 US dollars. In order to qualify for the award, the associate must present proof of his or her degree to the support center Human Resources department and be actively employed in good standing with the Company at the time of the award payment. Please refer to the Educational Assistance Program Policy.
ASSOCIATE REFERRAL PROGRAM
The Associate Referral Bonus Program incentivizes and rewards associates of Paradies Lagardère who enrich our team by bringing new talent to our Company. A qualifying, referring Associate will receive 25,000 First Class Service Points. There is no limit to the number of referral bonuses you can earn. In order to qualify, you must refer a new candidate that is hired on your referral and works at Paradies Lagardère for at least six (6) months demonstrating favorable performance standards. Please refer to the Associate Referral Policy.
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Your Work Environment
OPEN DOOR POLICY
Our open door policy benefits associates and
management alike. If you have a suggestion or a
concern, your manager will be available to discuss
it with you. When satisfactory solutions to
problems are not resolved, you may seek
assistance from the next level of management or
through your Regional Human Resources
Manager, as appropriate. Please refer to the
Grievance Procedures and Open Door Policy
PERSONAL BELONGINGS
Paradies Lagardère cannot guarantee the security
of personal possessions you bring into the work
place. We strongly suggest that you do not bring
valuable possessions or cash to work in order to
prevent loss. Please refer to the Personal Property
Policy.
CHANGE OF ADDRESS OR STATUS
It is critical that your personal records be up-todate. You must make any updates in the HR system immediately for, among other things, any
change of address, marital status, or other
personal information changes.
EMPLOYMENT OF RELATIVES
Paradies Lagardère will give consideration to
relatives of associates who apply for open
positions. Some restrictions do apply in order to
avoid conflicts of interest, the appearance of
favoritism, and other workplace issues. Please
refer to the Employment of Relatives Policy.
TELEPHONE AND CELL PHONES
Good telephone manners include answering a call
properly, identifying yourself and your location,
directly transferring calls, and concluding calls
with courtesy and professionalism. Although
telephones are readily accessible to our
associates, our telephones are intended for
business use only. Personal local or long distance
calls are not permitted, without prior management
approval. Personal cell phones are not to be used
during working hours.
ELECTRONIC MAIL & INTERNET TECHNOLOGY
E-mail is a business tool for efficient and timely
communications within Paradies Lagardère and
among associates supporting the goals of the
Company. E-mail messages created, sent or
received on the electronic mail system are and
remain the property of Paradies Lagardère. You
should have no expectation to such E-mails.
Please refer to Electronic Communication and
Internet Use Policy.
DISCLOSURE OF ASSOCIATE INFORMATION
Requests for information in an associate’s file
must be referred to Human Resources. Access will
be provided as required by law.
In response to reference requests, it is Paradies
Lagardère’s policy to confirm only an associate’s
employment dates and last position. Salary
confirmation requests must be authorized in
writing by the associate. Paradies Lagardère will
comply with legal process including requests from
authorized law enforcement officials as well as
validly issued subpoenas. Employment
verifications will be provided through The Works
Number in the US - 1-866-604-6572; Company
Code: 15141.
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CORRECTIVE DISCIPLINARY ACTION
If an associate’s conduct has been contrary to the
policies, practices, and procedures, the associate
will be subject to the Company’s Performance
Management Policy, which includes corrective
action procedures (as appropriate) through
informal coaching and oral feedback as well as
formal written warnings and adverse employment
actions.
Associates who do not adhere to the Company’s
professional standards and policies may receive
one or more corrective action notices. The
Company generally informs the associate in
writing of the reason for such action and stating
the actual discipline imposed. For unsatisfactory
job performance or behaviors, the associate may
receive warnings and an opportunity to correct the
behavior. With more serious misconduct
associates will be subject to immediate
termination with cause. Please refer to the
Performance Management Policy.
ZERO TOLERANCE
Paradies Lagardère takes pride in being
recognized as Airport Revenue News (ARN)
Magazine’s “Best Airport Retailer” and “Retailer
with the Highest Regard for Customer Service” for
so many years and for being regarded as a longstanding leader in our industry. We take these honors very seriously and expect our associates to
observe First Class Service Programs, our rules of
conduct and our standards at all times.
Our fundamental First Class Service Program is
what sets Paradies Lagardère apart from other
concessionaires. We believe that associates who
fail to observe the basic First Class Service
initiatives do not represent Paradies Lagardère,
our mission or our core values and therefore do
not meet our employmentstandards.
Paradies Lagardère takes a zero-tolerance
approach to violations of this policy, failure to
report actual or suspected violations of the policy,
or retaliation against whistleblowers - to list only a
few. Associates that are found to have violated
this policy or retaliated against whistleblowers will
be subject to immediate termination. Please refer
to the Zero Tolerance Policy.
SAFETY
Paradies Lagardère strives to create and maintain
a safe workplace in order to minimize and/or
prevent occupational injuries and illnesses,
among other things. Consistent and continuous
efforts by all associates shall be directed to
preventing workplace accidents and maintaining a
safe, working environment. Anyone who acts in an
unsafe manner or creates an unsafe work
environment for others will be disciplined
accordingly.
Please note that you are not covered for any injury
that arises when you are off-duty or when you are
on your way to work or on your way home after
work.
The safety of our associates is very important. If
you suffer an injury at work or an injury/medical
condition that affects your ability to work, no
matter how minor, report the issue at once to your
manager and fill out a report.
Report any unsafe working conditions to
management as soon as it is safe to do so. The
goal is timely reporting to promote immediate
measures increasing safety to all affected
associates.
CONFIDENTIAL
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CONFIDENTIAL 19
Conditions of Employment
CONFIDENTIALITY
Except as expressly authorized by Paradies
Lagardère, it is the responsibility of all associates
to maintain the confidentiality of Paradies
Lagardère Business, Assets, Operations, and
documents as well as those of the Company’s
Business Partners, other associates, and
customers. Information about the Company is not
to be supplied to anyone outside of the Paradies
Lagardère organization. Notify your manager of
any person wishing to do a survey, conduct an
interview, or obtain any information about the
Company. Please refer to the Confidential
Information and Company Property Policy.
EQUAL OPPORTUNITY EMPLOYER
Paradies Lagardère is an equal opportunity
employer and, among other things, hires
individuals solely upon the basis of their job
qualification. Every effort is made to hire
associates for positions that make the best use of
their abilities where they will be able to achieve
personal satisfaction and professional
development. Please refer to the Equal
Opportunity Policy.
OUTSIDE EMPLOYMENT
When you accept employment with Paradies
Lagardère, your responsibility is to the Company.
The Company does not object to associates
accepting employment elsewhere as long as it
does not:
- Interfere with their regular or scheduled work
hours, including any required overtime;
- Present a conflict of interest or theappearance
of one;
- Cause the associate to be fatigued and affect
the performance of regular duties.
Should you have any concerns, please discuss
outside employment with your manager prior
to accepting any such position. Please refer to
the Outside Employment Policy.
CONFLICT OF INTEREST
Paradies Lagardère’s belief is that good ethics
and good business go hand-in-hand. It is the
Company’s policy to maintain the highest
standard of ethics in the conduct of its business
and in its business relations with its business
partners, associates, customers, suppliers and
others. The conduct and values of Paradies
Lagardère associates reflects upon the Company.
In order to avoid actual, potential or the
appearance of a conflict of interest, Paradies
Lagardère associates must be particularly careful.
They must not give or offer, directly or indirectly,
anything of significant value to a business
associate or government official to influence or
reward an action. Associates will not accept a
gift, favor, and payment of any kind where such
items could be viewed as creating an obligation or
influencing a business decision. It is difficult to
describe all the situations that may create or
appear to create conflicts of interest. If you are in
doubt, reach out to your manager in advance.
Please also refer to the Code of Business Conduct
Policy & the Gift Policy
SOLICITATION AND DISTRIBUTION
You are not permitted to solicit other associates or
to distribute literature during work time for any
purpose. Non-associates are also prohibited from
soliciting on Company premises for any purpose
and are not allowed to distribute literature of any
kind. Nothing in this policy is intended to violate
applicable law or individual rights. Please refer to
the Solicitations Distributions and Posting of
Materials Policy.
CONFIDENTIAL
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CONFIDENTIAL 20
LOSS PREVENTION
The Company’s Loss Prevention department is
responsible for the security, safety and protection
of the Company’s assets. Some of the Loss
Prevention duties include: training, orientations,
cash audits, bag checks, audits, tests,
investigations, inventory counts and utilization of
security equipment.
You also share in the responsibility of protecting
the Company assets and will be required to report
any policy violations, acts of dishonesty or
suspicious activities. You must participate
honestly and in good faith in any resulting
investigations.
Our Loss Prevention Confidential Hotline
number is: 1(866) 235-3877
TOBACCO AND ALCOHOL POLICY
Paradies Lagardère takes selling restricted items
like tobacco and alcohol products to minors very
seriously. Any associate, who fails to comply with
proper procedures and verify the customer’s age,
will be automatically terminated and may be
fined. Remember to ask for identification ask your
manager if you have any questions. Please refer to
the Alcohol and Tobacco Sales to Minors
Prohibited Policy
ASSOCIATE RECORDS
Your file and the information in it will be the
property of Paradies Lagardère. Your personnel
information is kept confidential unless otherwise
required.
Upon written request to Human Resources, you
may review your personnel file if permitted by
applicable law. If you find that information is
inaccurate, write a note to your manager or
Human Resources requesting the information be
corrected. Unless required by law, you will not be
entitled to make copies of personnel file(s).
PERFORMANCE APPRAISALS
Your job is an important part of the Company’s
operations. It is vital that you know your
responsibilities for contributing to the
organization’s success.
Paradies Lagardère uses performance appraisal
reviews as a valuable tool:
- Job performance standards are developed
against which the incumbent’s job
performance is evaluated;
- Managers seek to train, coach and develop
willing associates to meet or exceed job
performance standards; and
- Regular feedback is provided to associates
on their job performance.
The Company strives to provide every associate a
performance appraisal review at least once per
calendar year. Please refer to the Performance
Review Policy
CONFIDENTIAL
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CONFIDENTIAL 21
ANTI-HARASSMENT
All associates should enjoy a work atmosphere free from all forms of discrimination, including harassment on the basis of any protected category under applicable law. No associate should be subjected to harassment, including unsolicited and unwelcome sexual overtures or conduct by other associates or by persons doing business with Paradies Lagardère.
It is illegal for any associate, male or female to sexually harass any other associate making unwelcome sexual advances or requests for sexual favors a condition of an associate’s continued employment or creating an intimidating, hostile or offensive work environment by verbal, physical or visual conduct of a sexual nature Any associate who engages in any form of harassment will be subject to disciplinary action, up to and including discharge from employment.
You share in the responsibility of preventing discrimination and harassment. If you feel that you have been discriminated against, or harassed, or have knowledge of discrimination or harassment, immediately discuss your concerns with your manager or your Human Resources Manager, as appropriate. No retaliatory action will be taken against you for reporting and your other good faith actions. Please refer to the Anti-Harassment Policy.
To report any behaviors contrary to our Harassment Policy, you are to report them to your immediate supervisor or may contact your Human Resources Manager, as appropriate.
CONFIDENTIAL
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CONFIDENTIAL 22
Separation of Employment
In general, your last day worked will be considered your termination date. Insurance benefits will be discontinued as of the last day of the month worked. Other benefits (including accrual of such benefits) are tied to your last day of being an active associate and/or last day working, as appropriate. Your final paycheck will reflect regular compensation for hours worked up to your effective date of termination. You will also be paid any earned unused accrued PTO days if you provide two weeks’ notice and leave in good standing, except as otherwise required by applicable law.
VOLUNTARY – RESIGNATIONS
Resignations must be submitted in writing to your manager. Resignations may be voluntary or you and your manager may mutually agree that you resign. You will be required to give 2 weeks advance notice of your anticipated departure to be considered an associate that is leaving in good standing.
If your store closes or the Company decides to reduce the associate work force, either permanently or for a period of time, you will be notified in writing. The Company will attempt to transfer you depending on the circumstances. However, if there are no vacancies, termination and severance regulations will apply according to applicable law.
INVOLUNTARY TERMINATION
Termination from employment can also be considered with cause for any number of reasons, including for misconduct or non-compliance of our rules, regulations, practices, or policies. Termination with cause may also result from a basic failure to meet job expectations.
CONFIDENTIAL
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CONFIDENTIAL 23
Acknowledgement of Handbook & Incorporated Policies
I, ________________________________, have received a copy of the Paradies Lagardère (the “Company”) Associate Handbook, which is also maintained on the Company intranet along with a full library of applicable Company policies (collectively, the “Handbook”). I have reviewed the Handbook and understand that it is my responsibility to comply with the contents of this Handbook (and incorporated policies) as well as any revisions or modifications made over time. Furthermore, I understand that I should consult with the persons designated in the Handbook on any questions I may have and issues not addressed in the Handbook.
I have entered into my employment relationship with the Company voluntarily and understand that neither the Handbook nor any other communication by any manager or other Company representative gives me any contractual right, expressed or implied, to remain employed by the Company. The length of my employment is not for any specific time and may be terminated at will, with or without cause, for any reason, and without prior notice, just as I may resign for any reason at any time. Nothing in this Handbook guarantees any fixed terms and conditions of my employment. No partner, or other representative of the Company (except the President or his designee), has the authority to enter into any agreement for employment for any specified period of time or to make any agreement for employment other than at will or contrary to the foregoing.
I understand the following concerning the employment practices and policies of the Company:
• The Handbook, including all policies accessible on the Company’s intranet, contains policies, procedures and rules of conduct governing employment at the Company. • The benefits and policies of the Company may be changed or amended at any time, with or without notice, unless otherwise dictated by applicable law.
• Failure to abide by these and other Company policies will result in disciplinary action, up to and including termination of employment.
By signing and dating the handbook acknowledgement form, I further acknowledge that I understand and am bound by the Handbook, including but not limited to those policies listed immediately below:
• The Equal Employment Opportunity Policy;
• The Anti-Discrimination and Anti-Harassment
Policy;
• The Reasonable Accommodation Policy;
• The Anti-Retaliation Policy;
• The Drug and Alcohol-Free Workplace Policy
and Consent to Search Policy;
• The Alcohol and Tobacco Sales to Minors
Prohibited Policy;
• The Attendance Policy; and
• The Confidentiality Policy
CONFIDENTIAL
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CONFIDENTIAL 24
Important Contacts at Paradies Lagardère
Store Number _____________
Telephone Number
General Manager
Name
Telephone Number
Email Address
Regional Director
Name
Telephone Number
Email Address
Regional Human Resources Manager
Name
Office Number
Email Address
IT Service Center
1(888)701-4300
Loss Prevention Confidential HOTLINE
1(866) 235-3877
CONFIDENTIAL
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Our associates proudly represent
Paradies Lagardère, the airport, and
the city or region in which they work,
and overall presentation we provide to
our internal and external customers is
of vital importance. Our appearance
is often viewed as an extension of
our quality of work and company
standards, so we strive to put forth a
sharp, crisp, clean, and professional
image at all times.
We have uniform presentation
requirements and any associate not
properly dressed when reporting to
work may be sent home to change
prior to clocking in for the day. Every
associate is provided a set of uniforms
at the start of their employment and
additional shirts annually. For specialty
concepts and branded restaurants
associates are provided new,
seasonally appropriate uniforms every
6 months. xAll associates must wear name badges
xAirport ID badges, worn between shoulder
and waist, should be visible at all times
xAll associates wear black dress pants
xAll associates wear closed-toe and
slip-proof footwear
xAssociates in travel essentials and warehouse
locations are required to wear designated
polo shirts
xAssociates in specialty concept stores and
restaurants are required to wear white or
black dress shirts or the uniform specific to
the concept
› b | Dress Code
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We host local job fairs, post
on community and outreach
job boards, and share
openings via our careers
site and social media. We
are always on the lookout for
talented customer service
professionals and actively
seek to recruit them.
We value personal
recommendations from
our staff. Our best talent
and retention often
come through personal
endorsements.
Candidates submit resumes
and applications via our
online applicant tracking
system and are screened
based on qualifications and
experience.
Hiring managers use
consistent guides aligned
by key competencies when
conducting face-to-face
interviews. This helps to
support hiring process
consistency.
It is important that
candidates and leaders have
the opportunity to engage
and ask questions. We
require the General Manager
to interview the final
candidates to facilitate open
discussion.
After interviews are
complete, we extend offers
and conduct background
checks.
We welcome new
associates to the team with a
comprehensive onboarding
experience. Setting them up
for success is a key priority.
To provide ongoing support
and training, 90-day followup discussions take place
with the associate and their
Manager. During this time,
feedback is shared from
both parties through which
strengths are highlighted and
plans to address any areas of
opportunity are discussed.
› c | Recruiting Techniques and Sources of Labor
Hire for Passion, Train for Skill
A first-class team is important to our success. Our goal is to attract, recruit and retain the best team possible. We use the following methods to attract and identify first-class talent.
Paradies Lagardère seeks to retain the airport’s existing associates regardless of whether an airport requires it. We have found that performance is bolstered when associates are immersed in a positive culture with ongoing training and investments. In locations with an existing concessionaire, we will offer those employees first consideration in hiring. We have a long track record of successfully transitioning employees to our team. After hire, we assimilate them into our company culture and standards via the same employee training programs we use for all associates.
Retention Program
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Paradies lagardere
WE exemplify a
FAMILY CULTURE
in accordance with
our core values .
Company Benefits
We have a holistic approach to ensure we provide a quality workplace for all of our employees.
Our organization is dedicated to providing a fun atmosphere, top-notch, industry-leading training and development, opportunities for growth, and recognition for our associates’ hard work and commitment. We understand that salaries and wages important factors in attracting and retaining employees; and so is comprehensive benefits package.
HEALTH INSURANCE BENEFITS
Paradies Lagardère covers approximately $7.3 million
dollars in medical, dental, and vision employee-only
health insurance coverage, annually. We believe that
health care should be affordable and we carry the bulk of the cost for the premiums at 73 percent of the total cost leaving only 27 percent to be covered by our associates.
Our plans are structured with modest co-pays and lower
deductibles.
ADDITIONAL BENEFITS
In addition to health insurance covering medical, dental, and vision; paid time off; and flexible work schedules, we also offer a variety of optional programs, insurance, and assistance for all full time employees, spouses, domestic partners, and families as well. • Health Savings and Flexible Spending Accounts
• Short and Long Term Disability
• Life insurance
• 401k retirement and savings plan
• Emergency Assistance Fund
• Domestic Partner Benefits
• Personal Time Off
• Sick Days
• Paid Holidays
• Merchandise Discounts
• Free Uniforms/Free Parking
• Flexible Schedules
• Pet Insurance
• Education Award: Active Associates who have
worked for 24 consecutive months and may be eligible for an award of $22,000 (US) after completing a four-year or graduate degree.
• Adoption Assistance: Full- and part-time associates
with 2 years of continuous employment are eligible
for adoption assistance of up to $2,000 (US).
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EMPLOYEE
BENEFITS
MOTIVATING EMPLOYEES
To keep associates engaged, we offer many opportunities for the team to have fun at work while earning extra “rewards”. Periodic formal sales contests are created to incentivize products, promotions, or holidays. We also provide special events or treats solely meant to show our appreciation for a job well-done.
Location Sales Contests. Throughout the year, sales contests are initiated by location management or the Paradies Lagardère Support Center. Contests are designed to:
• Increase sales
• Celebrate regional events
• Motivate and teach selling techniques
• Encourage suggestive selling
• Engage and delight guests
• Introduce new menu items and provide training and education on their benefits and features of products
• Reward associates for achieving goals
• Develop teamwork
Our full-time associates also qualify for a year-end bonus if the location achieves its operating goals. This is a great daily motivator that helps keep each and every associate focused on driving the business.
GALLUP POLLS
Our people are at the core of everything we
do and achieving “Great Place to Work” status
through high employee engagement is a
company top strategic priority. We partner closely
with the Gallup organization to measure the
level of our associates’ engagement and help
our managers develop monthly action plans with
their teams to influence the biggest drivers of
engagement at work. Our associates take this
very seriously – the 2021 Gallup survey had an
amazing 93% response rate! Last but not least,
Gallup demonstrated through years of research
(37 million responses in 206 countries) a direct
correlation between high engagement and
superior business performance, which means
an engaged workforce is not only good for our
company, it’s also great news for our airport
partners and all of our guests!
Employee
Engagement
Survey
93%
“The Company Cares About Me” ...one of our
highest scored questions
response rate from our associates!
2021 Gallup survey had a
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› d | Customer Service & Merchandise Training
Customer service is
paramount to our culture
Customer service has been the foundation of our
organization and culture for decades. Our mission
statement is to maintain first class standards
that exceed the expectations of the customers
and business partners we serve. We embody an
inclusive culture, innovation, teamwork, and a
“can-do” attitude.
We believe that monitoring our operations for
customer service, speed of service, product quality,
and facility maintenance is vital to providing our
customers a high-quality experience.
Our passion for customer service aligns perfectly
with the desires of PSP travelers. Because we
work so closely with brands with elevated social
reputations, particularly those from the local
communities, we take extra care to make sure our
associates understand how crucial it is for them to
foster a warm, welcoming atmosphere. Embracing
this attitude leads to increased connection with
frequent flyers and every customer including
families with children, senior citizens, people with
disabilities, and non-English speakers.
We train our associates to adapt their greetings and
emphasize that every customer must be treated
with respect, warmth, and friendliness. Before
opening a new location, we dedicate enormous
time and energy to coaching our new hires on the
supreme importance of customer service.
Customer service is so paramount to us that a senior
executive attends every single New Hire Orientation
for the sole purpose of imparting to our associates
how very much customer service matters.
Our associates demonstrate a great personality,
smile, make eye contact, and exude warmth and
friendliness. With ongoing training and support
from our Corporate Support Center in Atlanta,
we make sure every manager and associate is
empowered to deliver the best customer service
experience possible.
AMBASSADORS TO PSP
Each associate on our team acts as an ambassador
to the airports in which we work. We spend
significant time at the beginning of each
on-boarding session educating our associates
about the airport terminals and services available
to travelers and info on the surrounding region so
they are best equipped to answer everything from
“Where’s the restroom” to “Where’s the best place
to eat in town?”
ON- AND OFFAIRPORT LOCATIONS
To bring the most unique parts
of Palm Springs and surrounding
region to the airport we work
closely with our brand partners to
ensure a seamless guest experience
that emulates the design, menu, and
culture easily recognizable from
street-side locations. We strive to
ensure that our customers will not
know the difference between their
visit to their favorite location in the
city to the one they can visit in
the airport.
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training and development approach
Our philosophy is that learning and development are part of our organization’s DNA, and each associate plays a key role in their personal development and long-tern career path planning. We believe each associate is a learner and a teacher; our strong learning and development approach is a key to our associate value and growth. We value our associates and work with them to develop their strengths. As they learn and grow we recruit them into higher positions—even transferring them to other airports where their skills may be needed.
We are committed to our program’s success and it can only be achieved by exceeding expectations. Our on-site associates make the difference and drive customer satisfaction. Through training tools, our associates develop skills and confidence to help them to achieve their highest potential. Motivated and focused associates translate into a successful and dynamic experience for travelers, day after day.
Our training approach focuses on:
Identify skill sets appropriate for success, developing a plan to align required skills with position needs, and properly recruiting associates who have the appropriate skills
Customized training schedules to ensure ongoing associate development
A blend of hands-on and classroom-style learning opportunities designed to maximize the overall training experience
Ongoing training focused on service and the importance of creating a memorable customer experience
Localized Training
How do you Palm Springs? We start by giving our staff the tools to welcome and inform PSP travelers, reinforcing what makes Palm Springs so unique, and not just a destination….it’s an experience!
Our training and development program for PSP includes
a locally-curated component developed by Visit Greater
Palm Springs (VGPS) – the Coachella Valley’s official
tourism agency.
The TEAM GPS development course includes sections on
tourism and hospitality, why tourism matters and a primer on the diversity of interests and activities the nine cities that comprise the greater Palm Springs community have to offer – with something for everyone!
› Health & Wellness
› Outdoor Activities and Points-of-Interest
› Arts
› Culinary
› LGBTQ+ Community Events
› Free Things to DO
Our PSP General Managers (GMs) are scheduled to complete their TEAM GPS course training in October, and as TEAM GPS Champions, will integrate this valuable information into our training program – bringing an added level of enthusiasm and local knowledge to our associates, who engage with PSP travelers on a daily basis.
As corporate VGPS partner, all of our employees will be offered the TEAM GPS course – and the opportunity to become a TEAM GPS Champion. GPS Champions are invited to special events, continuing education in the best sense, where they are hosted at various attractions, events and point-of-interest in the nine city GPS area.
These unique experiences arm GPS Champions with first-hand knowledge and enthusiasm.
This experience will make a lasting impact on the airport and our shared visitors to Greater Palm Springs, while supporting employee engagement and retention.
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Hop-On-Board Orientation. Every associate
goes through a standardized orientation training.
This provides a broad overview of our company
standards, expectations, values, and mission. We also
provide information on benefits, rewards, dress code,
harassment policies, and learning and development.
Computer-based Training. We provide a series of
online videos and training modules to ensure every
associate has access to standardized training on every
aspect of their job from point-of-sale training, to
receiving, to first class customer service instruction.
On-the-job Training. From integrated tours with
senior leaders and officers to detailed walks with peers and partners from other airport platforms, Paradies
Lagardère is dedicated to active and ongoing onthe-job training and a leadership model that enhances our employees’ knowledge and performance.
Training focuses on business analytics, visual merchandising, customer service, employee engagement, conflict resolution and management, and airport relationship expertise.
Skills-based Training. We provide training based on the role the associate will serve such as General Manager, Associate General Manager, or Zone Manager. These training modules provide in-depth information on every aspect of the manager’s role, their associates’ duties, and airport regulations so they can provide as much support as possible.
Brand-specific/Merchandise Training. We are focused on one store, one team with one set of standards to ensure there is no difference between the brand on the street and in the airport. Our associates are provided with comprehensive information and training on products, procedures, and initiatives for the store they serve. In many cases, a brand representative provides in-person training to deepen the understanding of their brand requirements. We want our associates to master all products, menu offerings, preparations, and ingredients so they can quickly and accurately answer customer questions. This includes knowing vegetarian, vegan, and gluten-free options and responsibly-sourced ingredients. Testing is also provided to discover strong points and challenges for the associate and identify areas for follow-up. We expect our associates to become brand ambassadors and understand the unique differentiators that set our brands apart from the rest.
WE PROVIDE MULTIPLE WAYS TO LEARN AND GROW
CENTERS OF EXCELLENCE
We created seven Centers of Excellence (COE) based at our best airport platforms across the US and Canada where we train new General Managers and Assistant General Managers. Each platform must meet a rigorous set of requirements to become a Paradies Lagardère-certified COE to ensure quality and consistency across platforms. The Centers promote consistent leadership, best practices, support, and training on all aspects of platform management and operations offering scalability to match their future platform complexity. New management hires spend two intensive weeks at the COE and an additional six weeks completing independent, computerbased training.
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› e | Food Service Training
Our Managers’ certification classes use the ServSafe® program. This course offers an unbeatable combination of current information, industry focus, operational focus, operational relevance, and real world examples. It emphasizes the importance of preventing food borne illness and possible outbreaks in the food service industry.
Participants who pass the final certification exam accredited by the American National Standards Institute (ANSI) - Conference for Food Protection (CFP) will receive a food safety certification (valid for 5 years) awarded by the National Restaurant Association Solutions, LLC. We require at least one manager who is ServSafe certified per shift to ensure standards are upheld. This certification not only applies to our food and beverage staff, it also applies to our retail managers and associates to ensure consistent safety practices for our fresh grab & go selections.
Responsible Alcohol Service. The ServSafe Alcohol® program is an intensive hands-on certification that prepares bartenders, servers, hosts, bussers, and all front-of-house staff to effectively and safely handle difficult situations in our operation. Our certified ServSafe Alcohol® trainer conducts classroom sessions at each of our locations across the country. Upon successful completion of the course and certification exam, each participant receives a card that identifies him or her as certified. The certification lasts for three years. All managers are required to maintain ServSafe Alcohol® certification, as is any team member who serves alcohol.
Food safety is of paramount importance to our staff, customers, and airport partners. We take it very seriously in our restaurants and in our retail locations where we sell bottled beverages, snacks, and grab and go options. Our teams are trained and tested regularly to maintain their education and certifications.
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ServSafe
National Restaurant Association
FOOD SAFETY INSPECTION
To ensure all of our restaurants maintain the highest
quality assurance and comply with all HACCP (Hazard
Analysis and Critical Control Points) standards, we use a third party for food safety audits. Food safety inspections are conducted to ensure that food handling processes
and facility operations meet regulatory compliance
standards. Food Safety Training Solutions, Inc. uses the recommended standards of the current FDA Food Code
for conducting risk-based inspections.
Selection of this type of service ensures that existing training, management practices, staff practices, and
operation support systems meet mandatory regulatory
requirements as well as business operation objectives or goals. Inspection parameters can be customized to meet
specific management interests and objectives.
Food safety-related risk-based conditions and practices evaluated by an inspection for regulatory compliance
include the following:
x Employee health status and reporting
x Employee personal hygiene practices
x Product approved source documentation
x Food receiving practices
x Food storage conditions, sanitation, environment and
temperature
x Food labeling practice and rotation
x Food preparation surface cleaning
x Food handling practices for thawing, cooking, cooling, and reheating
x Temperature control
x Proper date marking and labeling
x Compliance with advisory warnings
x Proper chemical storage and usage
x HACCP plan and variance status
x Water source/plumbing system protection
x Thermometer calibration
SAFETY TRAINING
We are committed to providing a safe workplace and
customer atmosphere. The safety, health, and well-being of associates and customers are of major importance to
our company. We believe that each individual working,
shopping, or dining within the company desires to
have a safe and healthful environment and our team
accepts personal responsibility for their safety and the safety of others. To assist all associates, we provide
ongoing training programs and sufficient resources to
ensure protection of all individuals, company materials, equipment, and facilities.
Safety is a part of every job and we believe that every job in both our retail stores and restaurants must be done
safely. We are committed to providing safety and health related-orientation and training for all associates at
every level of our organization. The company maintains
and supports programs to educate and familiarize
associates with safety and health procedures, rules, and safe work practices. The training classes and materials have been developed using industry best practices
criteria and site-specific data. Training may include:
x Paradies Lagardère specific accident and incident data x Hazards associated with the work area
x Hazards associated with a specific job/task
x Food and Alcohol Safety Training
x Operation of specific equipment
x Personal protective equipment
x Emergency procedures
x Associate accident reporting requirements
x Return to work program
x Any OSHA required training not included or
addressed above
Safety is a part of every job and we believe that every job can and must be done safely. We consider it equal in importance to productivity, quality, cost, and personal relationships.
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From our initial hiring practices
to the great ways we praise
our people for exceeding the
expectations of our partners
and customers, our multitiered approach to customer
service is the main reason we
are as successful of an airport
concessionaire as we are, and
have been for 60+ years.
› f | Employee Recognition Program
AWARDS & RECOGNITION:
We recognize associates who exemplify the very best in
guest service through a First-Class Service Awards and
Recognition Program. First Class Associates of the Month and Year are selected in each location and recognized in front of their peers.
The winners earn a trophy and 250,000 First Class
Service points, which can be used to purchase gift cards, electronics, and even a Caribbean cruise. Throughout
the year, sales contests are initiated by location and are designed to motivate and encourage our associates.
Our company benefits as much as our associates when
retention efforts result in promotions and careers that last. Our teams embrace the goal of engaging employees
through programs designed to spark enthusiasm, bolster
personal commitment, and build teamwork.
Scholars Program - The scholarship program allows
full-time and part-time associates to further their education and reach new heights with their careers, and offers a
low-cost pathway to a college degree. The program allows associates to transfer credits from Study.com to Thomas Edison State University, where they can complete the final requirements online and earn a Bachelor of Science in
Business Administration.
Education Award - The award recognizes those who
complete their four-year or graduate degree while
employed with Paradies Lagardère. Full and part-time
associates who have worked for our company for 24
consecutive months may be eligible for an award
of $2,000.
The Dan and Jimmy Paradies Associate Emergency
Assistance Fund - The Dan and Jimmy paradies Associate
Emergency Fund is designed to help support Paradies
Lagardère associates who are experiencing hardship
due to an unexpected event or catastrophe, such as
losses related to natural disasters or fire. Up to $1,000 per associate may be granted in a 12-month period.
Our American Dream General Manager Program - A
unique operating strategy with one stationary store
“proprietor” - the General Manager - with financial
incentives proportionate with performance. These
partners receive a monthly bonus in proportion to the
performance of their specific stores (in addition to a
base salary). This bonus is a personal and professional incentive to cultivate excellent locations with a focus on great customer service, high operational standards, high associate performance and morale, and impressive sales
record that meet our overall company goals. We view our General Managers as entrepreneurs in their own right and want them to feel a sense of ownership for their stores.
Item 3A - Page 252
Our Diversity and Inclusion Council's goal is to
drive a strategy that supports a more inclusive
culture and diverse workforce and to provide
career opportunities to improve job satisfaction
resulting in a more effective and successful
company. We believe that the greater effort we
put toward listening and implementing, the
greater our ability to build a compassionate
team that works well together and foster a
sense of belonging.
Our top priorities include:
x Ensuring the diversity in our workforce
represents the diversity in our customer base
x Increasing the diverse pipeline for talent
x Employee retention through ensuring security
and well-being at work
x Creating opportunities for all associates to
learn and grow
x Fostering job satisfaction
x Providing first-class customer egagement for
all travelers
x Ensuring a safe and inclusive environment
x Facilitating and encouraging open and honest
communication
x Collaborating with airport partners to share
best practices to improve diversity and
inclusion
x Engaging with brand and vendor partners on
best practices and accountability
x Enhancing overall corporate performance
Since standing up the Council we have:
x Raised over $10K to date for the National
Center for Civil and Human Rights via our
“All In This Together” Campaign
x Launched company-wide
Influencer Program
x Held quarterly chats available to all
associates to discuss Diversity and
Inclusion current topics (i.e. Race,
Gender, Generations, etc.)
x Developed a dashboard for KPIs on talent
and representation
x Conducted our first Gender equity study
x Developed and launched Unconscious
Bias Training for all associates
x Surveyed B2B airport partners for Diversity
and Inclusion initiatives in the marketplace
x Launched an Employee Resources Group
✮ The Airport Food & Beve ar
f noCeg
e er nce and Awards 2019
SUPERSTARS
WINNER
Best Women Leadership Initiative
– Paradies Lagardère
Star Team
– Humanity, Leadership & Inspiration
- Gregg Paradies, President & CEO
Star Team
– The MORE Marketing Campaign
Star Story
– Crystal Channel, PDX Retail
Zone Manager
We are the faces of the communities
we serve, from the C-Suite to our
frontline associates we work hard
to instill a sense of belonging
through self-identified allies and
our influencers to our Employee
Resource Groups and open dialogue.
RECENT AWARDS:
Item 3A - Page 253
Diversity s Inclusion
Respect a Voice. Inspire a Culture.
~ISt Moodie Davitt
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F 13i
WINNER
.
•
Making a difference through…
Connecting with the world.
It’s important to Paradies Lagardère and our partners to give back to the community and raise awareness about causes we believe in.
Treat our Troops
Supporting the men and women that serve or
have served has been a long-standing tradition
at Paradies Lagardère. Our most successful and
celebrated program is Treat Our Troops.
At PSP, we make weekly visits to the Bob Hope USO where we bring boxes generous donations provided by our customers.
National Charities
We have the pleasure of actively
supporting The National Center for Civil
and Human Rights, the Georgia chapter
of the National Alliance on Mental Illness
(NAMI), and No Kid Hungry®, which were
the focus of our annual corporate holiday
effort in December 2021. Understanding
the incredible work these organizations
do and the immense pressure and
challenges they’ve dealt with since COVID,
we were more than eager to deliver a
$10,000 contribution to each.
In our individual support for No Kid
Hungry®, an organization which raises
awareness and funds to end childhood
hunger in the United States, twentyfive percent of every kid’s meal sold in Paradies Lagardère restaurants and
dining locations from coast to coast,
every day, is donated to aid in this
important effort. We also activate an
awareness campaign and fundraising
drive every September, with $0.25 from
every cup of coffee sold in Paradies
Lagardère coffee shops and TravelMarts
donated to the campaign.
Connecting with the Local Community
We sponsor a variety of community events in Palm Springs and the surrounding region serving citizens in and around the Coachella Valley. We are always looking for new ways to help, and believe in making a positive difference in the lives of our employees, business partners, and guests. Our community is coast to coast.
Look what we’re already doing at PSP!
T-shirt sales at PSP Coffee House from Coachella Valley Coffee – Proceeds go to Homeless outreach projects.
Connecting with the
Aviation Industry
We actively support and donate
to industry associations that
represent and support our
partner airports: ACI, AMAC,
AAAE and its chapters.
Make a Wish – Walk for Wishes
AIRPORT MINORITY ADVISORY COUNCIL
Item 3A - Page 254
<®nnm1 -
NATIONAL CENTER FOR t NOK ID
CIVIL AND HUMAN RIGHTS !:'.!:!~~.er
***
TREAT OUR
TROOPS
•••
Small Batch Artisanal Coffee Roasting
• AIRPORTS COUNCIL
INTERNATIONAL
Giving Back
Cliff is very committed to giving back to the community by supporting urban revitalization projects, mentoring, and work training programs for at-risk youth, education, cultural institutions, the arts, and countless other groups that have the same mindset.
Partnership with
the National
LGBT Chamber
of Commerce
The NGLCC is the business voice of the
LGBTQ+ community, the largest advocacy
organization dedicated to expanding
economic opportunities and advancements
for LGBTQ+ people, and the exclusive
certifying body for LGBTQ+-owned
businesses. Coachella Valley Coffee Co. is
the only regionally recognized LGBT-owned
Coffee Roaster.
For the past few years, they have partnered
with their local non-profit “Street Life
Project” and have provided hundreds of
sleeping bags, warm blankets, and winter
coats as well as socks, shoes, and personal
care kits to help our local homeless
population. This year they are now funding
their Thursday night feeding program for
the entire homeless population in Palm
Springs. Cliff also supports our Local USO
with all their coffee needs. Coachella Valley
Coffee has teamed up with our local Safe
Schools program to offer scholarships to
our financially challenged local high school
kids as they move onto a higher education
as well as many other local causes.
"We insist that every hand that touches
our coffees is paid fairly and treated with
the utmost respect."
Item 3A - Page 255
•
Tony’s devotion to the greater
Palm Springs community is
evidenced through his multiple
acts of philanthropy, including
donating hundreds of thousands
of dollars to local charities
– amongst them: AAP Food
Samaritans and Dining Out for
Life for the Desert AIDS Project,
Palm Springs High Schools
Arts program, and providing
a scholarship fund for a DigiCom student. As a result, Tony has received the Friends for Life
Award from the Desert AIDS
Project in 2018 and the 2018-
19 City of Palm Springs Human
Rights Commission Community
Service Award. From the aromas,
to the flavors, to the magical
blend of colors, sounds and
energy, Tony strives to convey
his deep appreciation for our
Palm Springs community and
its support – and give back
TRIO-fold.
Tony serves as Board
President for AAP Food
Samaritans, which provides
nutritional support to
improve quality of lives of low income people living with HIV/AIDS and other chronic illnesses throughout the
Coachella Valley.
DAP Health continues Tony's mission to
advocate for healthcare for all citizens,
especially those facing HIV and AIDS.
Tony and his
team support the
Mizelle Center to
serve the senior
community one
meal at a time.
Gives Back
Item 3A - Page 256
Ill
1 TR.iO
.AIDS WALK TE.AM
Over the years TRIO and our extraordinarily generous guests have raised a HUGE amount of money for our local AIDS charities! Let's not stop now! So ''step up"today and support Team TRIO.
3. Maintenance Plan
Exceeding our customers’ high expectations for our facilities’ cleanliness is a priority for all team members, and we have a comprehensive system and schedule in place to ensure high standards are met and maintained. During non-operating hours, exceeding
our customers’ high expectations for our facilities’
cleanliness will be a priority to all team members. We
have a comprehensive system in place to ensure
the cleanliness of all facilities by following a strict cleaning and maintenance schedule.
In addition to daily tasks, our General Managers
and teams are responsible for completing weekly,
monthly, or yearly tasks including ensuring
all fixtures are free of major blemishes and in
good repair, floors are refinished, coolers are
cleaned, and safety gates are in excellent working
order. Beyond the routine daily/weekly/monthly
maintenance activities performed by our associates,
we have preventative maintenance agreements with
certified providers or any equipment requiring regular
upkeep such as HVAC, exhaust ducts, compressor fans,
plumbing, refrigeration units, and more. In addition to performing scheduled maintenance and periodic inspections, these trained technicians are on-call for unexpected breakdowns or emergencies.
› a | Ongoing maintenance and preventative maintenance program › b | Repair and replacement policies
EQUIPMENT AND FURNITURE UPKEEP
Equiptment and fixtures will undoubtedly get
bumped and bruised from time to time. We
will resolve any significant blemish on the
interior design or equiptment as it occurs.
Management will audit the locations monthly
to determine if any contractor is required to
repair furniture or the interior of the locations.
Our locations must be maintained in likenew condition to maintain an "Opening Day Fresh" look. We maintain an inventory of light
bulbs and fixtures to be replaced as needed.
RESPONDING TO AIRPORT REQUESTS
Our team at PSP will immediately respond
to any emergency requests from to
ensure the safety of all airport employees
and passengers. For non-emergency
maintenance requests, we will respond as
quickly as possible based on availability of
replacement materials. Our goal is to identify
and remedy any maintenance issues before
they’re ever noticed!
OPENING
DAY
FRESH
Item 3A - Page 257
GREASE INTERCEPTOR CHECKING AND
CLEANING SCHEDULE
Maintaining grease interceptors is vital to
keeping our restaurants operating smoothly
while protecting our waterways. A regular
cleaning schedule keeps wastewater from our
locations as free of excess fats, oils, and grease
as possible before moving to waste water
treatment plants. We work with each airport
individually to identify a reputable vendor and
establish a regular cleaning schedule based
on local regulations. In most cases cleaning is
performed on a monthly basis, though some
locations like coffee concepts may require less
frequent maintenance.
FIRE PREVENTION SYSTEM MAINTENANCE
Fire alarm systems are tested annually in
accordance with base building systems. Fire
extinguishers are checked monthly and are
inspected/recharged semi annually. We adhere
to all local regulations for all systems above and
beyond our internal safety requirements.
VENTILATION HOODS AND FILTERS
CHECKING AND CLEANING SCHEDULE
With open flames, hot equipment, cooking
oils, and paper supplies, restaurant kitchens
have high potential for fires to flame out
of control. We take every precaution
to proactively prevent fires using fire
prevention systems and equipment,
regular maintenance, and maintaining a
clean and safe working environment. The
first line of defense are the kitchen hoods,
which have three major components: the
hood with filters, the black iron exhaust
that ties the system to the exterior, and the
Ansul fire suppression system. Our hood
systems feature self-cleaning cycles run
nightly after shift. To avoid grease build up,
removable panels are cleaned daily at end
of shift. The black iron ducts are cleaned
quarterly, and the Ansul systems are tested
annually, at minimum.
› c | Maintenance and cleaning program
Providing first-class service includes clean
and well maintained facilities. We also
believe proper care of facilities improves the
presentation of our stores and restaurants and
contribute to additional sales volumes.
An effective preventative maintenance
program reduces repair costs and extends the
life of the equipment. That’s why in our retail
stores and restaurants, we conduct routine
inspections and maintenance of all lighting,
fixtures, displays, plumbing and HVAC systems
in accordance the airports guidelines.
Cleaning and Maintenance Schedule
Trash 2x Daily
Dusting Daily
Sweeping Daily
Mopping 3x Week
Lights Bulbs Checked 2x Week
Cooler Cleaning Monthly
Refinish Floors Yearly
Store Gates Operations Checked Monthly
Fixture/Store Safety Monthly
Carts Check Monthly
Item 3A - Page 258
..
4. Operating Plan
EXPECTED DELIVERY SCHEDULE
Purchasing and supply chain management is vital
to maintaining first-class customer service. We
have several methods to ensure we have what
the customer needs including working with more
than 200 vendor partners across all categories
of business to serve the PSP customer with a
robust merchandise assortment and ingredients
and fill in items that might be out of stock with
similar items from another vendor. As one of the
largest concessionaires we have developed lasting
relationships with large vendors and are one of
their preferred clients offering us an advantage of
being one of their top priorities for fulfilling orders.
We have successfully developed an efficient, safe,
and secure delivery and distribution program at
airports where we operate. We strive to maintain
consistent communication with airport/airline
security personnel and TSA to ensure the
programs meet all required standards.
We have associates specifically trained to manage
and coordinate concessions program deliveries,
ranging from small, local vendors to large product
providers who deliver pallets of inventory daily to
large concepts. In fact, our teams have experience
managing logistics and deliveries for not only our
products but all concessionaires in airports where
we are the lead operator.
We acknowledge and will fully comply
with the City’s policies and schedule for
deliveries to PSP.
REPLENISHMENT OF ON-SITE STOCK
Our management team closely tracks sales and
inventory to anticipate replenishment needs and
timing for deliveries. We stock as much product
as possible before and after opening hours to
meet customer needs. For products that move
quickly throughout the day, we will replenish
those items during non-peak hours avoiding any
disruption to travelers as they shop.
For dining operations we stock produce
throughout the day to ensure the freshest
ingredients are available to meet customer
demand.
STORAGE
We utilize on-site storage ares effectively,
ensuring prompt replenishment and inventory
rotations. Our systems allow us to order in “just
right” quantities, and on time deliveries.
TRASH REMOVAL AND RECYCLING
With thousands of guests a week, we realize that
our units will generate a lot of waste and trash.
We will deploy a structured and sustainable
process to handle trash and waste from our
units. Employees will rinse all aluminum cans
and plastic jugs for recycling. All glass beer
bottles from the busy bars will be recycled.
These simple systems will help reduce the
amount of waste that goes into landfills. We will
work with PSP to meet all airport trash removal
and recycling policies. Where appropriate we
will engage with waste companies specializing
in the recycling and disposal of restaurant waste.
We will train our team on the proper disposal of
materials. Recycling and waste reduction will be
an important part of our daily business practices.
› a | Plan to handle concessions servicing
SUPPORT SPACE AT PSP
For this opportunity, we respectfully
request all available space from the
airport for our storage needs. We will
return any unneeded portion.
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INTEGRATED PEST MANAGEMENT
We practice daily cleaning and sanitation
of surface areas, storage locations, and
work stations to minimize dirt, moisture,
clutter, and similar environments that
could attract pests. We use baits and traps
rather than pesticide sprays whenever
possible. When pesticides must be used,
they will be administered by a licensed
company. Unless absolutely necessary,
pesticide application will not be utilized as
a preventative measure. When pesticides
must be used, we will notify team
members, travelers, and the airport.
OUR PROCESS
We have a comprehensive system in place
to ensure the cleanliness of all facilities.
We perform daily, weekly, monthly
and quarterly maintenance that will
include cleaning and if needed, replacing
equipment and fixtures such as tile or
carpet. The General Manager determines
and establish maintenance and repair
procedures for equipment.
LIGHT AND HEAVY STORE CLEANING
During slow periods, all staff is responsible
for light cleaning and refreshing all displays
throughout our retail stores and restaurants.
During non-operating hours, exceeding our
guests’ high expectations for our facilities’
cleanliness will be a priority to all team
members.
› Washing kitchen hood
› Cleaning exhaust fans, ducts and filters
› Mopping floors
› Cleaning all counter surfaces (including
doors, and drawers), walls, and doors
› Dusting windows, mini-blinds, air
conditioner vents and wall hangings
› Washing floors, kitchen
mats, and fixtures
› Rearranging, refolding, or restocking
shelving, floor fixtures, and specialty
displays to ensure guests are treated to
an opening day fresh look -, every day
› b | Procedures for ongoing high-quality store standards
PERFORMANCE CLEANING
Our intent in this program is to use cleaning
agents with minimum bio-based percentage
contents to qualify them as eco-friendly.
These cleaning agents are part of a
comprehensive on-going effort to reduce the
exposure of users to potentially hazardous
chemical, biological, and particulate
contaminants, which adversely affect air
quality, human health, and the environment.
Training on the proper use, disposal and
recycling of chemicals will take place as part
of the new hire orientation. In tandem with
these efforts will be SDS & OSHA mandated
chemical safe handling instruction.
Item 3A - Page 260
› c | Credit and debit cards
We use an IBM cash register (model #500)
with touch screen technology and a built-in
credit card reader. To increase the speed of
each transaction, a Symbol 900 scanner is
used. The POS software package, features
“contactless” payment devices that allow our
guests to complete purchases via Apple Pay,
Android Pay, and Google Pay.
› d | Point of sale equipment and processes
We provide convenience payment
options including MasterCard, Visa,
American Express, Discover, and Diners
Club credit cards.
We also accept debit cards and
contactless payment options that allow
our guests to complete purchases via
Apple Pay, Android Pay, and Google Pay.
AliPay, Chinea Union Pay, and WeChat
are available in select locations across
the US.
Our innovative
Scan, Pay & Go
technology,
powered by
MishiPay, allows
travelers to scan
desired product
using their mobile
device, pay with a
preferred payment
format, and exit
the store without
every waiting for
the cash register.
CONTACTLESS
PAYMENT AVAILABLE
Follow these 3 steps to save time &
pay securely with your mobile device
Scan here
to start
shopping www.mishipay.shop
Powered by
MishiPay
1) Scan item barcodes to add
them to your basket
2) Pay on your device using a
variety of convenient methods
3) Leave your receipt screen
open as you exit the store
Thank you
SCAN PAY & GO
Item 3A - Page 261
IIPay Pay
111111r I! :,
• -
› e | Operational audit practices to be implemented
Dining operations will be managed by a General
Manager, per location, with a Flagship Manager
overseeing the entire platform. The Regional
Manager will visit the platform monthly,
conduct operational audits, and coordinate
Human Resource and Asset Protection audits.
With these systems in place, we can analyze
average check, average check time, top sellers,
costs of goods and historical Performance.
› f | Ongoing procedures to evaluate unit productivity
If a store is under performing to expectations the management team will take the following actions. • Evaluate Menu Mix – determine selling vs non selling
items and introduce new menu items as needed.
• Pricing – analyze whether our
pricing structure competitive
• Service – evaluate Yelp!, Google,
and internal SMG reviews.
• Brand – work with our local and national
brand partners to assist us action planning
• Marketing – make sure signage is appropriate
and technology is working properly
If actions taken fail to improve performance, we will
determine whether a brand change is necessary and take
appropriate action.
Item 3A - Page 262
› g | Quality of products, list of suppliers and frequency of deliveries As a leading retailer and restaurateur, we take pride in providing the highest quality products for an exceptional guest experience. We are intentional in selecting the best local goods and national favorites that appeal to the distinct tastes of the local area.
Our program also includes the best suppliers to ensure our operations run smoothly.
Below is a list of suppliers for our current PSP operations with delivery details:
VENDOR DELIVERY DETAILS
Amerigas Once every two months
Aramark Wednesday
Bosch Monday and Friday
Coachella Valley Coffee Sanda Rosa and Bar Fly (every Friday) PSP Coffee (as needed)
Don As needed
Heimark Wednesday
Le Chef Tuesday
Pepsi Monday
PFG/Vistar Tuesday
Produce Alliance Monday and Friday
Republic National Friday
Young’s Market (Republic National) Friday
Southern Glazer Thursday
Sysco Monday and Friday
Ecolab (pest inspection) Once monthly
› h | Ability to monitor customer wait times
We monitor customer wait times and speed of service daily through both drink and entrée ticket times. We also use kitchen display screens to actively manage customer orders in the moment. For sit-down locations, we measure the time from the moment a guest sits down until they receive their first drink. For quick serve locations, we measure from the time a guest places their order until they receive their food.
General Managers review the data and offer refresher coaching if necessary. We also use third party secret shopper service to get an unbiased view of the service we are providing. We use all this data to further train our staff, adjust menus, and modify service standards to increase overall guest satisfaction and increase speed of service.
We will also incorporate Grab technology for guests to place orders directly from their personal devices ahead of time, allowing them to skip the line! For added convenience, we will have designated areas for these customers to pick up their orders.
Item 3A - Page 263
5. Customer Service Plan
Exceeding Expectations
We believe the best way to handle complaints is to prevent them. That is why it’s mandatory that every one of our
associates promptly greets our customers in 30 seconds or less — we call this our ‘Gotta Greet’ program. We do this because we want to ensure that they feel welcome, comfortable, and at home when they walk through the front door. Our associates are our connection to our customers, and we value them
as the people who make it happen for them every day. The core of Paradies Lagardère’s Mission Statement is to exceed our customer’s expectations. A key component of keeping customers satisfied is to actively engage with them and listen to the feedback we receive.
Each manager and associate is empowered to make the
customer experience great. When we empower our associates to respond to customer’s needs, we impart how important their happiness is to us. We work closely with our associates on how to identify issues and a variety of ways to respond to them to meet the customer’s needs. Proactive customer service is a clear path to repeat visits and increased revenue.
Monitoring Customer Service
Customer service is an integral part of our company
DNA—so much so that we have an Operations Effectiveness Manager to focus the company’s efforts maximizing
customer satisfaction in every one of our restaurants.
Customer Surveys
Every Paradies Lagardère customer is invited to complete a short survey when they engage with us. A customized code, located at the bottom of their receipt, tells us the airport, location, date, time, and transaction number. The survey is tailored for each experience whether they dine in a fullservice or quick-service restaurant or purchase an item in one of our Travel Essentials stores. It asks customers to evaluate their experience in specific areas including service, food taste, and quality and any general comments they wish to make. We also ask whether the customer would like to be contacted. If yes, the customer is contacted within 24 hours by the Flagship Manager, Director of Operations,
or General Manager to address any concerns. In the end, the customer can enter into a drawing for a $500 Visa or Mastercard gift card as thanks for their time and feedback! We take these surveys very seriously and use the feedback to improve our customer service year after year. It helps us better understand our customers’ needs and use that to improve our operations and products and encourages us to push the boundaries of excellence!
We have won AXN’s Highest Regard for Customer Service award 20 times. Our excellent Mystery Shop Scores across the country—in the high 90s—prove our commitment to ongoing training.
In the event a guest is not satisfied with their meal or purchase, we take immediate action to respond. Our associates strive to improve every day on services, resulting in improved customer service scores. The following section provides more detail on our methods to achieve the highest level of customer service.
Several years ago our dining division-wide customer
survey indicated that while our baseline scores were
very good, we had certain day parts that needed a little extra attention. We challenged our teams to ensure we
provided the same exceptional service every day of the
week and every hour we were open. Our team provided
additional training, employee contests, and team
motivation for all associates. One year later, survey results showed that our scores had not only improved across
the board but that the day part that once had the lowest scores now had the highest ratings!
› a | Quality Assurance
Item 3A - Page 264
BRAND QUALITY ASSURANCE
We are proud to follow the quality assurance
procedures listed below to ensure a completely
consistent experience with what guests would expect
at street side locations:
› Request periodic meetings (no less than
quarterly) with brand partner at the
restaurant or store to discuss performance
and new brand developments.
› Provide, at our cost, badges for approved
brand representatives to access and inspect
our restaurants and stores at any given time.
› Request management assistance from the
brands including advice and written materials
concerning techniques of managing and
operating the restaurant or store including
new developments and improvements
in restaurant equipment, food products,
packaging and preparation, and retail display.
› Designate a representative who is fully
authorized to act on behalf of Paradies
Lagardère in all transactions with the brand
partner. Additionally, Paradies Lagardère
will designate an Operator, an individual
who devotes his or her full time, energy,
and best efforts to the overall day-to-day
management and operation of the restaurant
or store licensed. The Operator and any
replacement Operator must possess the
restaurant or store operating expertise
deemed necessary by the brand partner.
› Sell only the approved menu items and
will participate in all brand-specific
seasonal or limited time offers.
1 2
3 4
5 LISTEN respectfully without interruption, with eye
contact, and with a concerned countenance.
REPEAT and acknowledge relevant specific details of
the complaint to the customer so clarity is assured.
APOLOGIZE sincerely and specifically thank the
customer, repeating the details back, and indicate why
you are apologizing.
OFFER an immediate reasonable solution that satisfies
the customer (exchanges removal of charges, and refunds are all considered reasonable).
THANK the customer for bringing the problem
to your attention, provide our 1-800 number
and email address for additional concerns, and
ask if you can do anything else for them.
FIVE-STEP RESOLUTION PLAN
FOR CUSTOMER SERVICE
Paradies Lagardère will give cash refunds when the customer provides a receipt along with the merchandise. All returns without a receipt should be conducted by a Team Leader or member of our management when prompted by the register.
Refunds without a receipt can be processed as mail check refunds. Merchandise can be exchanged for an item of equal or lesser value with an original receipt.
Paradies Lagardère will respond to in-person complaints immediately. We respond to any complaints received via our 1-800 number, email, or social media within 24 hours.
Our philosophy provides every associate the immediate power to enhance a customer’s experience and to resolve a customer’s concerns, without hierarchal time-consuming hurdles.
We train our associates using a Five-Step Resolution Plan as part of our Immediate Solution Strategy. Our associates must handle complaints professionally and courteously and ensure the customers’ comments are handled appropriately based on the resolution and the methods used.
› b | Handling customer complaints
› c | Refund procedure/policy
Item 3A - Page 265
• . ................................................................................. . •
Our team has a proven track record of consistently
exceeding Mystery Shopper scores.
MYSTERY SHOPPER REPORTS
A best practice to gauge the quality of a shopping
experience is with a “customer” who understands the
standards to which we aspire.
A robust Mystery Shopper program allows us to get firsthand, immediate feedback on our locations’ appearance, merchandise, and customer service.
Our Secret Shopper feedback is taken seriously, and any suggested coaching and improvements are considered and
implemented. Mystery shops are completed each quarter
and followed up with additional training and role playing to enhance the associates’ skills.
Because a perfect score is so important we also recognize our associates with a $100 prize for each 100% score
an associate receives. We believe in the importance of
recognition on the spot.
MONITORING CUSTOMER SATISFACTION
SOCIAL MEDIA/WEB SITE
Our marketing team works diligently to
make sure that we receive all comments,
filter them to the appropriate leadership
at both the restaurant and corporate
level, and respond to 100% of customer
concerns. This includes direct comments
to the web site, social media reviews and
comments, emails, and voicemails.
INTERCEPT SURVEYS
Our team can conduct intercept surveys at the airport.
These surveys provide immediate results and can be
created online using the latest survey technologies. We can quickly and easily receive real feedback about our
brands, menus, food quality, guest services, and generate new ideas from our guests.
Item 3A - Page 266
Vino Volo, our award-winning airport wine bar
concept, will incorporate the PSP location into
its already existing loyalty program and app.
With more than 160,000 registered members
on this app, we look forward to adding Palm
Springs area wine aficionados and novices alike.
Loyalty members are dedicated to Vino Volo
and use the app to earn and use points, learn
about new wines, obtain information on special
offers, and receive exclusive experiences in our
locations when they visit.
Other Available Discounts. We are proud to offer a 20 percent discount (some exclusions apply) to partner employees and other select groups, including:
› 20% — Airport and airline employees (The most generous discounts in the industry!) Fliers and email communications will be distributed to all airport tenants and partners to advertise discount availability. › 10% — Active military in uniform, or active and retired military with current identification, and military dependents with valid identification. › 10% — Seniors, age 65 and older.
We are often asked what loyalty programs we have created as a benefit for key groups like airport/airline staff, active or retired military personnel and seniors.
We understand and respect these important consumer groups and have always chosen to provide a full, on-going discount program rather than loyalty program.
This allows each member of these groups to receive immediate benefits whether they purchase one item a year or one item every day. Simply put, we feel they have earned it for who they are and what they do or have done.
Associate Discount Program. All associates automatically receive a generous discount, including:
› Dining hourly associates who are working at the time of discount receive one free meal for every shift worked, $12.00 maximum per meal. › Dining associates off-shift will receive a 25% discount on a meal.
WE’RE ALSO LOYAL TO AIRLINE/AIRPORT STAFF,
MILITARY, AND SENIORS
› d | Customer loyalty programs and incentives
Item 3A - Page 267
VINO~VOLO
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A PARADIES LAGARDERE COMPANY
› e | Accommodating passenger four legged pets
For travelers and their furry
companions visiting our
restaurants, we will offer
water and comfortable
seating options to ensure
travelers and their furry
companions are properly
accommodated.
Traveling with four-legged
pets is not only a desire, but
a necessity. Once deemed
a trend has now become a
way of life for pet owners.
For some people, pets are
members of the family
while others require them
for emotional or physical
support. We understand
the need for pet-friendly
accommodations, and like
PSP, we welcome guests and
their four-legged pals in our
restaurants!
Item 3A - Page 268
We strive to ensure that our guests feel comfortable and at home, like family, when they walk through the front door. We’re acutely aware that travelers in the airport environment are often short on time and patience and we do everything we can to make their experience a positive one. We believe that monitoring our operations for customer service, speed of service, product quality, and facility maintenance is vital to providing our customers a high-quality experience.
We monitor speed of service daily through both drink and entrée ticket times. We also use kitchen display screens to actively manage customer orders in the moment. For sit-down locations, we measure the time from the moment a guest sits down until they receive their first drink. For quick serve locations, we measure from the time a guest places their order until they receive their food. General Managers review the data and offer refresher coaching if necessary. We also use third party secret shopper service to get an unbiased view of the service we are providing. We use all this data to further train our staff, adjust menus, and modify service standards to increase overall guest satisfaction and increase speed of service.
In addition, we have invested in a cutting-edge camera intelligence system to monitor customer wait times and staffing. We can leverage data from this technology to take actionable steps for improved operational efficiencies and overall customer satisfaction.
We also partner with Grab for mobile ordering so those who are late for their flights can still grab a bite to eat or a coffee as they run to the gate. These systems help alleviate wait times and long lines and increase sales and guest service satisfaction! We never sacrifice guest service for speed of service—it’s an all-inone, balanced package. › f | Services offered to enhance customer service
› g | Services to capture time in queue to be served
It’s All About Choice
We regularly evaluate payment alternatives to deliver the highest level of customer satisfaction. We want travelers to have complete autonomy over how they dine and
purchase goods when shopping with us.
We know that searching an airport for food isn’t fun. We make ordering easy with our grab app! Now you can see
restaurants nearby or along the way to your gate. For all of our locations, we offer the convenience of ordering from your mobile device. Travelers with time to spare can dine at one of our full service restaurants where they can order and pay via QR Code.
We also offer several ways to pay. Our POS and apps
feature “contactless” payment devices that allow our
guests to complete purchases via Apple Pay, Android Pay, and Google Pay.
PSP travelers can always count on our associates and
ambassadors to be readily available to answer questions and provide assistance with service excellence. It’s all part of our “High Tech - High Touch” service philosophy.
Item 3A - Page 269
tlPay @ Pay
Section E:
Transition
Plan
Item 3A - Page 270
Paradies lagardere TRAVEL RETAIL
•
1 | Transition Plan
Our dedicated team of Operations, Design, and Construction Managers opened and renovated more than 159 stores and restaurants in 2019, working with our highly qualified local and national architectural and construction partners. We continued to push forward through the height of the pandemic in 2020 and 2021, opening or renovating 172 stores and restaurants, keeping our traveling guests and airport co-workers supplied with the essentials they needed and more.
Looking forward to the rest of 2022 and beyond, we’re on track to complete 162 additional projects! Together, we implement key practices and philosophies to ensure an efficient and high quality development process. Our team values on-going communication on detailed plans and progress meetings (e.g., daily, weekly, and monthly).
E. Transition Plan
Operating more than 1,000 stores and restaurants, we have significant expertise in delivering well-executed designs on-time and on-budget.
As incumbent operators at PSP, we are keenly
aware of:
› Logistical challenges around site access
for materials and equipment. This has been
factored into our design strategy, capital
budgets and enclosed construction schedules.
› The need for site due diligence immediately upon
award to test current available MEP infrastructure
versus required supply to successful operate
commercial program. This will allow us to
plan for any MEP upgrades and enabling works
in the design phases and undertake work in
timely manner to not delay store openings.
This has been highlighted on our schedules.
› Peak traffic seasonality at PSP Airport.
We have planned to limit construction
interruption during peak season in our
standard process schedule and avoid it entirely
in our suggested fast track approach.
› The need to increase capacity and service
options in the PSP F&B program. Like the
city, we are anxious and excited to get
the long-anticipated new dining program
in place, and therefore have offered a
“fast track” phasing option as detailed
below. An alternate construction schedule
reflecting this option is also included.
As indicated in the fast-tracked schedule
we are willing to complete DRC approval
and commence 30% drawing process upon
notice of award in advance of official contract
being signed. With PSP’s support eliminating
a 60% design review we can ensure Phase 1
construction spaces are constructed in off
season and open significantly earlier prior to
peak season.
We have also planned temporary operations
accordingly based on whether the standard or
fast-tracked schedule approach is undertaken.
FOOD AND BEVERAGE CONSTRUCTION
STRATEGY
We fully understand the current state of the
Celebrity Bistro location and the exciting
opportunity this location presents to
revitalize the food and beverage program
at PSP. We have planned and budgeted for
a state-of-the-art commissary kitchen to
support the entire commercial program at
the Airport reducing our carbon footprint as
a centralized onsite food preparation facility.
From a front of house prospective this
location will also become a key destination
for guests and employees through our
exciting new concession program.
We plan to jump in quickly to bring this
multi-concept unit and its critical back of
house functions into service as swiftly as
possible there by adding new capacity and
lessening the impacts of renovation on the
other four locations.
Item 3A - Page 271
This location requires extensive demolition
and service enabling works which creates
a construction schedule risk. Therefore, we
have planned within our schedule to submit
a demolition permit as a separate process
and undertake the permitted demolition
work in advance of our 100% construction
document submission to PSP. This will allow
us to adjust drawings for any unforeseen site
conditions identified post demolition avoiding
construction delays.
The other location where difficult and
disruptive demolition will be required relates
to the Buzz by Bar Fly fountain location. The
fountain demolition, process and rationale
align with Celebrity Bistro location.
All demolition work has strategically been
scheduled in the off-season reducing
guest disruption.
As you can see from our schedule, we
have planned to permit all F&B locations
simultaneously and then proposed a twophase construction strategy to limit peak season disruption.
COMMUNICATION PLAN
The expeditious and timely completion of the
design and construction of each concept is of
vital importance to Paradies Lagardère, the City,
Airport stakeholders, and especially the traveler. We
prioritize quality and timely work while minimizing
disruption to ongoing operations and continuing to
serve our customers.
Through the guidance and expertise of our
experienced on-site Project Manager, and our
airport-specific Design and Construction (D&C)
team, all potential challenges or obstacles to timely
completion are identified early, with solutions for
remedies and action plans developed in advance to
minimize impacts.
Adherence to the mutually agreed upon schedule
is of paramount importance to us. Our internal
D&C team understands that we need to be:
communicative, flexible, proactive, and quickly
reactive to deliver quality construction projects in
the highly dynamic airport environment.
Communicative. We work closely with the airport,
airlines, other concessions operators, our on-site
project manager, and airport general contractor to
drive communication on a regular basis with meetings,
reports, and in-person advisement.
Proactive. Our experience allows us to identify
potential issues and formulate a plan before the issue
has an opportunity to impact the project. We know
how to adjust schedules and tasks when conditions
dictate, while maintaining our project milestones.
Reactive. We know that the airport environment
is ever-changing, and we are ready to formulate
plans to address issues when they arise. Our
team can address issues and work with the airport to
ensure that project schedules are not impacted.
We also respond to changing conditions
and opportunities. Key lessons that we apply
to each project to maximize efficiency and
success, include:
› Formal kick-off and update meetings
with the airport to build and review
schedules and expectations
› Plans to fast-track construction
documents for early approval
› Engage airport-recommended general
contractors early in the process
› Expedite the permitting process
to the extent possible
Paradies Lagardère has built locations in airports
for 62 years and has become an expert during
that time. We look forward to implementing
our successful development process at PSP
and exceeding the airport’s expectations for
construction quality and planning.
Item 3A - Page 272
TRANSITION AND PHASING PLAN
We believe in a holistic approach with proper
coordination by all parties. To maintain
adequate levels of guest service throughout
the renovation program, the proposed plan will
require additional input from the PSP staff to
take into account the entire program and what
is going through transition between the Retail
and Food & Beverage projects.
For our proposed PSP transition plan, we have
reviewed each location’s current and future
use, nearby shopping and dining options,
and whether the space is presently operating.
We then evaluated options for temporary
operations during construction, if necessary to
maintain adequate services to airport travelers,
employees and other guests.
Paradies Lagardère understands the critical
importance of ensuring the smoothest and
most efficient transition at PSP. We commit to
working hand-in-hand with all stakeholders to
ensure success throughout the process.
Our transition plan has been very carefully
thought through and is outlined in detail in the
following pages. We will develop the program
in 2 phases and anticipate that each phase will
take 9 to 12 months to complete (including
design, required reviews and permitting) with
the entire program finished within 18 to 24
months from contract execution to serving
guests in our new restaurants.
STAFFING DURING TRANSITION
We are in the fortunate position of having a
great staff already in place at PSP. Many are
long term employees on the Retail side, as
are many of the Food & Beverage staff we
relocated to Palm Springs when we jumped in
to re-open the Food & Beverage offerings. Our
staffing program ensures the highest and best
levels of customer service during the transition
period, continuing the recruiting, training and
best practices that are part of our ongoing
work to continue operating with great staff
during periods of temporary operations. In
addition to our existing staff we will:
• Draw from the pool of leadership
and talent we have cultivated
across our 100 airports
• Partner with our local brand partners to
select and train leadership and front-line
staff who are already working in their
street-side locations - developing an
expanded career path for many of them
Our professional Project Managers and
Construction Managers will support these
projects from beginning to end.
EXPERIENCED GENERAL CONTRACTORS
We will solicit local General Contractors for the
construction bid process with preference given
to those with PSP airport experience and/or
pre-approved by the City to work at PSP.
Having completed a vast number of construction
projects in airports, our team has a wealth of
knowledge that they bring to every project. We know
that building in a working airport means that we must
be flexible and ready to make changes as needed to
accommodate airport operations and passengers.
All development and installations will occur during
non-peak times, approved by PSP, to reduce impacts
to the traveling public and airport operations.
We pride ourselves on never
having missed
a store opening date!
1a | Non-Peak Hours
Item 3A - Page 273
1b. | Temporary services and merchandise to be sold
TEMPORARY KIOSKS
During the build-out phase of each store,
temporary offerings would be made
available through kiosks located in front of
the construction barricade walls or through
temporary operations within the existing
space.
We will design kiosks to reflect the local
atmosphere or brand guidelines and will
work with the manufacturer to customize
the modular pieces (coolers, etc.) to fit
the specific location needs. We will make
a significant investment to ensure quality
and customer satisfaction are maintained
during the transition and there are no major
operational impacts during construction.
On average, retail kiosks take 1-3 days
to build. We will work closely with PSP
to identify ongoing needs for potential
temp operations for maximum flexibility
throughout the construction process.
For this project, only Vino Volo will require a
tempoary kiosk. As Half Moon Empanadas
and Buzz by Bar Fly open in Phase I, TRIO
will not need temorary operations. Example
food & beverage kioks are provided here for
illustratie purposes only. The actual kiosk will
be designed keeping Palm Spring’s iconic
architecture in mind to create a cohesive
dining program.
Should shifts in seasonality or traffic between
concourses dictate it, we will review and
recommend additional temporary units or
other creative solutions where feasible.
Our temporary kiosk menu is provided on
the following page.
EXAMPLE FOOD & BEVERAGE KIOSKS
Item 3A - Page 274
Sandwiches 12.99
Turkey & Cheddar on Wheat
Smoked Turkey & Swiss
Ham & Cheddar on Jalapeño Bread
Salads 12.99
Chicken Caesar
Cobb
Wraps 11.99
Veggie
Chicken Buffalo
Turkey BLT
MENU
Cans & Bottles
Budweiser $8.00
Michelob Ultra $8.00
Speakeasy Big Daddy IPA $9.00
La Quinta Poolside Blonde $9.00
Golden Road Mango Cart $9.00
Cali Squeeze Blood Orange $9.00
Coachella Valley Desert Swarm $9.00
Ace Apple Cider $9.00
Plant Botanicals Hard Seltzer $10.00
O’doul’s $8.00
Ready to Enjoy Cocktails
Small Hand Cocktails Gin Gimlet $13.50
Small Hand Cocktails Vodka Gimlet $13.50
Small Hand Cocktails Pineapple Paloma* $15.00
Cutwater Bali Hai Tropical Tiki Rum Mai Tai* $13.50
Cutwater Bali Hai Rum Piña Colada* $13.50
Cutwater Long Island Iced Tea* $13.50
Cutwater Mango Margarita* $13.50
Cutwater Strawberry Margarita* $13.50
Cutwater Tequila Paloma* $13.50
Organic Prairie Cucumber Lemonade Vodka* $13.00
Beagans Coffee & Cream* $13.00
Line 39 Spritzer Rose Strawberry* $13.00
Line 39 Spritzer Sauvignon Blanc Lemon* $13.00
*Served neat or on the rocks
Wines
SPARKLING
Le Grande Courtage Grande Cuvee France
Blanc De Blancs Brut
$14.00
Le Grande Courtage Grande Cuvee France
Brut Rose
$14.00
WHITE
Pinot Grigio Insomnia California $14.50
Chardonnay Insomnia California $14.50
Sauvignon Blanc Essentially Geared California $13.50
ROSÉ
Rose’ Confetti Trentino Italy $13.50
Snacks 4.99-10.99
Cheese and Fruit Trays
Prepackaged Fruit Bowls
Sabra Hummus w/Pretzels
Item 3A - Page 275
CITY POINT MARKET
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• Memphis International Airport (MEM) –
The new Terminal B, which replaced former
terminals A, B & C) opened to the public
earlier this year. Paradies now operates
all 9 specialty and news/gift stores at the
new airport. We worked hand-in-hand
with airport staff and their construction
team to ensure this on-time completion.
• Louis Armstrong New Orleans
International Airport (MSY) - Paradies
Lagardère was awarded half of the retail
program for the new airport that opened in
late 2019, after years of planning. This new
terminal program required careful planning
with all parties involved as, in many
instances, base building and tenant spaces
were under construction at the same
time. It included 10 news/gift and specialty
retail stores, some operated by Paradies
Lagardère and some by subtenants,
including 2 small local woman-owned
businesses who had not operated in an
airport before. In 2021, MSY was awarded
one of the top 2021 Best Large Airports by
USA Today 10Best Readers’ Choice Award!
• Will Rogers World Airport (OKC) - Entire
airport (17 locations) – After winning
one of two hybrid retail/food and
beverage programs (8 retail and F&B
locations) during the pandemic, we were
ultimately awarded the other half (9 retail
and F&B locations) after the second
concessionaire declined to sign. This
included very careful planning and
coordination with the existing tenant
and the airport to ensure continuous
service to the traveling public.
• Salt Lake City International Airport
(SLC) - Paradies Lagardère was awarded
a retail package (11 specialty and news/
gift stores) as part of the new airport
terminal development program,
including stores operated by us and by
subtenants. Coordination, planning,
and construction was critical to ensure
we were ready to open upon terminal
opening. Paradies Lagardère was the
only tenant to meet the airports deadline
of construction completion 3 weeks
prior to opening the new terminal!
• Palm Springs International Airport
(PSP) and Myrtle Beach International
Airport (MYR) – Paradies Lagardère
stepped in to take over both construction
and operation of locations that were
vacated by the incumbent operator
soon after COVID-19 hit in 2020. Our
willingness, agility, and dedication to
partnership was critical to maintaining
service for these small airports.
TRANSITION EXPERIENCE
No other operator has more experience at transitioning new programs than Paradies Lagardère. These programs highlighted below required careful planning, coordination, design, and construction to ensure critical on-time openings include:
These examples are a small sample of recent programs where we proved to be a valued partner from the beginning and differentiated ourselves from the competition. There are many more. We understand the need to plan, coordinate, communicate, dedicate, and partner with airports and their teams to meet deadlines to ensure smooth transitions and on-time openings. In fact, we have experience at PSP in this process. What’s important to understand is the importance of not only managing our own construction and opening but working together with our subtenants (often local small business partners) across the country, large and small, to meet the same commitments.
We encourage you to speak to any of our airports about Paradies Lagardère’s commitment to meet our mutual goals of providing first-class transition plans that include interim operations during construction and timely opening of the final program based on the airports schedule.
Prior to the build-out/transition plan, we will retain a qualified, competent project manager with experience managing similar sized projects in public facilities like airports. The project manager will reside in the Palm Springs area and be dedicated solely to PSP throughout the construction project. 1c. | Experienced Project Manager
Item 3A - Page 276
AIRPORT CONCESSIONS RETAIL FOOD & BEVERAGE: CONSTRUCTION/PHASING PLAN | SEPTEMBER 2022 PARADIES LAGARDÈRE
PALM SPRINGS INTERNATIONAL AIRPORT RFP 3.
CONSTRUCTION/PHASING PLAN F&B
RFP PACKAGE BRAND PHASE 1 SQFT PHASE 2 SQFT TOTAL SQFT
F&B 1 Nine Cities Craft 1,988 1,988
F&B 2 / 3 Vino Volo 2,329 2,329
F&B 4 Commissary Kitchen, El Mirasol
QSR and Indoor/Outdoor Bar,
Coachella Valley Coffee
6,046 6,046
F&B 5 Trio 2,893 2,893
F&B 5 Half Moon Empanadas 696 696
F&B 5 Buzz By Bar Fly 464 464
TOTAL SQUARE FOOTAGE BY PHASE 9,194 5,222 14,416
PERCENTAGE OF TOTAL COMMERCIAL
PROGRAM BUILT PER PHASE
63.78% 36.22% 100.00%
Phase 1 Construction
In phase one PL will introduce to the PSP guests five new concepts offering six new hospitality experiences to create a real impact for the 2023 peak travel season.
This includes a diverse mix including:
• Nine Cities Craft – local craft beer and cocktails casual dine concept (F&B 1) • El Mirasol QSR – a local Mexican favorite brand QSR (F&B 4) • El Mirasol Bar – a unique indoor / outdoor experience with covered patio including TV’s (F&B 4)
• Coachella Valley Coffee – offering local brewed coffee, baked goods, and more (F&B 4) • Buzz by Bar Fly – exciting bar near the hold room (F&B 5) • Half Moon Empanadas – quick serveice outdoor dining experience with coffee and ready to serve drinks (F&B 5)
Phase 1 also includes the new commissary kitchen to support the entire PSP hospitality program.
F&B 4 has been deemed a priority location by PSP and PL agree so it is included in Phase 1.
Nine Cities Craft, Buzz by Bar Fly, Half Moon Empanadas have been prioritized in Phase 1 as they can be opened quickly as indicated on our schedules. Nine Cities Craft leverages much of the existing infrastructure and operational model limiting construction period.
Buzz by Bar Fly and Half Moon Empanadas will be mostly fabricated off site reducing time in construction and onsite airport disruption.
Phase 1 represents 64% of our proposed entire food and beverage program square footage.
Phase 2 Construction
Vino Volo (F&B 2/3) and Trio (F&B 5) will be permitted at the same time as Phase 1 sites.
However, they will require longer procurement and construction periods and therefore we have scheduled to commence construction in May 2024 to avoid guest disruption during the 2023 peak season on both the standard and fast-tracked schedules.
We have planned for a temporary food and beverage location at the Vino Volo site during its construction.
Trio will leverage the new Half Moon Empanadas and Buzz By Bar Fly to serve guests during construction so does not require a temporary unit that could slow completion.
Phase 2 represents the remaining 36% of our proposed food and beverage program.
Should the Airport wish these two locations to be constructed earlier or phased independently PL are happy to do so and would work with the Airport to accommodate this request and limit guest disruption during peak season 2023.
The attached phasing plans reflect the evolution of today’s dining program to the fully developed program defined here.
Item 3A - Page 277
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AIRPORT CONCESSIONS RETAIL FOOD & BEVERAGE: CONSTRUCTION/PHASING PLAN | SEPTEMBER 2022 PARADIES LAGARDÈRE
PALM SPRINGS INTERNATIONAL AIRPORT RFP 4.
Phase 1
Phase 2
F&B 4: Phase 1
(Celebrity Bistro)
F&B 1: Phase 1
(Buzz By Bar Fly)
F&B 5: Phase 1
(Fountain)
F&B 5: Phase 1
F&B 2/3: Phase 2
(PSP Coffee/Wine Bar)
F&B 5: Phase 2
(Santa Rosa
Kitchen)
CONSTRUCTION/PHASING PLAN F&B | MAP
Item 3A - Page 278
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AIRPORT CONCESSIONS RETAIL FOOD & BEVERAGE: CONSTRUCTION/PHASING PLAN | SEPTEMBER 2022 PARADIES LAGARDÈRE
PALM SPRINGS INTERNATIONAL AIRPORT RFP 5.
CONSTRUCTION/PHASING PLAN F&B: STANDARD PROCESS
ID Task
Mod
Task Name Duration Start
0 PSP F&B Package Build Out Schedule ‐ Standard Process 455 days Mon 23‐01‐02 1 1 PL Airport Design Approval & Permitting Phase (All Locations At Same Time) 177 days Mon 23‐01‐02 2 1.1 PL Contract With PSP Finalized 0 days Mon 23‐01‐02 3 1.2 DRC Approval Process 25 days Mon 23‐01‐02
4 1.2.1 PL DRC Preparation Phase (All Locations) 15 days Mon 23‐01‐02 5 1.2.2 PL DRC Presentation 0 days Fri 23‐01‐20
6 1.2.3 PSP DRC Review Period 10 days Mon 23‐01‐23
7 1.2.4 PSP DRC Issue Comments To PL 0 days Fri 23‐02‐03 8 1.3 PL Site Due Diligence / Investigation Works ‐ Infrastructure / Services Prior To DRC Presentation 10 days Mon 23‐01‐02 9 1.4 Demolition Permit Phase F&B 5 Fountain Only & Entire F&B 4 Location 63 days Mon 23‐02‐06 10 1.4.1 PL Demo Permit Design Phase ‐ F&B 5 Fountain & Entire F&B 4 Location 20 days Mon 23‐02‐06 11 1.4.2 PL Issues Demo Permit Drawings To PSP For Review 0 days Fri 23‐03‐03 12 1.4.3 PSP Demo Permit Drawing Review Period 5 days Mon 23‐03‐06 13 1.4.4 PSP Issue Demo Permit Drawing Comments To PL 0 days Fri 23‐03‐10 14 1.4.5 PL Revisions To Demo Permit Drawings 2 days Mon 23‐03‐13 15 1.4.6 PL Resubmits Demo Permit Drawings To PSP For Review 0 days Tue 23‐03‐14 16 1.4.7 PSP Demo Permit Drawing Resubmission Review Period 5 days Wed 23‐03‐15 17 1.4.8 PSP Approve PL To Submit For Demo Permit 0 days Tue 23‐03‐21 18 1.4.9 PL Prepare Demo Permit Submission 1 day Wed 23‐03‐22 19 1.4.10 PL Submit Demo Permit 0 days Wed 23‐03‐22
20 1.4.11 City Demo Permit Review Period 30 days Thu 23‐03‐23 21 1.4.12 PL Receive Demo Permit 0 days Wed 23‐05‐03
22 1.5 Build Out Permit Phase ‐ All Locations 152 days Fri 23‐02‐03 23 1.5.1 PL Approved To Start 30% (DRC comments to be incorporated in 30% submission) 0 days Fri 23‐02‐03 24 1.5.2 PL 30% Design Phase (All Locations) 20 days Mon 23‐02‐06 25 1.5.3 PL Issues 30% Drawings To PSP For Review 0 days Fri 23‐03‐03 26 1.5.4 PSP 30% Review Period 10 days Mon 23‐03‐06
27 1.5.5 PSP Issue 30% Comments To PL (30% comments to be incorporated in 60% submission) 0 days Fri 23‐03‐17 28 1.5.6 PL 60% Design Phase (All Locations) 25 days Mon 23‐03‐20 29 1.5.7 PL Issues 60% Drawings To PSP For Review 0 days Fri 23‐04‐21 30 1.5.8 PSP 60% Review Period 10 days Mon 23‐04‐24
31 1.5.9 PSP Issue 60% Comments To PL (60% comments to be incorporated in 100% submission) 0 days Fri 23‐05‐05 32 1.5.10 PL 100% Design Phase (All Locations) 30 days Mon 23‐05‐08 33 1.5.11 PL Issues 100% Drawings To PSP For Review 0 days Fri 23‐06‐16 34 1.5.12 PSP 100% Review Period 10 days Mon 23‐06‐19
35 1.5.13 PSP Issue 100% Comments To PL 0 days Fri 23‐06‐30 36 1.5.14 PL Revisions To 100% Design Phase (All Locations) 5 days Mon 23‐07‐03 37 1.5.15 PL Resubmits 100% Drawings To PSP For Review 0 days Fri 23‐07‐07 38 1.5.16 PSP 100% Resubmission Review Period 10 days Mon 23‐07‐10 39 1.5.17 PSP Approve PL To Submit For Permit 0 days Fri 23‐07‐21 40 1.5.18 PL Prepare Permit Submission 2 days Mon 23‐07‐24 41 1.5.19 PL Submit For Permit 0 days Tue 23‐07‐25
42 1.5.20 City Permit Review Period 30 days Wed 23‐07‐26 43 1.5.21 PL Receive Permit 0 days Tue 23‐09‐05
44 2 Phase 1 ‐ Construction Phase ‐ Nine Cities Craft (F&B 1) 88 days Wed 23‐09‐06 45 2.1 Ph 1 ‐ Pre Construction 3 days Wed 23‐09‐06
46 2.2 Ph 1 ‐ Construction Start 0 days Fri 23‐09‐08
47 2.3 Ph 1 ‐ Construction Period 80 days Mon 23‐09‐11
48 2.4 Ph 1 ‐ Deficiency Period 5 days Mon 24‐01‐01
49 2.5 Ph 1 ‐ Staff Training & Merchandizing 5 days Mon 24‐01‐01 50 2.6 Ph 1 ‐ Open For Business 0 days Fri 24‐01‐05
51 3 Phase 1 ‐ Construction Phase ‐ Commissary Kitchen, El Mirasol QSR and Indoor/Outdoor Bar, Coachella Valley Coffee (F&B 4) 197 days Thu 23‐05‐04 52 3.1 Demolition (Prior to Peak Season To Limit Disruption To Guests & Pick Up Site Condition in 100% Drawings) 25 days Thu 23‐05‐04 53 3.2 Ph 1 ‐ Pre Construction 3 days Wed 23‐09‐06
54 3.3 Ph 1 ‐ Construction Start 0 days Fri 23‐09‐08
55 3.4 Ph 1 ‐ Construction Period 100 days Mon 23‐09‐11 56 3.5 Ph 1 ‐ Deficiency Period 5 days Mon 24‐01‐29
57 3.6 Ph 1 ‐ Staff Training & Merchandizing 5 days Mon 24‐01‐29 58 3.7 Ph 1 ‐ Open For Business 0 days Fri 24‐02‐02
59 4 Phase 1 ‐ Construction Phase ‐ Buzz By Barfly (F&B 5) 167 days Thu 23‐05‐04 60 4.1 Demolition (Prior to Peak Season To Limit Disruption To Guests & Pick Up Site Condition in 100% Drawings) 25 days Thu 23‐05‐04 61 4.2 Offsite Fabrication 60 days Wed 23‐07‐26
62 4.3 Ph 1 ‐ Pre Construction 3 days Wed 23‐10‐18
63 4.4 Ph 1 ‐ Construction Start 0 days Fri 23‐10‐20
64 4.5 Ph 1 ‐ Construction Period 40 days Mon 23‐10‐23
65 4.6 Ph 1 ‐ Deficiency Period 5 days Mon 23‐12‐18
66 4.7 Ph 1 ‐ Staff Training & Merchandizing 5 days Mon 23‐12‐18 67 4.8 Ph 1 ‐ Open For Business 0 days Fri 23‐12‐22
68 5 Phase 1 ‐ Construction Phase ‐ Half Moon Empanadas Kiosk (F&B 5) 88 days Wed 23‐07‐26 69 5.1 Offsite Fabrication 50 days Wed 23‐07‐26
70 5.2 Ph 1 ‐ Pre Construction 3 days Wed 23‐10‐04
71 5.3 Ph 1 ‐ Construction Start 0 days Fri 23‐10‐06
72 5.4 Ph 1 ‐ Construction Period 30 days Mon 23‐10‐09
73 5.5 Ph 1 ‐ Deficiency Period 5 days Mon 23‐11‐20
74 5.6 Ph 1 ‐ Staff Training & Merchandizing 5 days Mon 23‐11‐20 75 5.7 Ph 1 ‐ Open For Business 0 days Fri 23‐11‐24
76 6 Phase 2 Construction Phase ‐ Vino Volo (Avoiding Peak Season Disruption) (F&B 2/3) 108 days Wed 24‐05‐01 77 6.1 Ph 2 ‐ Pre Construction 3 days Wed 24‐05‐01
78 6.2 Ph 2 ‐ Construction Start 0 days Fri 24‐05‐03
79 6.3 Ph 2 ‐ Construction Period 100 days Mon 24‐05‐06 80 6.4 Ph 2 ‐ Deficiency Period 5 days Mon 24‐09‐23
81 6.5 Ph 2 ‐ Staff Training & Merchandizing 5 days Mon 24‐09‐23 82 6.6 Ph 2 ‐ Open For Business 0 days Fri 24‐09‐27
83 7 Phase 2 Construction Phase ‐ Trio Main Restaurant & Patio (Avoiding Peak Season Disruption) (F&B 5) 108 days Wed 24‐05‐01 84 7.1 Ph 2 ‐ Pre Construction 3 days Wed 24‐05‐01
85 7.2 Ph 2 ‐ Construction Start 0 days Fri 24‐05‐03
86 7.3 Ph 2 ‐ Construction Period 100 days Mon 24‐05‐06 87 7.4 Ph 2 ‐ Deficiency Period 5 days Mon 24‐09‐23
88 7.5 Ph 2 ‐ Staff Training & Merchandizing 5 days Mon 24‐09‐23 89 7.6 Ph 2 ‐ Open For Business 0 days Fri 24‐09‐27
01-02
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12-1812-2501-0101-0801-1501-2201-2902-0502-1202-1902-2603-0503-1203-1903-2604-0204-0904-1604-2304-3005-0705-1405-2105-2806-0406-1106-1806-2507-0207-0907-1607-2307-3008-0608-1308-2008-2709-0309-1009-1709-2410-0110-0810-1510-2210-2911-0511-1211-1911-2612-0312-1012-1712-2412-3101-0701-1401-2101-2802-0402-1102-1802-2503-0303-1003-1703-2403-3104-0704-1404-2104-2805-0505-1205-1905-2606-0206-0906-1606-2306-3007-0707-1407-2107-2808-0408-1108-1808-2509-0109-0809-1509-2209-2910-0610 ber 2023 January 2023 February 2023 March 2023 April 2023 May 2023 June 2023 July 2023 August 2023 September 2023 October 2023 November 2023 December 2024 January 2024 February 2024 March 2024 April 2024 May 2024 June 2024 July 2024 August 2024 September 2024 Octob Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress
Project: PSP F&B Package Build
Date: Fri 22-09-09
Item 3A - Page 279
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Paradies lagardere TRAVEL RETAIL smarL
AIRPORT CONCESSIONS RETAIL FOOD & BEVERAGE: CONSTRUCTION/PHASING PLAN | SEPTEMBER 2022 PARADIES LAGARDÈRE
PALM SPRINGS INTERNATIONAL AIRPORT RFP 6.
CONSTRUCTION/PHASING PLAN F&B: FAST TRACKED PROCESS
ID Task
Mod
Task Name Duration Start Finish
0 PSP F&B Package Build Out Schedule ‐ Fast Tracked Process 499 days Tue 22‐11‐01 Fri 24‐09‐27 1 1 PL Airport Design Approval & Permitting Phase (All Locations At Same Time) 162 days Tue 22‐11‐01 Wed 23‐06‐14 2 1.1 PL Notice Of Award From PSP (PL start design process prior to City sign off at risk) 0 days Tue 22‐11‐01 Tue 22‐11‐01 3 1.2 PL Contract With PSP Finalized 0 days Mon 23‐01‐02 Mon 23‐01‐02 4 1.3 DRC Approval Process 25 days Tue 22‐11‐01 Mon 22‐12‐05 5 1.3.1 PL DRC Preparation Phase (All Locations) 15 days Tue 22‐11‐01 Mon 22‐11‐21 6 1.3.2 PL DRC Presentation 0 days Mon 22‐11‐21 Mon 22‐11‐21 7 1.3.3 PSP DRC Review Period 10 days Tue 22‐11‐22 Mon 22‐12‐05 8 1.3.4 PSP DRC Issue Comments To PL 0 days Mon 22‐12‐05 Mon 22‐12‐05 9 1.4 PL Site Due Diligence / Investigation Works ‐ Infrastructure / Services Prior To DRC Presentation 10 days Tue 22‐11‐01 Mon 22‐11‐14 10 1.5 Demolition Permit Phase F&B 5 Fountain Only & Entire F&B 4 Location 63 days Tue 22‐12‐06 Thu 23‐03‐02 11 1.5.1 PL Demo Permit Design Phase ‐ F&B 5 Fountain & Entire F&B 4 Location 20 days Tue 22‐12‐06 Mon 23‐01‐02 12 1.5.2 PL Issues Demo Permit Drawings To PSP For Review 0 days Mon 23‐01‐02 Mon 23‐01‐02 13 1.5.3 PSP Demo Permit Drawing Review Period 5 days Tue 23‐01‐03 Mon 23‐01‐09 14 1.5.4 PSP Issue Demo Permit Drawing Comments To PL 0 days Mon 23‐01‐09 Mon 23‐01‐09 15 1.5.5 PL Revisions To Demo Permit Drawings 2 days Tue 23‐01‐10 Wed 23‐01‐11 16 1.5.6 PL Resubmits Demo Permit Drawings To PSP For Review 0 days Wed 23‐01‐11 Wed 23‐01‐11 17 1.5.7 PSP Demo Permit Drawing Resubmission Review Period 5 days Thu 23‐01‐12 Wed 23‐01‐18 18 1.5.8 PSP Approve PL To Submit For Demo Permit 0 days Wed 23‐01‐18 Wed 23‐01‐18 19 1.5.9 PL Prepare Demo Permit Submission 1 day Thu 23‐01‐19 Thu 23‐01‐19 20 1.5.10 PL Submit Demo Permit 0 days Thu 23‐01‐19 Thu 23‐01‐19 21 1.5.11 City Demo Permit Review Period 30 days Fri 23‐01‐20 Thu 23‐03‐02 22 1.5.12 PL Receive Demo Permit 0 days Thu 23‐03‐02 Thu 23‐03‐02 23 1.6 Build Out Permit Phase ‐ All Locations (30%/100% Only ‐ Eliminated 60%) 137 days Mon 22‐12‐05 Wed 23‐06‐14 24 1.6.1 PL Approved To Start 30% (DRC comments to be incorporated in 30% submission) 0 days Mon 22‐12‐05 Mon 22‐12‐05 25 1.6.2 PL 30% Design Phase (All Locations) 20 days Tue 22‐12‐06 Mon 23‐01‐02 26 1.6.3 PL Issues 30% Drawings To PSP For Review 0 days Mon 23‐01‐02 Mon 23‐01‐02 27 1.6.4 PSP 30% Review Period 10 days Tue 23‐01‐03 Mon 23‐01‐16 28 1.6.5 PSP Issue 30% Comments To PL (30% comments to be incorporated in 60% submission) 0 days Mon 23‐01‐16 Mon 23‐01‐16 29 1.6.6 PL 100% Design Phase (All Locations) 40 days Tue 23‐01‐17 Mon 23‐03‐13 30 1.6.7 PL Issues 100% Drawings To PSP For Review 0 days Mon 23‐03‐13 Mon 23‐03‐13 31 1.6.8 PSP 100% Review Period 10 days Tue 23‐03‐14 Mon 23‐03‐27 32 1.6.9 PSP Issue 100% Comments To PL 0 days Mon 23‐03‐27 Mon 23‐03‐27 33 1.6.10 PL Revisions To 100% Design Phase (All Locations) 15 days Tue 23‐03‐28 Mon 23‐04‐17 34 1.6.11 PL Resubmits 100% Drawings To PSP For Review 0 days Mon 23‐04‐17 Mon 23‐04‐17 35 1.6.12 PSP 100% Resubmission Review Period 10 days Tue 23‐04‐18 Mon 23‐05‐01 36 1.6.13 PSP Approve PL To Submit For Permit 0 days Mon 23‐05‐01 Mon 23‐05‐01 37 1.6.14 PL Prepare Permit Submission 2 days Tue 23‐05‐02 Wed 23‐05‐03 38 1.6.15 PL Submit For Permit 0 days Wed 23‐05‐03 Wed 23‐05‐03 39 1.6.16 City Permit Review Period 30 days Thu 23‐05‐04 Wed 23‐06‐14 40 1.6.17 PL Receive Permit 0 days Wed 23‐06‐14 Wed 23‐06‐14 41 2 Phase 1 ‐ Construction Phase ‐ Nine Cities Craft (F&B 1) 88 days Thu 23‐06‐15 Mon 23‐10‐16 42 2.1 Ph 1 ‐ Pre Construction 3 days Thu 23‐06‐15 Mon 23‐06‐19 43 2.2 Ph 1 ‐ Construction Start 0 days Mon 23‐06‐19 Mon 23‐06‐19 44 2.3 Ph 1 ‐ Construction Period 80 days Tue 23‐06‐20 Mon 23‐10‐09 45 2.4 Ph 1 ‐ Deficiency Period 5 days Tue 23‐10‐10 Mon 23‐10‐16 46 2.5 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐10‐10 Mon 23‐10‐16 47 2.6 Ph 1 ‐ Open For Business 0 days Mon 23‐10‐16 Mon 23‐10‐16 48 3 Phase 1 ‐ Construction Phase ‐ Commissary Kitchen, El Mirasol QSR and Indoor/Outdoor Bar, Coachella Valley Coffee (F&B 4) 182 days Fri 23‐03‐03 Mon 23‐11‐13 49 3.1 Demolition (Prior to Construction Fit Out ‐ Site Conditions Picked Up In PL 100% Drawing Resubmission) 25 days Fri 23‐03‐03 Thu 23‐04‐06 50 3.2 Ph 1 ‐ Pre Construction 3 days Thu 23‐06‐15 Mon 23‐06‐19 51 3.3 Ph 1 ‐ Construction Start 0 days Mon 23‐06‐19 Mon 23‐06‐19 52 3.4 Ph 1 ‐ Construction Period 100 days Tue 23‐06‐20 Mon 23‐11‐06 53 3.5 Ph 1 ‐ Deficiency Period 5 days Tue 23‐11‐07 Mon 23‐11‐13 54 3.6 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐11‐07 Mon 23‐11‐13 55 3.7 Ph 1 ‐ Open For Business 0 days Mon 23‐11‐13 Mon 23‐11‐13 56 4 Phase 1 ‐ Construction Phase ‐ Buzz By Barfly (F&B 5) 152 days Fri 23‐03‐03 Mon 23‐10‐02 57 4.1 Demolition (Prior to Construction Fit Out ‐ Site Conditions Picked Up In PL 100% Drawing Resubmission) 25 days Fri 23‐03‐03 Thu 23‐04‐06 58 4.2 Offsite Fabrication 60 days Thu 23‐05‐04 Wed 23‐07‐26 59 4.3 Ph 1 ‐ Pre Construction 3 days Thu 23‐07‐27 Mon 23‐07‐31 60 4.4 Ph 1 ‐ Construction Start 0 days Mon 23‐07‐31 Mon 23‐07‐31 61 4.5 Ph 1 ‐ Construction Period 40 days Tue 23‐08‐01 Mon 23‐09‐25 62 4.6 Ph 1 ‐ Deficiency Period 5 days Tue 23‐09‐26 Mon 23‐10‐02 63 4.7 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐09‐26 Mon 23‐10‐02 64 4.8 Ph 1 ‐ Open For Business 0 days Mon 23‐10‐02 Mon 23‐10‐02 65 5 Phase 1 ‐ Construction Phase ‐ Half Moon Empanadas Kiosk (F&B 5) 88 days Thu 23‐05‐04 Mon 23‐09‐04 66 5.1 Offsite Fabrication 50 days Thu 23‐05‐04 Wed 23‐07‐12 67 5.2 Ph 1 ‐ Pre Construction 3 days Thu 23‐07‐13 Mon 23‐07‐17 68 5.3 Ph 1 ‐ Construction Start 0 days Mon 23‐07‐17 Mon 23‐07‐17 69 5.4 Ph 1 ‐ Construction Period 30 days Tue 23‐07‐18 Mon 23‐08‐28 70 5.5 Ph 1 ‐ Deficiency Period 5 days Tue 23‐08‐29 Mon 23‐09‐04 71 5.6 Ph 1 ‐ Staff Training & Merchandizing 5 days Tue 23‐08‐29 Mon 23‐09‐04 72 5.7 Ph 1 ‐ Open For Business 0 days Mon 23‐09‐04 Mon 23‐09‐04 73 6 Phase 2 Construction Phase ‐ Vino Volo (Avoiding Peak Season Disruption) (F&B 2/3) 108 days Wed 24‐05‐01 Fri 24‐09‐27 74 6.1 Ph 2 ‐ Pre Construction 3 days Wed 24‐05‐01 Fri 24‐05‐03 75 6.2 Ph 2 ‐ Construction Start 0 days Fri 24‐05‐03 Fri 24‐05‐03 76 6.3 Ph 2 ‐ Construction Period 100 days Mon 24‐05‐06 Fri 24‐09‐20 77 6.4 Ph 2 ‐ Deficiency Period 5 days Mon 24‐09‐23 Fri 24‐09‐27 78 6.5 Ph 2 ‐ Staff Training & Merchandizing 5 days Mon 24‐09‐23 Fri 24‐09‐27 79 6.6 Ph 2 ‐ Open For Business 0 days Fri 24‐09‐27 Fri 24‐09‐27 80 7 Phase 2 Construction Phase ‐ Trio Main Restaurant & Patio (Avoiding Peak Season Disruption) (F&B 5) 108 days Wed 24‐05‐01 Fri 24‐09‐27 81 7.1 Ph 2 ‐ Pre Construction 3 days Wed 24‐05‐01 Fri 24‐05‐03 82 7.2 Ph 2 ‐ Construction Start 0 days Fri 24‐05‐03 Fri 24‐05‐03 83 7.3 Ph 2 ‐ Construction Period 100 days Mon 24‐05‐06 Fri 24‐09‐20 84 7.4 Ph 2 ‐ Deficiency Period 5 days Mon 24‐09‐23 Fri 24‐09‐27 85 7.5 Ph 2 ‐ Staff Training & Merchandizing 5 days Mon 24‐09‐23 Fri 24‐09‐27 86 7.6 Ph 2 ‐ Open For Business 0 days Fri 24‐09‐27 Fri 24‐09‐27 11-01
01-02
11-21
12-05
01-02
01-09
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06-14
06-19
10-16
06-19
11-13
07-31
10-02
07-17
09-04
05-03
09-27
05-03
09-27
10-1610-2310-3011-0611-1311-2011-2712-0412-1112-1812-2501-0101-0801-1501-2201-2902-0502-1202-1902-2603-0503-1203-1903-2604-0204-0904-1604-2304-3005-0705-1405-2105-2806-0406-1106-1806-2507-0207-0907-1607-2307-3008-0608-1308-2008-2709-0309-1009-1709-2410-0110-0810-1510-2210-2911-0511-1211-1911-2612-0312-1012-1712-2412-3101-0701-1401-2101-2802-0402-1102-1802-2503-0303-1003-1703-2403-3104-0704-1404-2104-2805-0505-1205-1905-2606-0206-0906-1606-2306-3007-0707-1407-2107-2808-0408-1108-1808-2509-0109-0809-1509-2209-2910-061 ober 2022 November 2022 December 2023 January 2023 February 2023 March 2023 April 2023 May 2023 June 2023 July 2023 August 2023 September 2023 October 2023 November 2023 December 2024 January 2024 February 2024 March 2024 April 2024 May 2024 June 2024 July 2024 August 2024 September 2024 Oc Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress
Project: PSP F&B Package Build
Date: Fri 22-09-09
Item 3A - Page 280
..
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Paradies lagardere TRAVEL RETAIL smarL
Kathryn Doherty
Senior Director of Design
and Construction
Kathryn directs Paradies Lagardère’s
design and construction teams for
airport retail and dining locations.
She calls on her experience designing
and constructing large and small
developments including skyscrapers,
retail, food and beverage, and salons
and spas to create a holistic approach
focused on strategy and success.
Kathryn is driven to create projects
that focus on the end user, involve
stakeholders from inception, ensure
seamless integration of aesthetics, and
incorporate historical successes with
individual solutions.
Meet our Design Team
Beth Coburn
Director of Construction, Dining Division
Beth is the Director of Construction for
our Dining Division. She has over 30 years’
experience in the construction industry.
Shortly after earning her MBA with a focus
on operations management, Beth joined
a general contracting firm in Boston MA
as a project finance manager. She worked
on the General Contracting side of the
business filling every role from estimator,
superintendent, project manager to
project executive. In early 2000, Beth
switched gears and began representing the
Owner/Operator side of the equation as
the Director of Design and Construction
for a regional Bakery Café Brand. Since
that time, she has worked in the US and
several countries internationally as both a
construction director and an operations
manager for food and beverage concepts
but her first love and favorite role is building
specialty interiors, particularly restaurants.
She has been with the Paradies team four
and half years.
› OKC: Starbucks, Bar Ciccheti,
Full Circle Bookstore, Nashbird,
Plenty Mercantile, Elemental
Coffee, Commonplace Books,
KWTV News 9, Caribou Coffee,
Freddy’s Frozen Custard &
Steakburgers, Fuzzy’s Taco Shop,
Dylan’s Candy Bar, Elemental
Coffee, Tin Lizzie’s, Hatch Early
Mood Food, Osteria, CNBC Next
Gen, Tripadvisor, Brooks Brothers,
iStore Express, Vino Volo
› SLC: Maverik, Liberty Park, Hip
& Humble, No Boundaries, KSL
Featuring the King’s English
Bookshop, Tripadvisor, CNBC
› SAT: Local Coffee, Merit Coffee,
Boss Bagels, Smoke Shack,
Sip Brew Bar & Market
› YYZ: Relay, Lolë Yoga,
and Tripadvisor
RECENT PROJECT WORK:
› ATL: 2018: Wendy’s ATL B
› DTW: Air Margaritaville,
Detroit Street Café, Atwater
Brewery, MOD Pizza
› DFW: CFA DFW D, Brewed DFW D
› SAT: Boss Bagels, Merit Coffee
(formerly known as Local,
Smoke Shack, Sip and Brew
› OKC: Vino Volo, Starbucks,
Freddy’s, Tropical Smoothie
RECENT PROJECT WORK:
Item 3A - Page 281
Architectural Design Teams
Paradies Lagardère is proud to present our architectural design teams including, SmartDesign (Smart) our long time airport design partner and a new addition to our team, Cioffi Architect, based locally in Palm Springs. We have worked with Smart on numerous projects, and their design team is well-versed in airport retail design having completed design projects for JFK, LAX, DEN, and as far away as Abu Dhabi International Airport. We’re thrilled to have Cioffi Architects on our team for their local experience and expertise in all aspects of local codes, permitting, and construction teams, including work at PSP.
Smart creates innovative branded environments
around the world. A full in-house team of interior
designers, food service consultants, graphic
designers and brand strategists, Smart specializes in
creating and maximizing revenue opportunities for
retail and hospitality industries all over the world. It is their unique understanding of consumer behavior
and global trends coupled with creative talent
and solid strategic thinking that has helped airport
authorities and operators to not only meet but also
exceed their business goals.
Through extensive experience, Smart provides a
true understanding of passenger behavior. They
understand how passengers think, how they feel
and how they act. And through smart planning
and functional design, they effectively influence
passenger behavior at key touch points throughout
the airport process. It is this strategic approach
to planning and design that allows us to create
smarter environments that cater to passengers while
garnering a higher return on the design investment.
As a full-service firm, SmartDesign Group (“Smart”) focuses on the creation and development of commercial success and customer engagement through design. Smart is considered to be one of the world’s leading airport specialists, has contributed to the commercial success of more than 120 airports worldwide and continues to pioneer new developments in non-aeronautical revenue streams.
Item 3A - Page 282
sm
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WILL ROGERS WORLO AIRPORT
Recent Project Work
• Jorge Chávez International Airport, Lima, Peru
• Philadelphia International Airport, USA
• Boston Logan International Airport, USA
• BC Place Stadium, Vancouver, Canada
• Hartsfield-Jackson Atlanta International Airport
• Dallas Fort/Worth International Airport, USA
• Denver International Airport, USA
• Reagan International Airport, USA
• Hamad International Airport, Qatar
• JFK Terminal 5 Jet Blue, USA
• LAX International Terminal, USA
• JFK Terminal 4, USA
Neal Sims CPA CGA, MBA
Commercial Director
15+ Years Experience
In the Industry
Client
Relations
Strategic
Planning
Business
Development
As Commercial Director, Neal ensures that all
Smart projects are grounded in data and make as
much commercial sense as they do visual. His keen
eye for detail and culture building style make him
the glue of the organization.
Recent Project Work
• Milwaukee International Airport, USA
• San Antonio International Airport, USA
• Sacramento International Airport, USA
• Seattle Tacoma International Airport, USA
• Muscat International Airport, OM
• Hamad International Airport, QAT
• Montréal-Pierre Elliott Trudeau International
Airport, CA
• Joseph Richards Group, Chapter Estates
Winery, Vancouver, CA
Aarti Bhagat
BSc (Hons), DID, RID, LEED AP ID+C
Senior Interior Designer
6+ Years Experience
In the Industry
Interior
Design
Construction
Documents
Design
Development
Recent Project Work
• TAV Airline Lounges – various, North America
• Paradies Lagardère – various, North America
• Pacific Farms Market, Vancouver Int. Airport
• Oklahoma City International Airport, USA
• Bermuda Airport Lounge
• Oslo International Airport, Norway
• JFK T5—Jet Blue, New York
• Manchester Airport, UK
• BC Ferries— Multiple Vessels
• Open Road Toyota, Vancouver, Canada
• Jorge Chávez International Airport, Lima, Peru
Yumi Simonson B.Des
Senior Graphic Designer
8+ Years Experience
In the Industry
Graphic
Design
Brand
Development
Concept
Design
KEY PERSONNEL
SMARTDESIGN GROUP
Recent Project Work
• First United Church, Vancouver
• Vino Volo, OKC, Will Rogers World Airport
• Delores Park Cafe, San Francisco Int. Airport
• Pacific Farms Market, Vancouver Int. Airport
• Ancora Restaurant, West Vancouver
• Stanley Park Brewing, Vancouver
• British Columbia Institute of Technology
• Auckland International Airport
• San Antonio International Airport
• West Palm Beach International Airport
Jose Mendez B.ARCH, RED SEAL
Project Designer Hospitality
6+ Years Experience
In the Industry
Concept
Development
Food Service
Design
Construction
Documents &
Administration
Item 3A - Page 283
0 0
0 0
Cioffi Architects have recent PSP airport experience and will be invaluable throughout the design and construction process.
Areas of support include:
› Local code requirement advisory and
compliance – 30%, 60%, 100% drawings
› Permitting process with City
› Onsite construction observation
› Support with airport site meetings
James Cioffi’s leadership
in the modern movement
has helped to form
new ideas and exciting
directions in design and
architecture throughout
the Coachella Valley – and
beyond. Through 40 years
of excellence, the firm
continues to explore and
present new and cuttingedge concepts. Brandon
Newell and Ruth Falabella
will also support the project
Palm Springs-based Cioffi Architect are experts in their field focusing on commercial and residential properties in Coachella Valley. Their expertise includes hospitality, master planning historic conservation, and project management and integrating Palm Springs mid-century style into their projects across the city.
Item 3A - Page 284
Cioffi
ARCHITECT
Section F:
Forms
Item 3A - Page 285
Paradies lagardere TRAVEL RETAIL
•
SECTION 7 – RFP FORMS
ATTACHMENT “A”- Signature Authorization Form, including Addenda acknowledgment. *Must be completed and included with Work/Technical Proposal electronic file #1.
ATTACHMENT “B” - Non-Collusion Affidavit Form. *Must be completed and included with Work/Technical Proposal electronic file #1.
ATTACHMENT “C” – No Conflict of Interest and Non-Discrimination Form. *Must be completed and included with Work/Technical Proposal electronic file #1.
ATTACHMENT “D” – Business Disclosure Form. *Must be completed and included with Work/Technical Proposal electronic file #1.
ATTACHMENT “E” – Reference Form. *Must be completed and included with Work/Technical Proposal electronic file #1.
ATTACHMENT “F” – Pricing/Financial Forms (F1-F3). *Must be completed and included as the Cost Proposal for electronic file #2.
ATTACHMENT “G” – Federal Aviation Administration Solicitation provisions and Forms – *Must be completed and included with Work/Technical Proposal electronic file #1.
Item 3A - Page 286
ATTACHMENT “A”
SIGNATURE AUTHORIZATION
REQUESTS FOR PROPOSALS (RFP 10-22)
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR
TECHNICAL/WORK PROPOSAL (Electronic File #1)*
NAME OF COMPANY(PROPOSER):
________________________________________________________________________
BUSINESS
ADDRESS:___________________________________________________________ ________________________________________________________________________ TELEPHONE: ______________CELL PHONE___________ ___FAX______________ CONTACT PERSON____________________EMAIL ADDRESS____________________ A. I hereby certify that I have the authority to submit this Proposal to the City of Palm Springs for the above listed individual or company. I certify that I have the authority to bind myself/this company in a contract should I be successful in my proposal. ____________________________________________________
PRINTED NAME AND TITLE
____________________________________________________
SIGNATURE AND DATE
B. The following information relates to the legal contractor listed above, whether an individual or a company. Place check marks as appropriate:
1. If successful, the contract language should refer to me/my company as:
____ An individual;
____ A partnership, Partners’ names:
____ A company;
____ A corporation If a corporation, organized in the state of: __________
2. My tax identification number is: ___________________________________ Please check below IF your firm qualifies as a Local Business as defined in the RFP:
____ A Local Business (licensed within the jurisdiction of the Coachella Valley).
Copy of current business license is required to be attached to this document.
ADDENDA ACKNOWLEDGMENT:
Acknowledgment of Receipt of any Addenda issued by the City for this RFP is required by including the acknowledgment with your proposal. Failure to acknowledge the Addenda issued may result in your proposal being deemed non-responsive.
In the space provided below, please acknowledge receipt of each Addenda:
Addendum(s) # _______________ is/are hereby acknowledged.
Paradies Lagardère @PSP, LLC
2849 Paces Ferry Road, Overlook 1, Suite 400
Atlanta, GA 30339
404-344-7905 404-210-7504 404-349-3226
Gregg Paradies [email protected]
Gregg Paradies, President
X California
88-3858728
1, 2 3
September 19, 2022
Item 3A - Page 287
ATTACHMENT “B”
NON-COLLUSION AFFIDAVIT
REQUESTS FOR PROPOSALS (RFP 10-22)
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
*THIS FORM MUST BE COMPLETED EXECUTED BY PROPOSER AND SUBMITTED
WITH YOUR TECHNICAL/WORK PROPOSAL
The undersigned, deposes and says that he or she is
of
the party making the foregoing Proposal. That the Proposal is not made in the interests of, or on the behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the Proposal is genuine and not collusive or sham; that the Proposer has not directly or indirectly induced or solicited any other Proposer to put in a false or sham Proposal, and has not directly or indirectly colluded, conspired, connived, or agreed with any Proposer or anyone else to put in a sham Proposal, or that anyone shall refrain from Proposing; that the Proposer has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Proposal price of the Proposer or any other Proposer, or to fix any overhead, profit, or cost element of the Proposal price, or of that of any other Proposer, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the Proposal are true; and, further, that the Proposer has not, directly or indirectly, submitted his or her Proposal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereof, or paid, and will not pay, any fee to any corporation, partnership, company, association, organization, Proposal depository, or any other member or agent thereof to effectuate a collusive or sham Proposal.
Signature: ______________________________________________ Title: _____________________________________________
Date: ______________________
Gregg Paradies, President Paradies Lagardere @ PSP, LLC President
September 19, 2022
Item 3A - Page 288
ATTACHMENT “C”
CITY OF PALM SPRINGS, CA
CONFLICT OF INTEREST AND NON-DISCRIMINATION CERTIFICATION REQUEST FOR PROPOSAL (RFP 10-22)
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR
TECHNICAL/WORK PROPOSAL
Conflict of Interest. Consultant acknowledges that no officer or employee of the City has or shall have any direct or indirect financial interest in this Agreement, nor shall Consultant enter into any agreement of any kind with any such officer or employee during the term of this Agreement and for one year thereafter. Consultant warrants that Consultant has not paid or given, and will not pay or give, any third party any money or other consideration in exchange for obtaining this Agreement.
Covenant Against Discrimination. In connection with its performance under this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of actual or perceived race, religion, color, sex, age, marital status, ancestry, national origin ( i.e., place of origin, immigration status, cultural or linguistic characteristics, or ethnicity), sexual orientation, gender identity, gender expression, physical or mental disability, or medical condition (each a “prohibited basis”). Consultant shall ensure that applicants are employed, and that employees are treated during their employment, without regard to any prohibited basis. As a condition precedent to City’s lawful capacity to enter this Agreement, and in executing this Agreement, Consultant certifies that its actions and omissions hereunder shall not incorporate any discrimination arising from or related to any prohibited basis in any Consultant activity, including but not limited to the following: employment, upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship; and further, that Consultant is in full compliance with the provisions of Palm Springs Municipal Code Section 7.09.040, including without limitation the provision of benefits, relating to non-discrimination in city contracting.
NAME OF CONSULTANT/VENDOR: ________________________________________ NAME and TITLE of Authorized Representative:
(Print) ______________________________________________________________ Signature and Date of Authorized Representative:
(Sign) ____________________________________________ (Date) ________________ Paradies Lagardère @ PSP, LLC
Gregg Paradies, President
September 19, 2022
Item 3A - Page 289
ATTACHMENT “D”
CITY OF PALM SPRINGS
PUBLIC INTEGRITY DISCLOSURE
(INSTRUCTIONS FOR APPLICANTS)
REQUEST FOR PROPOSAL (RFP 10-22)
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR
TECHNICAL/WORK PROPOSAL
Who Must File?
Applicants that are NOT a natural person or group of natural people that will be identified on the application and seek a City approval determined by a vote of City officials. Examples include corporations, limited liability companies, trusts, etc. that seek a City Council approval, or an approval by one of the City’s board or commissions.
Why Must I File?
The City of Palm Springs Public Integrity Ordinance advances transparency in municipal government and assists public officials in avoiding conflicts of interest. The City’s Public Integrity Ordinance, codified in Chapter 2.60 of the municipal code, reflects the City’s interest in ensuring that companies (and other legal entities that are not natural people) doing business in the community are transparent and make disclosure as to their ownership and management, and further that those companies disclose the identity of any person, with an ownership interest worth two thousand dollars ($2,000) or more, who has a material financial relationship with any elected or appointed voting City official, or with the City Manager or City Attorney.
Note: A material financial relationship is a relationship between someone who is an owner/investor in the applicant entity and a voting official (or the City Manager or City Attorney), which relationship includes any of the following:
(1) the owner/investor and the official have done business together during the year prior to the application;
(2) the official has earned income from the owner/investor during the year prior to the filing of the application;
(3) the owner/investor has given the official gifts worth fifty dollars ($50) or more during the year prior to the filing of the application; or
(4) the official might reasonably be anticipated to gain or lose money or a thing of value, based upon the owner/investor’s interest in the applicant entity, in relation to the application’s outcome.
When Must I File?
You must file this form with the Office of the City Clerk at the same time when you file your application for a City approval determined by a vote of City officials, whether elected or appointed.
Item 3A - Page 290
What Must I Disclose?
A. The names of all natural persons who are officers, directors, members, managers, trustees, and other fiduciaries serving trusts or other types of organizations (attorneys, accountants, etc.).
Note: (1) only trusts or other organizations that are not the fiduciaries, (2) if a second entity that is not a natural person serves the applicant entity (e.g., as a member of an applicant LLC), then all officers, directors, members, managers, trustees, etc., of the second entity must be disclosed).
B. The names of persons owning an interest with a value of two thousand dollars ($2,000) or more who have a material financial relationship with an elected or appointed City official who will vote on the applicant’s application, or with the City Manager or City Attorney.
What if I Have Questions?
PENALTIES
*There are some additional supplementary instructions with an example following the form should you need further clarification.
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
Item 3A - Page 291
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
1. Name of Entity
The Paradies Shops, LLC
2. Address of Entity (Principal Place of Business)
2849 Paces Ferry Road, Suite 400, Atlanta, GA 30339
3. Local or California Address (if different than #2)
3400 E. Tahquitz Canyon Way, Main Level Office, Palm Springs CA 92262
4. State where Entity is Registered with Secretary of State Georgia
If other than California, is the Entity also registered in California? Yes ■ No (a related entity Paradies Shops, L.L.C. is registered in California)
5. Type of Entity
Corporation ■ Limited Liability Company Partnership Trust Other (please specify)
6. Officers, Directors, Members, Managers, Trustees, Other Fiduciaries (please specify) Note: If any response is not a natural person, please identify all officers, directors, members, managers and other fiduciaries for the member, manager, trust, or other entity
Gregg Paradies ■ Officer Director Member ■ Manager
[name] General Partner Limited Partner
■ Other: Officer and Manager of Member
Paradies Holdings, LLC and each additional
upper tier entity identified herein
John Jamison ■ Officer Director Member ■ Manager
[name] General Partner Limited Partner
■ Other: Officer and Manager of Member
Paradies Holdings, LLC and each
additional upper tier entity identified herein
Karen Suttle ■ Officer Director Member ■ Manager
General Partner Limited Partner
■ Other: Officer and Director of Member
Paradies Holdings, LLC and each additional
upper tier entity identified herein
7. Owners/Investors with a 5% beneficial interest in the Applicant Entity or a related entity Item 3A - Page 292
e £ ,.,. !~ ~~
~ . IFOP.~\~
-
-
'
-
'
-
EXAMPLE
JANE DOE
[name of owner/investor]
50%, ABC COMPANY, Inc.
[percentage of beneficial interest in entity and
name of entity]
A.
Paradies Holdings, LLC, a Delaware
limited liability company
[name of owner/investor]
100%, The Paradies Shops, LLC
[percentage of beneficial interest in entity and
name of entity]
B.
Fulton Holding, LLC
a Delaware limited liability company
[name of owner/investor]
100%, Paradies Holdings, LLC
[percentage of beneficial interest in entity and
name of entity]
C.
HDS Retail North America LLC
an Illinois limited liability company
[name of owner/investor]
100%, Fulton Holding, LLC
[percentage of beneficial interest in entity and
name of entity]
D.Hachette Distribution, Inc.,
a Delaware corporation
[name of owner/investor]
100%, HDS Retail North America LLC
[percentage of beneficial interest in entity and
name of entity]
E. **
[name of owner/investor] [percentage of beneficial interest in entity and name of entity]
** Hachette Distribution Inc. is a wholly-owned subsidiary of Lagardere SCA, a French publicly traded company, trading on the Euronext Exchange
I DECLARE UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name, Title
Gregg Paradies, President
Date
September 19, 2022
Item 3A - Page 293
City of Palm Springs, CA.
Business Disclosure Supplementary Instructions
In an effort to ensure we capture the required business entity information in accordance with the attached instructions, we provide you these supplementary instructions to clearly identify the required information, and the format the information should be provided.
If you, as the applicant, are a business entity (i.e. a corporation or limited liability company), and it is also comprised of other business entities as its members or having a financial interest, all other such business entities must also be disclosed, including those entities other business entities, if any.
Ultimately, the City’s disclosure document (attached) requires a listing identifying all natural persons having any financial interest over 5% of the business entities (and any other business entities comprising your business entity).
As an example, Applicant is: Acme Brothers, Inc., a California corporation, whose officers are:
John Doe, Jill Doe, and Jay Doe, which is owned 50% by Acme Brothers, LLC, a California limited liability company, and John Doe (25% interest) and Jill Doe (25% interest). Acme Brothers, LLC, is managed by Acme Brothers 2, Inc., a California corporation, whose officers are: George Doe, Bill Doe, and Jane Doe, which is owned 100% by Acme Brothers 2, LLC, a California limited liability company, which is managed by George Doe, with George Doe and Jane Doe having 50% interest each.
The full business entity disclosure in this example would resemble the following:
1. Acme Brothers, Inc., a California corporation
a. Officers: John Doe, Jill Doe, and Jay Doe
b. Ownership:
i. 50% Acme Brothers, LLC, a California limited liability company ii. 25% John Doe
iii. 25% Jill Doe
2. Acme Brothers, LLC, a California limited liability company a. Managers: Acme Brothers 2, Inc., a California corporation b. Ownership: 100% Acme Brothers 2, Inc., a California corporation
3. Acme Brothers 2, Inc., a California corporation
a. Officers: George Doe, Bill Doe, and Jane Doe
b. Ownership: 100% Acme Brothers 2, LLC, a California limited liability company
4. Acme Brothers 2, LLC, a California limited liability company a. Managers: George Doe
b. Ownership:
i. 50%
Item 3A - Page 294
ATTACHMENT “D”
CITY OF PALM SPRINGS
PUBLIC INTEGRITY DISCLOSURE
(INSTRUCTIONS FOR APPLICANTS)
REQUEST FOR PROPOSAL (RFP 10-22)
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR
TECHNICAL/WORK PROPOSAL
Who Must File?
Applicants that are NOT a natural person or group of natural people that will be identified on the application and seek a City approval determined by a vote of City officials.
Examples include corporations, limited liability companies, trusts, etc. that seek a City Council approval, or an approval by one of the City’s board or commissions.
Why Must I File?
The City of Palm Springs Public Integrity Ordinance advances transparency in municipal government and assists public officials in avoiding conflicts of interest. The City’s Public Integrity Ordinance, codified in Chapter 2.60 of the municipal code, reflects the City’s interest in ensuring that companies (and other legal entities that are not natural people) doing business in the community are transparent and make disclosure as to their ownership and management, and further that those companies disclose the identity of any person, with an ownership interest worth two thousand dollars ($2,000) or more, who has a material financial relationship with any elected or appointed voting City official, or with the City Manager or City Attorney.
Note: A material financial relationship is a relationship between someone who is an owner/investor in the applicant entity and a voting official (or the City Manager or City Attorney), which relationship includes any of the following:
(1) the owner/investor and the official have done business together during the year prior to the application;
(2) the official has earned income from the owner/investor during the year prior to the filing of the application;
(3) the owner/investor has given the official gifts worth fifty dollars ($50) or more during the year prior to the filing of the application; or
(4) the official might reasonably be anticipated to gain or lose money or a thing of value, based upon the owner/investor’s interest in the applicant entity, in relation to the application’s outcome.
When Must I File?
You must file this form with the Office of the City Clerk at the same time when you file your application for a City approval determined by a vote of City officials, whether elected or appointed.
Item 3A - Page 295
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
What Must I Disclose?
A. The names of all natural persons who are officers, directors, members, managers, trustees, and other fiduciaries serving trusts or other types of organizations (attorneys, accountants, etc.).
Note: (1) only trusts or other organizations that are not the fiduciaries, (2) if a second entity that is not a natural person serves the applicant entity (e.g., as a member of an applicant LLC), then all officers, directors, members, managers, trustees, etc., of the second entity must be disclosed).
B. The names of persons owning an interest with a value of two thousand dollars ($2,000) or more who have a material financial relationship with an elected or appointed City official who will vote on the applicant’s application, or with the City Manager or City Attorney.
What if I Have Questions?
PENALTIES
*There are some additional supplementary instructions with an example following the form should you need further clarification.
Item 3A - Page 296
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
1. Name of Entity
Paradies Lagardere @ PSP, LLC
2. Address of Entity (Principal Place of Business)
2849 Paces Ferry Road, Suite 400, Atlanta, GA 30339
3. Local or California Address (if different than #2)
3400 E. Tahquitz Canyon Way, Main Level Office, Palm Springs CA 92262
4. State where Entity is Registered with Secretary of State California
If other than California, is the Entity also registered in California? Yes No
5. Type of Entity
Corporation ■ Limited Liability Company Partnership Trust Other (please specify)
6. Officers, Directors, Members, Managers, Trustees, Other Fiduciaries (please specify) Note: If any response is not a natural person, please identify all officers, directors, members, managers and other fiduciaries for the member, manager, trust, or other entity
Gregg Paradies ■ Officer Director Member ■ Manager
[name] General Partner Limited Partner
■ Other: Officer and Manager of Member
The Paradies Shops, LLC
John Jamison ■ Officer Director Member ■ Manager
[name] General Partner Limited Partner
■ Other: Officer and Manager of Member
The Paradies Shops, LLC
Karen Suttle ■ Officer Director Member ■ Manager
[name] General Partner Limited Partner
■ Other: Officer and Manager of Member
The Paradies Shops, LLC
Item 3A - Page 297
e £ ,.,. !~ ~~
~ . IFOP.~\~
-
' -
-
-
Steven Menefee ■ Officer Director Member ■ Manager
General Partner Limited Partner
■ Other: Sole Officer and Director of
Member CRS Sophisticated Solutions, Inc.
7. Owners/Investors with a 5% beneficial interest in the Applicant Entity or a related entity
EXAMPLE
JANE DOE
[name of owner/investor]
50%, ABC COMPANY, Inc.
[percentage of beneficial interest in entity and
name of entity]
A.
The Paradies Shops, LLC, a Georgia
limited liability company
[name of owner/investor]
90%
[percentage of beneficial interest in entity and
name of entity]
B.
CRS Sophisticated Solutions, Inc.
a California corporation
[name of owner/investor]
10%
[percentage of beneficial interest in entity and
name of entity]
C.
Steven Menefee
[name of owner/investor]
100%, CRS Sophisticate Solutions, Inc. (which equates
to 10% beneficial interest in Paradies Lagardere @
PSP, LLC)
[percentage of beneficial interest in entity and
name of entity]
D.
[name of owner/investor] [percentage of beneficial interest in entity and name of entity]
E.
[name of owner/investor] [percentage of beneficial interest in entity and name of entity]
CONFIDENTIAL
Item 3A - Page 298
I DECLARE UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name, Title
Gregg Paradies, President
Date
September 19, 2022
Item 3A - Page 299
City of Palm Springs, CA.
Business Disclosure Supplementary Instructions
In an effort to ensure we capture the required business entity information in accordance with the attached instructions, we provide you these supplementary instructions to clearly identify the required information, and the format the information should be provided.
If you, as the applicant, are a business entity (i.e. a corporation or limited liability company), and it is also comprised of other business entities as its members or having a financial interest, all other such business entities must also be disclosed, including those entities other business entities, if any.
Ultimately, the City’s disclosure document (attached) requires a listing identifying all natural persons having any financial interest over 5% of the business entities (and any other business entities comprising your business entity).
As an example, Applicant is: Acme Brothers, Inc., a California corporation, whose officers are:
John Doe, Jill Doe, and Jay Doe, which is owned 50% by Acme Brothers, LLC, a California limited liability company, and John Doe (25% interest) and Jill Doe (25% interest). Acme Brothers, LLC, is managed by Acme Brothers 2, Inc., a California corporation, whose officers are: George Doe, Bill Doe, and Jane Doe, which is owned 100% by Acme Brothers 2, LLC, a California limited liability company, which is managed by George Doe, with George Doe and Jane Doe having 50% interest each.
The full business entity disclosure in this example would resemble the following:
1. Acme Brothers, Inc., a California corporation
a. Officers: John Doe, Jill Doe, and Jay Doe
b. Ownership:
i. 50% Acme Brothers, LLC, a California limited liability company ii. 25% John Doe
iii. 25% Jill Doe
2. Acme Brothers, LLC, a California limited liability company a. Managers: Acme Brothers 2, Inc., a California corporation b. Ownership: 100% Acme Brothers 2, Inc., a California corporation
3. Acme Brothers 2, Inc., a California corporation
a. Officers: George Doe, Bill Doe, and Jane Doe
b. Ownership: 100% Acme Brothers 2, LLC, a California limited liability company
4. Acme Brothers 2, LLC, a California limited liability company a. Managers: George Doe
b. Ownership:
i. 50%
Item 3A - Page 300
ATTACHMENT E: REFERENCES
RFP 10-22
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
Reference 1
Organization name: Contact and title:
Address: Phone number:
Email Address:
Effective date of contract: Value of Contract:
Description of products/services provided:
Reference 2
Organization name: Contact and title:
Address: Phone number:
Email Address:
Effective date of contract: Value of Contract:
Description of products/services provided:
Reference 3
Organization name: Contact and title:
Address: Phone number:
Email Address:
Effective date of contract: Value of Contract:
Description of products/services provided:
Long Beach Airport - LGB
4100 E. Donald Douglas Drive, 2nd floor
Long Beach, CA 90808
Dale Worsham, Administrative Officer
562-570-2600
[email protected]
2015
Austin-Bergstrom International Airport - AUS Mookie Patel, Airport Chief Officer 3600 Presidential Blvd
Austin, TX 78719
206-409-9329
[email protected]
2018
San Antonio International Airport - SAT
2022
9800 Airport Blvd
San Antonio, TX 78216
Jesus H. Saenz, Jr., IAP, Director of Airports
[email protected]
210-207-3444
Food and beverage program with mix of local/regional branded restaurants.
Dining program with mix of local/regional brands and our own Vino Volo Wine Bar.
Dining program with mix of local/regional brands and our own Vino Volo Wine Bar.
CONFIDENTIAL
Item 3A - Page 301
-
-
ATTACHMENT “F”
PRICING / FINANCIAL FORMS F1-F3
REQUEST FOR PROPOSAL (RFP 10-22)
AIRPORT CONCESSIONS – RETAIL FOOD AND BEVERAGE
Certified by:
Firm Name:
Signature of Authorized Person:
Printed Name:
Title:
Date:
Gregg Paradies
Paradies Lagardère @ PSP, LLC
Gregg Paradies
President
September 19, 2022
Item 3A - Page 302
FORM F1
Summary of Key Financial Propositions
Percentage Rent
Select ONE:
□ Retail
□ Food And Beverage
□“Blank Slate” No. 1 – 1 location – Regional Concourse
□ “Blank Slate” No. 2 – 1 location - Terminal Processer □ “Blank Slate” No. 3 – 1 location – Courtyard
Proposed Percentage Rent: _____%
Minimum Facility Build-Out Investment
Location ID Square Feet Total Proposed
Investment
Proposed
Investment per
Square Foot
TOTAL:
The signature of the officer below certifies that the above Financial Offer is supportable throughout the term of the lease to be awarded.
ATTEST:
___________________________________ ___________________________________ Business Name Signature of Officer
___________________________________
Printed Name of Officer
___________________________________
Date
Paradies Lagardère @ PSP, LLC
Gregg Paradies, President
September 19, 2022
X
F&B 1
F&B 2 & 3
F&B 4
F&B 5
1988
2329
6046
4053
1,644,507
1,918,507
4,305,949
3,416,006
827
824
712
843
14,416 11,284,970 783
Alcohol 15%
Food & N/A Beverages 12%
-->
CONFIDENTIAL
Item 3A - Page 303
FORM F2
Financial Pro Forma
Complete one F2 Form for each Concession Location AND one for each Package (unless a “Blank Slate” one) Respondent Name: ______________________________________ Name of Location or Package: _____________________________ Calendar year: 2023 2024 2025 2026 2027
Enplaned passengers 1,298,581 1,329,420 1,360,993 1,393,315 1,426,404 Gross sales [A]
Less: Payroll, payroll taxes &
employee benefits [B]
Less: Cost of goods sold [C]
Less: General and admin.
expenses [D]
Less: Insurance [E]
Less: Licenses, permits, fees [F]
Less: Other direct expenses [G]
Less: Concession Fee (paid to
City) [H]
Total operating expenses [ I = B+C+D+E+F+G+H ]
Net operating income [ = A – I ]
Paradies Lagardère @ PSP, LLC
**Other direct expenses includes Credit Card Fees, Airport Operations, IT Expense, Royalties, Utilities, Depreciation, and all Other Miscellaneous Expenses
*The assumptions used in development of this proforma are noted on the following page. **
*
13,530,000 13,985,960 14,457,290 14,944,500 15,392,840
3,763,795 3,857,036 4,015,359 4,180,926 4,340,732
2,863,480 2,957,170 3,053,950 3,153,870 3,245,410
676,500 699,300 722,867 747,227 769,643
135,300 139,860 144,573 149,445 153,928
101,475 104,895 108,430 112,084 115,446
2,772,310 2,450,021 2,495,770 2,543,071 2,586,570
1,779,030 1,838,983 1,900,957 1,965,020 2,023,971
12,091,890 12,047,265 12,441,906 12,851,642 13,235,700
1,438,110 1,938,695 2,015,384 2,092,858 2,157,140
Food and Beverage Package - All Locations
CONFIDENTIAL
Item 3A - Page 304
ASSUMPTIONS
We used data from our current retail and dining operations as well as data from the former dining operators at PSP in developing relevant financial assumptions.
Total Airport Enplanement Looked at the assumption provided in the RFP in conjunction with the current 12-month trend. Used the annual % increase in enplanement provided in Form F2 for years 2023 to 2027 and a modest 2% increase thereafter for the life of the contract.
Gross Receipts projections are based upon an aggregate of revenue per enplanement (“RPE”) and sales per square foot in PSP and other similar airports. Total airport RPE projections were taken into consideration to back into sales by concept, given that Paradies Lagardère is proposing carving out multiple concepts out of two locations (Food & Beverage 4 & 5) and combining locations (Food & Beverage 2 & 3) to create a larger casual dining restaurant.
Consideration was given to our company’s historic sales for like concepts in PSP and comparable airports, with similar passenger demographics, traffic, retail density and historical sales. The change in pricing policy from Street + 10% to Street + 15% was also considered, as well as inflation and other market factors, such as seasonality in PSP.
Cost of Goods Sold is based upon projected product costs from vendor agreements.
Payroll costs are based upon expected hourly rates as well as managers salaries, using our current operations as a baseline. Coverage determined based on expected hours of operation, estimated sales per hour and our company’s experience of what is required to deliver first-class customer service, reflected in the staffing schedule included in our proposal.
Employee Benefits are based on actual costs for health, dental, vision, 401(k), education assistance and other benefits offered to employees at PSP today.
Other Operating Expenses in Year 1 include pre-opening expenses typical of Dining operations, i.e. customer service and brand specific training.
Depreciation and Amortization reflects a straight-line depreciation methodology with capital investment being based upon historical build-out costs of like concepts and estimates from based upon recent costs in PSP and other airports in the region, CEP design criteria and requirements as well as existing site conditions.
CONFIDENTIAL
Item 3A - Page 305
FORM F2
Financial Pro Forma
Complete one F2 Form for each Concession Location AND one for each Package (unless a “Blank Slate” one) Respondent Name: ______________________________________ Name of Location or Package: _____________________________ Calendar year: 2023 2024 2025 2026 2027
Enplaned passengers 1,298,581 1,329,420 1,360,993 1,393,315 1,426,404 Gross sales [A]
Less: Payroll, payroll taxes &
employee benefits [B]
Less: Cost of goods sold [C]
Less: General and admin.
expenses [D]
Less: Insurance [E]
Less: Licenses, permits, fees [F]
Less: Other direct expenses [G]
Less: Concession Fee (paid to
City) [H]
Total operating expenses [ I = B+C+D+E+F+G+H ]
Net operating income [ = A – I ]
Paradies Lagardère @ PSP, LLC
F&B 1 Coachella Valley Brewing
1,540,000 1,591,900 1,645,550 1,701,010 1,752,040
374,500 383,781 399,458 415,777 431,558
308,310 318,380 328,780 339,520 349,360
77,000 79,595 82,278 85,051 87,602
15,400 15,919 16,456 17,010 17,520
11,550 11,939 12,342 12,758 13,140
333,123 284,798 288,855 293,054 296,901
200,970 207,743 214,744 221,982 228,641
1,320,853 1,302,155 1,342,912 1,385,151 1,424,723
219,147 289,745 302,638 315,859 327,317
**Other direct expenses includes Credit Card Fees, Airport Operations, IT Expense, Royalties, Utilities, Depreciation, and all Other Miscellaneous Expenses
**
CONFIDENTIAL
Item 3A - Page 306
FORM F2
Financial Pro Forma
Complete one F2 Form for each Concession Location AND one for each Package (unless a “Blank Slate” one) Respondent Name: ______________________________________ Name of Location or Package: _____________________________ Calendar year: 2023 2024 2025 2026 2027
Enplaned passengers 1,298,581 1,329,420 1,360,993 1,393,315 1,426,404 Gross sales [A]
Less: Payroll, payroll taxes &
employee benefits [B]
Less: Cost of goods sold [C]
Less: General and admin.
expenses [D]
Less: Insurance [E]
Less: Licenses, permits, fees [F]
Less: Other direct expenses [G]
Less: Concession Fee (paid to
City) [H]
Total operating expenses [ I = B+C+D+E+F+G+H ]
Net operating income [ = A – I ]
Paradies Lagardère @ PSP, LLC
**
**Other direct expenses includes Credit Card Fees, Airport Operations, IT Expense, Royalties, Utilities, Depreciation, and all Other Miscellaneous Expenses
F&B 2&3 Vino Volo
1,540,000 1,591,900 1,645,550 1,701,010 1,752,040
352,872 361,641 376,354 391,650 406,478
279,820 288,930 298,340 308,050 316,940
77,000 79,595 82,278 85,051 87,602
15,400 15,919 16,456 17,010 17,520
11,550 11,939 12,342 12,758 13,140
360,523 312,198 316,255 320,454 324,301
214,830 222,070 229,554 237,291 244,410
1,311,995 1,292,293 1,331,578 1,372,263 1,410,392
228,005 299,607 313,972 328,747 341,648
CONFIDENTIAL
Item 3A - Page 307
FORM F2
Financial Pro Forma
Complete one F2 Form for each Concession Location AND one for each Package (unless a “Blank Slate” one) Respondent Name: ______________________________________ Name of Location or Package: _____________________________ Calendar year: 2023 2024 2025 2026 2027
Enplaned passengers 1,298,581 1,329,420 1,360,993 1,393,315 1,426,404 Gross sales [A]
Less: Payroll, payroll taxes &
employee benefits [B]
Less: Cost of goods sold [C]
Less: General and admin.
expenses [D]
Less: Insurance [E]
Less: Licenses, permits, fees [F]
Less: Other direct expenses [G]
Less: Concession Fee (paid to
City) [H]
Total operating expenses [ I = B+C+D+E+F+G+H ]
Net operating income [ = A – I ]
Paradies Lagardère @ PSP, LLC
**
**Other direct expenses includes Credit Card Fees, Airport Operations, IT Expense, Royalties, Utilities, Depreciation, and all Other Miscellaneous Expenses
F&B 4 Coachella Valley Coffee, El Mirasol, Commissary
3,850,000 3,979,740 4,113,860 4,252,490 4,380,070
1,097,026 1,123,992 1,170,372 1,218,709 1,265,350
902,110 931,710 962,290 993,870 1,022,810
192,500 198,988 205,694 212,625 219,004
38,500 39,797 41,139 42,525 43,801
28,875 29,848 30,854 31,894 32,851
924,959 833,524 847,042 861,004 873,858
487,410 503,835 520,815 538,365 554,517
3,671,379 3,661,695 3,778,205 3,898,991 4,012,190
178,621 318,045 335,655 353,499 367,880
CONFIDENTIAL
Item 3A - Page 308
FORM F2
Financial Pro Forma
Complete one F2 Form for each Concession Location AND one for each Package (unless a “Blank Slate” one) Respondent Name: ______________________________________ Name of Location or Package: _____________________________ Calendar year: 2023 2024 2025 2026 2027
Enplaned passengers 1,298,581 1,329,420 1,360,993 1,393,315 1,426,404 Gross sales [A]
Less: Payroll, payroll taxes &
employee benefits [B]
Less: Cost of goods sold [C]
Less: General and admin.
expenses [D]
Less: Insurance [E]
Less: Licenses, permits, fees [F]
Less: Other direct expenses [G]
Less: Concession Fee (paid to
City) [H]
Total operating expenses [ I = B+C+D+E+F+G+H ]
Net operating income [ = A – I ]
Paradies Lagardère @ PSP, LLC
*
**Other direct expenses includes Credit Card Fees, Airport Operations, IT Expense, Royalties, Utilities, Depreciation, and all Other Miscellaneous Expenses
F&B 5A Trio, Half Moon, Buzz by Bar Fly
6,600,000 6,822,420 7,052,330 7,289,990 7,508,690
1,939,398 1,987,622 2,069,175 2,154,790 2,237,346
1,373,240 1,418,150 1,464,540 1,512,430 1,556,300
330,000 341,122 352,617 364,500 375,435
66,000 68,224 70,523 72,900 75,087
49,500 51,168 52,892 54,675 56,315
1,153,705 1,019,501 1,043,619 1,068,560 1,091,509
875,820 905,335 935,844 967,382 996,403
5,787,663 5,791,122 5,989,211 6,195,236 6,388,396
812,337 1,031,298 1,063,119 1,094,754 1,120,294
CONFIDENTIAL
Item 3A - Page 309
FORM F3
Project Cost Plan
COST CATEGORY AMOUNT
Planning and Development (design, construction, inspection, etc.) $
Furniture, Fixtures and Equipment
Opening Inventory
Working Capital
Miscellaneous Opening Expenses (deposits, licenses, airport employee badging, etc.)
Pre-Opening Payroll & Training Expenses
Reserve/Contingency
Other (please list):
Total Estimated Project Cost $
Sources of Funding Amount
Total Funds Available $
6,774,538
3,859,298
78,460
340,500
15,903
365,763
651,134
$12,085,596
12,085,596
12,085,596
Self Funded
CONFIDENTIAL
*
* Does not include budgeted midterm refurbishment.
Item 3A - Page 310
Provide the following information for each location. Use additional sheets if necessary.
1. Proposed merchandise categories and approximate price range for each category.
Also indicate if the proposed price conforms to the City’s value pricing policy.
Location/
Store Name
Category and Description Price
Range
Value
Pricing
(y/n)
2. Describe the methods you will use to monitor and remain current with retail, news/ convenience and specialty retail food and beverage merchandising trends during the term of the Agreement.
3. Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
4. The following venues are excluded as Comparable Locations:
• Concessions located in stadiums
• Arenas
• Casisnos
• Hotel gift shops
FORM F4
Food Y
Non-Alcoholic Beverages Y
Alcoholic Beverages Y
F&B 1 - Nine Cities Craft
F&B 1 - Nine Cities Craft
F&B 1 - Nine Cities Craft
$7.49-$14.99
$2.89-$3.50
$8.00-$76.00
Item 3A - Page 311
Provide the following information for each location. Use additional sheets if necessary.
1. Proposed merchandise categories and approximate price range for each category.
Also indicate if the proposed price conforms to the City’s value pricing policy.
Location/
Store Name
Category and Description Price
Range
Value
Pricing
(y/n)
2. Describe the methods you will use to monitor and remain current with retail, news/ convenience and specialty retail food and beverage merchandising trends during the term of the Agreement.
3. Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
4. The following venues are excluded as Comparable Locations:
• Concessions located in stadiums
• Arenas
• Casisnos
• Hotel gift shops
FORM F4
Food Y
Non-Alcoholic Beverages Y
Alcoholic Beverages Y
F&B 2&3 - Vino Volo
F&B 2&3 - Vino Volo
F&B 2&3 - Vino Volo
$6.00-$19.00
$9.00-$43.00
$3.29-$5.49
Item 3A - Page 312
Provide the following information for each location. Use additional sheets if necessary.
1. Proposed merchandise categories and approximate price range for each category.
Also indicate if the proposed price conforms to the City’s value pricing policy.
Location/
Store Name
Category and Description Price
Range
Value
Pricing
(y/n)
2. Describe the methods you will use to monitor and remain current with retail, news/ convenience and specialty retail food and beverage merchandising trends during the term of the Agreement.
3. Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
4. The following venues are excluded as Comparable Locations:
• Concessions located in stadiums
• Arenas
• Casisnos
• Hotel gift shops
FORM F4
Coffee, Espresso, Lattes $3.29-$5.49 Y
Specialty Drinks $3.29-$5.49 Y
Food $4.69-$13.99 Y
F&B 4 - Coachella Valley Coffee Co
F&B 4 - Coachella Valley Coffee Co
F&B 4 - Coachella Valley Coffee Co
Item 3A - Page 313
Provide the following information for each location. Use additional sheets if necessary.
1. Proposed merchandise categories and approximate price range for each category.
Also indicate if the proposed price conforms to the City’s value pricing policy.
Location/
Store Name
Category and Description Price
Range
Value
Pricing
(y/n)
2. Describe the methods you will use to monitor and remain current with retail, news/ convenience and specialty retail food and beverage merchandising trends during the term of the Agreement.
3. Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
4. The following venues are excluded as Comparable Locations:
• Concessions located in stadiums
• Arenas
• Casisnos
• Hotel gift shops
FORM F4
Food $4.99-$12.99 Y
Non-Alcoholic Beverages $2.89-$3.50 Y
Alcoholic Beverages $8.00-$14.50 Y
F&B 5 - Buzz By Bar Fly
F&B 5 - Buzz By Bar Fly
F&B 5 - Buzz By Bar Fly
Item 3A - Page 314
Provide the following information for each location. Use additional sheets if necessary.
1. Proposed merchandise categories and approximate price range for each category.
Also indicate if the proposed price conforms to the City’s value pricing policy.
Location/
Store Name
Category and Description Price
Range
Value
Pricing
(y/n)
2. Describe the methods you will use to monitor and remain current with retail, news/ convenience and specialty retail food and beverage merchandising trends during the term of the Agreement.
3. Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
4. The following venues are excluded as Comparable Locations:
• Concessions located in stadiums
• Arenas
• Casisnos
• Hotel gift shops
FORM F4
Food $6.00 Y
Non-Alcoholic Beverages $1.29-$5.85 Y
F&B 5 - Half Moon Empanadas
F&B 5 - Half Moon Empanadas
Item 3A - Page 315
Provide the following information for each location. Use additional sheets if necessary.
1. Proposed merchandise categories and approximate price range for each category.
Also indicate if the proposed price conforms to the City’s value pricing policy.
Location/
Store Name
Category and Description Price
Range
Value
Pricing
(y/n)
2. Describe the methods you will use to monitor and remain current with retail, news/ convenience and specialty retail food and beverage merchandising trends during the term of the Agreement.
3. Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
4. The following venues are excluded as Comparable Locations:
• Concessions located in stadiums
• Arenas
• Casisnos
• Hotel gift shops
FORM F4
Food $8.00-$34.00 Y
Non-Alcoholic Beverages $4.00-$8.00 Y
Alcoholic Beverages $6.00-$18.00 Y
F&B 5 - Trio
F&B 5 - Trio
F&B 5 - Trio
Item 3A - Page 316
FORM F4
› 2 | Describe the methods you will use to monitor and remain current with retail, news/convenience and specialty food and beverage merchandising trends during the term of the Agreement.
› 3 | Identify three comparable stores in the greater Coachella Valley Area for price comparisons in accordance with the City’s value pricing policy. If you operate other, similar stores in the greater Coachella Valley Area, a sample of these stores must be included as a comparable store for price comparison.
KEEPING UP WITH MARKET TRENDS
Staying current and on trend is part of our
DNA at Paradies Lagardère. While innovation
has been a core value for many years, the
company, starting at the top with our parent
company Lagardère Travel Retail, recently
stepped up its commitment and dedication
to raising the bar. Innovation requires a
willingness to break apart from the way
we’ve always done it. In 2017, a community
of Innovation Boosters was created because
we believe that innovation should be business
driven and trigger initiatives on—and beyond—
trend, always aiming to exceed our guests’
expectations. The Dining Innovation Booster
team is charged with keeping up with the
latest food and beverage trends and taking
steps to quickly bring these trends to market.
FOLLOW SOCIAL MEDIA INFLUENCERS
Other ways we keep up with trends including
following key influencers and publications on
social media such as David Chang, feelgood
foodie, and America’s Test Kitchen. By
following numerous social media influencers
online, we can spot trends as they happen. We
also listen to or watch podcasts and videos
including Eater’s Digest, The Splendid Table,
and BonAppetit. New York Magazine called
the podcast “the most significant and exciting
cultural innovation of the new century.”
While glossy magazines used to be how food
experts shared the trends, media companies
now use podcasts and YouTube videos to
share the hottest must-eat dishes in a nearly
instant format.
For all of our proposed food and beverage locations, we use the following three restaurants for comparison:
Lulu’s California Bistro
200 S Palm Canyon Drive
Palm Springs, CA 92262
Cheeky’s
622 N Palm Canyon Drive
Palm Springs, CA 92262
Eight4Nine Restaurant and Lounge
849 N Palm Canyon Drive
Palm Springs, CA 92262
Item 3A - Page 317
ATTACHMENT G
FEDERAL AVIATION ADMINISTRATION
SOLICITATION PROVISIONS / FORMS
Item 3A - Page 318
NOTICE OF REQUIREMENT FOR AFFIRMATIVE ACTION to ENSURE EQUAL EMPLOYMENT
OPPORTUNITY
1. The Offeror’s or Bidder’s attention is called to the “Equal Opportunity Clause” and the “Standard Federal Equal Employment Opportunity Construction Contract Specifications” set forth herein.
2. The goals and timetables for minority and female participation, expressed in percentage terms for the Contractor’s aggregate workforce in each trade on all construction work in the covered area, are as follows:
Timetables
Goals for minority participation for each trade: N/A
Goals for female participation in each trade: N/A
These goals are applicable to all of the Contractor’s construction work (whether or not it is Federal or federally assisted) performed in the covered area. If the Contractor performs construction work in a geographical area located outside of the covered area, it shall apply the goals established for such geographical area where the work is actually performed. With regard to this second area, the Contractor also is subject to the goals for both its federally involved and non-federally involved construction.
The Contractor’s compliance with the Executive Order and the regulations in 41 CFR Part 60-4 shall be based on its implementation of the Equal Opportunity Clause, specific affirmative action obligations required by the specifications set forth in 41 CFR 60-4.3(a) and its efforts to meet the goals. The hours of minority and female employment and training must be substantially uniform throughout the length of the contract, and in each trade, and the Contractor shall make a good faith effort to employ minorities and women evenly on each of its projects. The transfer of minority or female employees or trainees from Contractor to Contractor or from project to project for the sole purpose of meeting the Contractor’s goals shall be a violation of the contract, the Executive Order and the regulations in 41 CFR Part 60-
4. Compliance with the goals will be measured against the total work hours performed.
3. The Contractor shall provide written notification to the Director of the Office of Federal Contract Compliance Programs (OFCCP) within 10 working days of award of any construction subcontract in excess of $10,000 at any tier for construction work under the contract resulting from this solicitation. The notification shall list the name, address, and telephone number of the subcontractor; employer identification number of the subcontractor; estimated dollar amount of the subcontract; estimated starting and completion dates of the subcontract; and the geographical area in which the subcontract is to be performed.
4. As used in this notice and in the contract resulting from this solicitation, the “covered area” is [California, Riverside, Palm Springs].
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
Item 3A - Page 319
Buy American Preference Statement
BUY AMERICAN PREFERENCE
The Contractor agrees to comply with 49 USC § 50101, which provides that Federal funds may not be obligated unless all steel and manufactured goods used in AIP funded projects are produced in the United States, unless the Federal Aviation Administration has issued a waiver for the product; the product is listed as an Excepted Article, Material Or Supply in Federal Acquisition Regulation subpart 25.108; or is included in the FAA Nationwide Buy American Waivers Issued list.
A bidder or offeror must complete and submit the Buy America certification included herein with their bid or offer. The Owner will reject as nonresponsive any bid or offer that does not include a completed Certificate of Buy American Compliance.
Certificate of Buy American Compliance – Total Facility
CERTIFICATE OF BUY AMERICAN COMPLIANCE FOR TOTAL FACILITY As a matter of bid responsiveness, the bidder or offeror must complete, sign, date, and submit this certification statement with its proposal. The bidder or offeror must indicate how it intends to comply with 49 USC § 50101 by selecting one of the following certification statements.
These statements are mutually exclusive. Bidder must select one or the other (i.e. not both) by inserting a checkmark () or the letter “X”.
Bidder or offeror hereby certifies that it will comply with 49 USC § 50101 by:
a) Only installing steel and manufactured products produced in the United States; or b) Installing manufactured products for which the Federal Aviation Administration (FAA) has issued a waiver as indicated by inclusion on the current FAA Nationwide Buy American Waivers Issued listing; or
c) Installing products listed as an Excepted Article, Material or Supply in Federal Acquisition Regulation Subpart 25.108.
By selecting this certification statement, the bidder or offeror agrees:
• To provide to the Owner evidence that documents the source and origin of the steel and manufactured product.
• To faithfully comply with providing U.S. domestic products. • To refrain from seeking a waiver request after establishment of the contract, unless extenuating circumstances emerge that the FAA determines justified. The bidder or offeror hereby certifies it cannot comply with the 100 percent Buy American Preferences of 49 USC § 50101(a) but may qualify for either a Type 3 or Type 4 waiver under 49 USC § 50101(b). By selecting this certification statement, the apparent bidder or offeror with the apparent low bid agrees:
a) To the submit to the Owner within 15 calendar days of the bid opening, a formal waiver request and required documentation that supports the type of waiver being requested.
X
*Every effort will be made to purchase American products, as prescribed in applicable FAA guidelines, whenever feasible, barring lack of available and acceptable products. *
Item 3A - Page 320
b) That failure to submit the required documentation within the specified timeframe is cause for a non-responsive determination that may result in rejection of the proposal.
c) To faithfully comply with providing U.S. domestic products at or above the approved U.S. domestic content percentage as approved by the FAA. d) To furnish U.S. domestic product for any waiver request that the FAA rejects. e) To refrain from seeking a waiver request after establishment of the contract, unless extenuating circumstances emerge that the FAA determines justified.
Required Documentation
Type 3 Waiver – The cost of components and subcomponents produced in the United States is more than 60 percent of the cost of all components and subcomponents of the “facility”. The required documentation for a Type 3 waiver is:
a) Listing of all manufactured products that are not comprised of 100 percent U.S. domestic content (excludes products listed on the FAA Nationwide Buy American Waivers Issued listing and products excluded by Federal Acquisition Regulation Subpart 25.108; products of unknown origin must be considered as non-domestic products in their entirety). b) Cost of non-domestic components and subcomponents, excluding labor costs associated with final assembly and installation at project location. c) Percentage of non-domestic component and subcomponent cost as compared to total “facility” component and subcomponent costs, excluding labor costs associated with final assembly and installation at project location.
Type 4 Waiver – Total cost of project using U.S. domestic source product exceeds the total project cost using non-domestic product by 25 percent. The required documentation for a Type 4 of waiver is:
a) Detailed cost information for total project using U.S. domestic product b) Detailed cost information for total project using non-domestic product False Statements: Per 49 USC § 47126, this certification concerns a matter within the jurisdiction of the Federal Aviation Administration and the making of a false, fictitious or fraudulent certification may render the maker subject to prosecution under Title 18, United States Code.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
Item 3A - Page 321
A1.1.1 Bidder or Offeror Certification
A2 CERTIFICATION OF OFFERER/BIDDER REGARDING DEBARMENT
A3 By submitting a bid/proposal under this solicitation, the bidder or offeror certifies that neither it nor its principals are presently debarred or suspended by any Federal department or agency from participation in this transaction.
A3.1.1 Lower Tier Contract Certification
A4 CERTIFICATION OF LOWER TIER CONTRACTORS REGARDING DEBARMENT A5 The successful bidder, by administering each lower tier subcontract that exceeds $25,000 as a “covered transaction”, must verify each lower tier participant of a “covered transaction” under the project is not presently debarred or otherwise disqualified from participation in this federally assisted project. The successful bidder will accomplish this by:
1. Checking the System for Award Management at website: http://www.sam.gov.
2. Collecting a certification statement similar to the Certification of Offerer /Bidder Regarding Debarment, above.
3. Inserting a clause or condition in the covered transaction with the lower tier contract.
A6 If the Federal Aviation Administration later determines that a lower tier participant failed to disclose to a higher tier participant that it was excluded or disqualified at the time it entered the covered transaction, the FAA may pursue any available remedies, including suspension and debarment of the non-compliant participant.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
Item 3A - Page 322
DISADVANTAGED BUSINESS ENTERPRISE
REQUIRED PROVISIONS
Solicitation Language (Solicitations that include a Project Goal) Information Submitted as a matter of bidder responsiveness:
The Owner’s award of this contract is conditioned upon Bidder or Offeror satisfying the good faith effort requirements of 49 CFR §26.53.
As a condition of bid responsiveness, the Bidder or Offeror must submit the following information with its proposal on the forms provided herein:
1) The names and addresses of Disadvantaged Business Enterprise (DBE) firms that will participate in the contract;
2) A description of the work that each DBE firm will perform; 3) The dollar amount of the participation of each DBE firm listed under (1) 4) Written statement from Bidder or Offeror that attests their commitment to use the DBE firm(s) listed under (1) to meet the Owner’s project goal; and 5) If Bidder or Offeror cannot meet the advertised project DBE goal, evidence of good faith efforts undertaken by the Bidder or Offeror as described in appendix A to 49 CFR part 26.
Information submitted as a matter of bidder responsibility:
The Owner’s award of this contract is conditioned upon Bidder or Offeror satisfying the good faith effort requirements of 49 CFR §26.53.
The successful Bidder or Offeror must provide written confirmation of participation from each of the DBE firms the Bidder or Offeror lists in its commitment within five days after bid opening. 1) The names and addresses of Disadvantaged Business Enterprise (DBE) firms that will participate in the contract;
2) A description of the work that each DBE firm will perform; 3) The dollar amount of the participation of each DBE firm listed under (1) 4) Written statement from Bidder or Offeror that attests their commitment to use the DBE firm(s) listed under (1) to meet the Owner’s project goal; and 5) If Bidder or Offeror cannot meet the advertised project DBE goal, evidence of good faith efforts undertaken by the Bidder or Offeror as described in appendix A to 49 CFR part 26.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
Item 3A - Page 323
Certification as to ACDBE Commitment Submitted by
Paradies Lagardère @ PSP, LLC
Disadvantage Business Enterprise Required Provisions for Food and Beverage Package:
Offeror Paradies Lagardere @ PSP, LLC, is a California limited liability company. This joint venture will provide a committed ten percent (10%) ACDBE participation through the ownership, managerial and operational control of certain aspects of the anticipated business by CRS Sophisticated Solutions, Inc., a California ACDBE certified entity (“CRS”). As can be seen on Schedule D to the Operating Agreement (Joint Venture Agreement) of Paradies Lagardere @ PSP, LLC, CRS will control the following aspects of the company’s restaurant operations: (i) recruiting, interviewing and ensuring the company has an ongoing pool of hourly employees for all positions, (ii) maximizing operational efficiencies by auditing, coaching and implementing process changes to ensure prompt guest service measured from the time an order is placed to delivery, (iii) handling customer service complaints in a timely fashion and resolving any issues, (iv) managing tasks necessary in order to comply with Airport’s pricing policy which includes regular street pricing surveys; and (v) responsibility for food safety and licensing requirements relating to ServSafe (Certified Food Safety Manager) and TiPS (responsible alcohol service training) certifications for all associates including kitchen preparation, bartenders and waitstaff. The dollar value of this work is estimated to be $1,353,000 for the first full year of the contract and $15,648,499 over the full term of the contract.
By execution of this Certification, the undersigned attests its commitment to use CRS Sophisticated Solutions, Inc. to meet the City of Palm Springs’ project goal.
Submitted on behalf of Paradies Lagardere @ PSP, LLC by the undersigned this 19th day of September, 2022.
Gregg Paradies, President
CONFIDENTIAL
Item 3A - Page 324
Solicitation Language (Race/Gender Neutral Means)
The requirements of 49 CFR part 26 apply to this contract. It is the policy of the [Insert Name of Owner] to practice nondiscrimination based on race, color, sex, or national origin in the award or performance of this contract. The Owner encourages participation by all firms qualifying under this solicitation regardless of business size or ownership.
Prime Contracts (Projects Covered by a DBE Program)
DISADVANTAGED BUSINESS ENTERPRISES
Contract Assurance (§ 26.13) –
The Contractor or subcontractor shall not discriminate on the basis of race, color, national origin, or sex in the performance of this contract. The Contractor shall carry out applicable requirements of 49 CFR part 26 in the award and administration of Department of Transportation-assisted contracts. Failure by the Contractor to carry out these requirements is a material breach of this contract, which may result in the termination of this contract or such other remedy as the Owner deems appropriate, which may include, but is not limited to:
1) Withholding monthly progress payments;
2) Assessing sanctions;
3) Liquidated damages; and/or
4) Disqualifying the Contractor from future bidding as non-responsible.
Prompt Payment (§26.29) – The prime contractor agrees to pay each subcontractor under this prime contract for satisfactory performance of its contract no later than [specify number] days from the receipt of each payment the prime contractor receives from [Name of recipient].
The prime contractor agrees further to return retainage payments to each subcontractor within [specify the same number as above] days after the subcontractor’s work is satisfactorily completed. Any delay or postponement of payment from the above referenced time frame may occur only for good cause following written approval of the [Name of Recipient]. This clause applies to both DBE and non-DBE subcontractors.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
Item 3A - Page 325
FEDERAL FAIR LABOR STANDARDS ACT (FEDERAL MINIMUM WAGE) All contracts and subcontracts that result from this solicitation incorporate by reference the provisions of 29 CFR part 201, the Federal Fair Labor Standards Act (FLSA), with the same force and effect as if given in full text. The FLSA sets minimum wage, overtime pay, recordkeeping, and child labor standards for full and part-time workers.
The [Contractor | Consultant] has full responsibility to monitor compliance to the referenced statute or regulation. The [Contractor | Consultant] must address any claims or disputes that arise from this requirement directly with the U.S. Department of Labor – Wage and Hour Division.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
Item 3A - Page 326
TAX DELINQUENCY AND FELONY CONVICTIONS
CERTIFICATION OF OFFERER/BIDDER REGARDING TAX DELINQUENCY AND FELONY
CONVICTIONS
The applicant must complete the following two certification statements. The applicant must indicate its current status as it relates to tax delinquency and felony conviction by inserting a checkmark () in the space following the applicable response. The applicant agrees that, if awarded a contract resulting from this solicitation, it will incorporate this provision for certification in all lower tier subcontracts.
Certifications
1) The applicant represents that it is ( ) is not ( ) a corporation that has any unpaid Federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability. 2) The applicant represents that it is ( ) is not ( ) is not a corporation that was convicted of a criminal violation under any Federal law within the preceding 24 months.
Note
If an applicant responds in the affirmative to either of the above representations, the applicant is ineligible to receive an award unless the sponsor has received notification from the agency suspension and debarment official (SDO) that the SDO has considered suspension or debarment and determined that further action is not required to protect the Government’s interests. The applicant therefore must provide information to the owner about its tax liability or conviction to the Owner, who will then notify the FAA Airports District Office, which will then notify the agency’s SDO to facilitate completion of the required considerations before award decisions are made.
Term Definitions
Felony conviction: Felony conviction means a conviction within the preceding twenty-four (24) months of a felony criminal violation under any Federal law and includes conviction of an offense defined in a section of the U.S. code that specifically classifies the offense as a felony and conviction of an offense that is classified as a felony under 18 U.S.C. § 3559.
Tax Delinquency: A tax delinquency is any unpaid Federal tax liability that has been assessed, for which all judicial and administrative remedies have been exhausted, or have lapsed, and that is not being paid in a timely manner pursuant to an agreement with the authority responsible for collecting the tax liability.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
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TRADE RESTRICTION CERTIFICATION
By submission of an offer, the Offeror certifies that with respect to this solicitation and any resultant contract, the Offeror –
1) is not owned or controlled by one or more citizens of a foreign country included in the list of countries that discriminate against U.S. firms as published by the Office of the United States Trade Representative (USTR);
2) has not knowingly entered into any contract or subcontract for this project with a person that is a citizen or national of a foreign country included on the list of countries that discriminate against U.S. firms as published by the USTR; and 3) has not entered into any subcontract for any product to be used on the Federal project that is produced in a foreign country included on the list of countries that discriminate against U.S. firms published by the USTR.
This certification concerns a matter within the jurisdiction of an agency of the United States of America and the making of a false, fictitious, or fraudulent certification may render the maker subject to prosecution under Title 18 USC Section 1001.
The Offeror/Contractor must provide immediate written notice to the Owner if the Offeror/Contractor learns that its certification or that of a subcontractor was erroneous when submitted or has become erroneous by reason of changed circumstances. The Contractor must require subcontractors provide immediate written notice to the Contractor if at any time it learns that its certification was erroneous by reason of changed circumstances.
Unless the restrictions of this clause are waived by the Secretary of Transportation in accordance with 49 CFR 30.17, no contract shall be awarded to an Offeror or subcontractor:
1) who is owned or controlled by one or more citizens or nationals of a foreign country included on the list of countries that discriminate against U.S. firms published by the USTR or
2) whose subcontractors are owned or controlled by one or more citizens or nationals of a foreign country on such USTR list or
3) who incorporates in the public works project any product of a foreign country on such USTR list.
Nothing contained in the foregoing shall be construed to require establishment of a system of records in order to render, in good faith, the certification required by this provision. The knowledge and information of a contractor is not required to exceed that which is normally possessed by a prudent person in the ordinary course of business dealings.
The Offeror agrees that, if awarded a contract resulting from this solicitation, it will incorporate this provision for certification without modification in all lower tier subcontracts. The Contractor may rely on the certification of a prospective subcontractor that it is not a firm from a foreign country included on the list of countries that discriminate against U.S. firms as published by USTR, unless the Offeror has knowledge that the certification is erroneous.
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This certification is a material representation of fact upon which reliance was placed when making an award. If it is later determined that the Contractor or subcontractor knowingly rendered an erroneous certification, the Federal Aviation Administration (FAA) may direct through the Owner cancellation of the contract or subcontract for default at no cost to the Owner or the FAA.
Date Signature
Company Name Title
September 19, 2022
Paradies Lagardère @ PSP, LLC President
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Section G:
Pricing
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Paradies lagardere TRAVEL RETAIL
•
G. Pricing
1. Pricing Program
› a | Proposed prices for the products to be sold, along with comparable locations used to establish prices.
› b | The anticipated process and frequency
regarding requests for proposed price changes.
The process for proposed price changes and frequency will fully comply with the Pricing Program as set forth in Exhibit G of the Agreement.
For the proposed branded restaurants that operate within Greater Palm Springs, we will match our prices at PSP with their street location. We will maintain regular communications with the brand representatives to keep prices current. For all others, we have identified comparable locations within the area, as reflected in Section F, FORM F4. › c | Any employee or other discount program that
Proposer proposes to implement, if selected.
Associate Discount Program
Our associates are valued members of our team, as reflected in our discount program. We are proud to offer associates and airport/airline staff one of the most generous, discount programs in the industry.
• Dining hourly associates who are working at the time of discount receive one free meal for every shift worked; $12.00 maximum per meal.
• Dining associates off-shift will receive a 25% discount on a meal.
Other Available Discounts*
› 20% — We offer a 20% discount to all and any of our partner’s employees, airport, and airline employees. Fliers and email communications will be distributed to all airport tenants and partners to advertise discount availability. This discount also applies to automated vending units located in non-public areas of the airport. › 10% — Active military in uniform, or active and retired military with current identification, and military dependents with valid identification. › 10% — Seniors, age 65 and older.
* Exclusions apply to electronics and select specialty items Please refer to Section F, FORM F4 for proposed pricing by category. A detailed list of proposed products and pricing for each concept, along with comparable locations can be found in Section B - Brands and Concepts. We will fully comply with the pricing program set forth in the RFP and in Exhibit G of the agreement. Pricing developed for street-side F&B brands, like El Mirasol and TRIO, are generally reflective of the pricing in the street-side restaurants, and in no case will the pricing exceed the City’s street+15% policy.
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2 - 5 . Summary of Key Financial Propositions Attachment F - Form F1, Proposed Percentage Rent, and Proposed Minimum Facility Build-out Investment Please refer to Section F, FORM F1 for Key Financial Propositions, including proposed Percentage Rent and Build-out Investment.
6. Proposed Refurbishment
We invest in stores and restaurants that are built to last. With more than 60 years and over 1,000 airport concession build-outs, we know what it takes to maintain our rigorous “Opening Day Fresh” standards.
We also allocate fund for midterm refurbishments for every site we open. The scope of those improvements are typically driven by then-current variables: new design trends, airport construction impacts, improved FFE (Fixtures, Furnishings, & Equipment) like new energy-efficient lighting, or replacing damaged tables or displays. And, in the case of an under-performing concept we would replace it with a new concept or brand with broader appeal.
Ultimately, we work with our airport partners to evaluate, bring proposed improvements and new ides to the table, and determine the best scope of wok for refurbishments. It is important to note that these midterm improvements don’t necessarily correspond to a specific timeline. The timing should be driven by what’s necessary or timely.
7. Financial Pro Forma Attachment F - Form F2
Please refer to Section F, FORM F2 for our financial pro forma. We have provided individual forms for each space and a roll-up summary of all locations. We have also provided an explanation of assumptions supporting sales projections for our concepts following “Form F2 - All Locations” as these assumptions apply to every location.
8. Project Cost Plan
Please refer to Section F, FORM F3 Project Cost Plan for our financing plan indicating the source of funding to be used for space improvements and working capital.
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9. Financial Background Information
› a | Audited financial statements for the past three years. › d | Any changes in financial position for the past three years.
Paradies Lagardère @ PSP, LLC is a newly formed joint venture partnership comprised of Paradies Lagardère with 90% ownership, and Steven Menefee of CRS Sophisticated Solutions, Inc. with 10% ownership.
On the following pages we provide 2019-2021 combined audited financial statements, which include balance sheets and income statements for Paradies Lagardère.
We also provide 2019-2021 tax returns for CRS Sophisticated Solutions, Inc. to satisfy these requirements.
› c | Ownership of the Proposer
With the impact of the COVID-19 in 2020 our company sales and profitability have been highly impacted but at the end of 2021 we were able to get our financial position back to where we were at the end of 2019 before the pandemic.
› b | Balance sheet and income statements for the last three fiscal years. › e | Current Dun & Bradstreet or Standard & Poor’s Summary, if available.
Paradies Lagardère’s Dun & Bradstreet report is provided on the following pages.
CRS is a small business enterprise, not publicly traded, and therefore a D&B is not relevant to its operations, financial ,or tax reporting.
On the following pages we provide 2019-2021 combined audited financial statements, balance sheets and income statements for Paradies Lagardère.
CRS is a small business and does not have audited financial statements. In lieu of those, we have also provided a certified statement from an officer of CRS.
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EXHIBIT I – FAA REQUIREMENTS
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FEDERAL AVIATION ADMINISTRATION
FEDERAL PROVISIONS
UPDATED 10.25.2021
Provision
Reference Provision Description Page No.
RFP Page
No.
FAA - 01 Access to Records and Reports 2 190
FAA - 02 Affirmative Action Requirement * 3 191
FAA – 03 Breach of Contract 4 192
FAA – 04 Buy American Preferences * 5 193
FAA – 05 Civil Rights General 6 194
FAA – 06 Civil Rights – Title VI Assurances * 7 195
FAA – 07 Clean Air/Water Pollution Control 12 200
FAA – 08 Contract Work Hours and Safety Standards 13 201 FAA – 09 Copeland Anti-Kickback 14 202
FAA – 10 Davis Bacon Requirements 15 203
FAA – 11 Debarment and Suspension * 21 209
FAA – 12 Disadvantaged Business Enterprise * 22 210
FAA – 13 Distracted Driving 23 211
FAA – 14 Energy Conservation Requirements 24 212
FAA – 15 Drug Free Workplace (not applicable to Contractors) 25 213 FAA – 16 Equal Employment Opportunity 26 214
FAA – 17 Federal Fair Labor Standards Act * 32 220
FAA – 18 Lobbying Federal Employees 33 221
FAA – 19 Prohibition of Segregated Facilities 34 222
FAA – 20 Occupational Safety and Health Act 35 223
FAA - 21 Procurement of Recovered Materials 36 224
FAA – 22 Rights to Inventions 37 225
FAA – 23 Seismic Safety 38 226
FAA – 24 Tax Delinquency and Felony Conviction 39 227
FAA – 25 Termination of Contract 40 228
FAA – 26 Trade Restriction (Foreign) * 44 232
FAA – 27 Veteran’s Preference 46 234
*Solicitation Clause also
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FAA – 01 Access to Records and Reports
The Contractor must maintain an acceptable cost accounting system. The Contractor agrees to provide the Owner, the Federal Aviation Administration and the Comptroller General of the United States or any of their duly authorized representatives access to any books, documents, papers and records of the Contractor which are directly pertinent to the specific contract for the purpose of making audit, examination, excerpts and transcriptions. The Contractor agrees to maintain all books, records and reports required under this contract for a period of not less than three years after final payment is made and all pending matters are closed.
Reference: 2 CFR § 200.333, 2 CFR § 200.336, FAA Order 5100.38 Item 3A - Page 336
FAA – 02 Affirmative Action Requirement (Solicitation Clause) Minority Participation. 41 CFR part 60-4 Executive Order 11246 require goals to be set for minority participation in AIP funded projects exceeding $10,000. The goals for minority participation derive from Economic Area (EA) and Standard Metropolitan Statistical Area (SMSA) as established in Volume 45 of the Federal Register dated 10/3/80. Page 65984 contains a table of all EAs and SMSAs and the associated minority participation goals.
Female Participation. Executive Order 11246 has set a goal of 6.9% nationally for female participation for all construction projects. This value remains constant for all counties and states.
The solicitation will include any requirements related to Affirmative Action. If no requirements are shown in the solicitation this requirement is void.
Reference: 41 CFR part 60-4, Executive Order 11246
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FAA – 03 Breach of Contract
Any violation or breach of terms of this contract on the part of the [Contractor | Consultant] or its subcontractors may result in the suspension or termination of this contract or such other action that may be necessary to enforce the rights of the parties of this agreement.
Owner will provide [Contractor | Consultant] written notice that describes the nature of the breach and corrective actions the [Contractor | Consultant] must undertake in order to avoid termination of the contract. Owner reserves the right to withhold payments to Contractor until such time the Contractor corrects the breach or the Owner elects to terminate the contract. The Owner’s notice will identify a specific date by which the [Contractor | Consultant] must correct the breach. Owner may proceed with termination of the contract if the [Contractor | Consultant] fails to correct the breach by the deadline indicated in the Owner’s notice.
The duties and obligations imposed by the Contract Documents and the rights and remedies available thereunder are in addition to, and not a limitation of, any duties, obligations, rights and remedies otherwise imposed or available by law.
Reference: 2 CFR § 200 Appendix II(A)
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FAA – 04 Buy American Preferences
The Buy American Preference requirement in 49 USC § 50101 requires that all steel and manufactured goods used on AIP projects be produced in the United States. Specific Buy American requirements will be outline in the solicitation documents. If no requirements are found in the solicitation this clause if void.
Reference: Title 49 USC § 50101
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FAA – 05 Civil Rights General
For Contracts:
The Contractor agrees to comply with pertinent statutes, Executive Orders and such rules as are promulgated to ensure that no person shall, on the grounds of race, creed, color, national origin, sex, age, or disability be excluded from participating in any activity conducted with or benefiting from Federal assistance.
This provision binds the Contractor and subcontractors from the bid solicitation period through the completion of the contract. This provision is in addition to that required by Title VI of the Civil Rights Act of 1964.
For Lease or Transfer Agreements:
The (tenant/concessionaire/lessee) agrees to comply with pertinent statutes, Executive Orders and such rules as are promulgated to ensure that no person shall, on the grounds of race, creed, color, national origin, sex, age, or disability be excluded from participating in any activity conducted with or benefiting from Federal assistance. If the (tenant/concessionaire/lessee) transfers its obligation to another, the transferee is obligated in the same manner as the (tenant/concessionaire/lessor).
This provision obligates the (tenant/concessionaire/lessee) for the period during which the property is owned, used or possessed by the (tenant/concessionaire/lessee) and the airport remains obligated to the Federal Aviation Administration. This provision is in addition to that required by Title VI of the Civil Rights Act of 1964.
Reference: 49 USC § 47123
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FAA – 06 Civil Rights – Title VI Assurances
Compliance with Nondiscrimination Requirements:
During the performance of this contract, the Contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “Contractor”), agrees as follows:
1. Compliance with Regulations: The Contractor (hereinafter includes consultants) will comply with the Title VI List of Pertinent Nondiscrimination Acts and Authorities, as they may be amended from time to time, which are herein incorporated by reference and made a part of this contract.
2. Nondiscrimination: The Contractor, with regard to the work performed by it during the contract, will not discriminate on the grounds of race, color, or national origin in the selection and retention of subcontractors, including procurements of materials and leases of equipment. The Contractor will not participate directly or indirectly in the discrimination prohibited by the Nondiscrimination Acts and Authorities, including employment practices when the contract covers any activity, project, or program set forth in Appendix B of 49 CFR part 21.
3. Solicitations for Subcontracts, including Procurements of Materials and Equipment:
In all solicitations, either by competitive bidding or negotiation made by the Contractor for work to be performed under a subcontract, including procurements of materials, or leases of equipment, each potential subcontractor or supplier will be notified by the Contractor of the contractor’s obligations under this contract and the Nondiscrimination Acts and Authorities on the grounds of race, color, or national origin.
4. Information and Reports: The Contractor will provide all information and reports required by the Acts, the Regulations, and directives issued pursuant thereto and will permit access to its books, records, accounts, other sources of information, and its facilities as may be determined by the sponsor or the Federal Aviation Administration to be pertinent to ascertain compliance with such Nondiscrimination Acts and Authorities and instructions.
Where any information required of a contractor is in the exclusive possession of another who fails or refuses to furnish the information, the Contractor will so certify to the sponsor or the Federal Aviation Administration, as appropriate, and will set forth what efforts it has made to obtain the information.
5. Sanctions for Noncompliance: In the event of a Contractor’s noncompliance with the non-discrimination provisions of this contract, the sponsor will impose such contract sanctions as it or the Federal Aviation Administration may determine to be appropriate, including, but not limited to:
a. Withholding payments to the Contractor under the contract until the Contractor complies; and/or
b. Cancelling, terminating, or suspending a contract, in whole or in part.
6. Incorporation of Provisions: The Contractor will include the provisions of paragraphs one through six in every subcontract, including procurements of materials and leases of equipment, unless exempt by the Acts, the Regulations, and directives issued pursuant thereto. The Contractor will take action with respect to any subcontract or procurement as the sponsor or the Federal Aviation Administration may direct as a means of enforcing such Item 3A - Page 341
provisions including sanctions for noncompliance. Provided, that if the Contractor becomes involved in, or is threatened with litigation by a subcontractor, or supplier because of such direction, the Contractor may request the sponsor to enter into any litigation to protect the interests of the sponsor. In addition, the Contractor may request the United States to enter into the litigation to protect the interests of the United States.
A6.4.2 Title VI Clauses for Deeds Transferring United States Property This is a rare occurrence, and it will be the responsibility of the United States government to include the clause in the contract. It will be included as a covenant running with the land, in any deed from the United States effecting or recording a transfer of real property, structures, use, or improvements thereon or interest therein to the City.
DEEDS TRANSFERRING UNITED STATES PROPERTY
The following clauses apply to deeds effecting or recording the transfer of real property, structures, or improvements thereon, or granting interest therein from the United States pursuant to the provisions of the Airport Improvement Program grant assurances.
NOW, THEREFORE, the Federal Aviation Administration as authorized by law and upon the condition that the (City) will accept title to the lands and maintain the project constructed thereon in accordance with (Name of Appropriate Legislative Authority), for the (Airport Improvement Program or other program for which land is transferred), and the policies and procedures prescribed by the Federal Aviation Administration of the U.S. Department of Transportation in accordance and in compliance with all requirements imposed by Title 49, Code of Federal Regulations, U.S. Department of Transportation, Subtitle A, Office of the Secretary, Part 21, Non-discrimination in Federally-assisted programs of the U.S. Department of Transportation pertaining to and effectuating the provisions of Title VI of the Civil Rights Act of 1964 (78 Stat. 252; 42 USC § 2000d to 2000d-4), does hereby remise, release, quitclaim and convey unto the (City) all the right, title and interest of the U.S. Department of Transportation/Federal Aviation Administration in and to said lands described in (Exhibit A attached hereto or other exhibit describing the transferred property) and made a part hereof. (HABENDUM CLAUSE)
TO HAVE AND TO HOLD said lands and interests therein unto (Title of Sponsor) and its successors forever, subject, however, to the covenants, conditions, restrictions and reservations herein contained as follows, which will remain in effect for the period during which the real property or structures are used for a purpose for which Federal financial assistance is extended or for another purpose involving the provision of similar services or benefits and will be binding on the (Title of Sponsor), its successors and assigns.
The (City), in consideration of the conveyance of said lands and interests in lands, does hereby covenant and agree as a covenant running with the land for itself, its successors and assigns, that (1) no person will on the grounds of race, color, or national origin, be excluded from participation in, be denied the benefits of, or be otherwise subjected to discrimination with regard to any facility located wholly or in part on, over, or under such lands hereby conveyed [,] [and]* (2) that the (Title of Sponsor) will use the lands and interests in lands and interests in lands so conveyed, in compliance with all requirements imposed by or pursuant to Title 49, Code of Federal Regulations, U.S. Department of Transportation, Subtitle A, Office of the Secretary, Part 21, Non-discrimination in Federally-assisted programs of the U.S. Department of Transportation, Effectuation of Title VI of the Civil Rights Act of 1964, and as said Regulations and Acts may be amended[, and (3) that in the event of breach of any of the above-mentioned Item 3A - Page 342
nondiscrimination conditions, the Department will have a right to enter or re-enter said lands and facilities on said land, and that above described land and facilities will thereon revert to and vest in and become the absolute property of the Federal Aviation Administration and its assigns as such interest existed prior to this instruction].*
(*Reverter clause and related language to be used only when it is determined that such a clause is necessary in order to make clear the purpose of Title VI.) A6.4.3 Title VI Clauses for Transfer of Real Property Acquired or Improved Under the Activity, Facility, or Program
This applies to agreements such as leases where a physical portion of the airport is transferred for use―for example a fuel farm, apron space, or a parking facility―and will be included as a covenant running with the land, in any future deeds, leases, licenses, permits, or similar instruments entered into by the sponsor with other parties for all transfers of real property acquired or improved under the Airport Improvement Program.
CLAUSES FOR TRANSFER OF REAL PROPERTY ACQUIRED OR IMPROVED UNDER THE
AIRPORT IMPROVEMENT PROGRAM
A. The (grantee, lessee, permittee, etc. as appropriate) for himself/herself, his/her heirs, personal representatives, successors in interest, and assigns, as a part of the consideration hereof, does hereby covenant and agree [in the case of deeds and leases add “as a covenant running with the land”] that:
1. In the event facilities are constructed, maintained, or otherwise operated on the property described in this (deed, license, lease, permit, etc.) for a purpose for which a Federal Aviation Administration activity, facility, or program is extended or for another purpose involving the provision of similar services or benefits, the (grantee, licensee, lessee, permittee, etc.) will maintain and operate such facilities and services in compliance with all requirements imposed by the Nondiscrimination Acts and Regulations listed in the Pertinent List of Nondiscrimination Authorities (as may be amended) such that no person on the grounds of race, color, or national origin, will be excluded from participation in, denied the benefits of, or be otherwise subjected to discrimination in the use of said facilities.
B. With respect to licenses, leases, permits, etc., in the event of breach of any of the above Nondiscrimination covenants, (Title of Sponsor) will have the right to terminate the (lease, license, permit, etc.) and to enter, re-enter, and repossess said lands and facilities thereon, and hold the same as if the (lease, license, permit, etc.) had never been made or issued.* C. With respect to a deed, in the event of breach of any of the above Nondiscrimination covenants, the (Title of Sponsor) will have the right to enter or re-enter the lands and facilities thereon, and the above described lands and facilities will there upon revert to and vest in and become the absolute property of the (Title of Sponsor) and its assigns.* (*Reverter clause and related language to be used only when it is determined that such a clause is necessary to make clear the purpose of Title VI.)
A6.4.4 Title VI Clauses for Construction/Use/Access to Real Property Acquired Under the Activity, Facility or Program
This applies to agreements such as leases of concession space in a terminal and any future deeds, leases, licenses, permits, or similar instruments entered into by the CIty with other Item 3A - Page 343
parties for the construction or use of, or access to, space on, over, or under real property acquired or improved under the Airport Improvement Program.
CLAUSES FOR CONSTRUCTION/USE/ACCESS TO REAL PROPERTY ACQUIRED
UNDER THE ACTIVITY, FACILITY OR PROGRAM
A. The (grantee, licensee, permittee, etc., as appropriate) for himself/herself, his/her heirs, personal representatives, successors in interest, and assigns, as a part of the consideration hereof, does hereby covenant and agree (in the case of deeds and leases add, “as a covenant running with the land”) that (1) no person on the ground of race, color, or national origin, will be excluded from participation in, denied the benefits of, or be otherwise subjected to discrimination in the use of said facilities, (2) that in the construction of any improvements on, over, or under such land, and the furnishing of services thereon, no person on the ground of race, color, or national origin, will be excluded from participation in, denied the benefits of, or otherwise be subjected to discrimination, (3) that the (grantee, licensee, lessee, permittee, etc.) will use the premises in compliance with all other requirements imposed by or pursuant to the List of discrimination Acts And Authorities.
B. With respect to (licenses, leases, permits, etc.), in the event of breach of any of the above nondiscrimination covenants, (The City) will have the right to terminate the (license, permit, etc., as appropriate) and to enter or re-enter and repossess said land and the facilities thereon, and hold the same as if said (license, permit, etc., as appropriate) had never been made or issued.*
C. With respect to deeds, in the event of breach of any of the above nondiscrimination covenants, (The City) will there upon revert to and vest in and become the absolute property of (The City) and its assigns.*
(*Reverter clause and related language to be used only when it is determined that such a clause is necessary to make clear the purpose of Title VI.)
A6.4.5 Title VI List of Pertinent Nondiscrimination Acts and Authorities Title VI List of Pertinent Nondiscrimination Acts and Authorities During the performance of this contract, the Contractor, for itself, its assignees, and successors in interest (hereinafter referred to as the “Contractor”) agrees to comply with the following nondiscrimination statutes and authorities; including but not limited to:
• Title VI of the Civil Rights Act of 1964 (42 USC § 2000d et seq., 78 stat. 252) (prohibits discrimination on the basis of race, color, national origin); • 49 CFR part 21 (Non-discrimination in Federally-assisted programs of the Department of Transportation—Effectuation of Title VI of the Civil Rights Act of 1964); • The Uniform Relocation Assistance and Real Property Acquisition Policies Act of 1970, (42 USC § 4601) (prohibits unfair treatment of persons displaced or whose property has been acquired because of Federal or Federal-aid programs and projects); • Section 504 of the Rehabilitation Act of 1973 (29 USC § 794 et seq.), as amended (prohibits discrimination on the basis of disability); and 49 CFR part 27; • The Age Discrimination Act of 1975, as amended (42 USC § 6101 et seq.) (prohibits discrimination on the basis of age);
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