What role does sustainability play in your long-term business plan (energy use, packaging, waste reduction)?

Energy use and costs

Restaurant owners can often overlook the day-to-day operating expenses of running the business. The costs required for lighting, heating and cooling, and equipment throughout the building are considerable. Many owners try to control these costs without compromising food quality or their production schedules.

Franchise Update asked several multi-unit restaurant franchisees about the role sustainability plays in their long-term business plans, which includes reducing waste and improving efficiency. Restaurant operators can start by investing in energy-efficient equipment, such as ovens, refrigerators, and LED lighting. The franchisees also talked about using sustainable packaging to reduce waste.

Restaurant teams constantly balance preparing the proper amount of food to meet customer demand while avoiding overproduction. In some cases, they can arrange food production schedules and rely on data to eliminate guesswork and reduce potential waste. When restaurant owners take these steps, it creates a more sustainable, efficient system while reducing operational costs and supporting their bottom line.

Sustainability initiatives

See the first steps in the careers of several successful multi-unit restaurant franchisees. Jason Thomas Company: Marquee Coffee LLC Brands: 3 Bad Ass Coffee of Hawaii Years in Franchising: 3 Sustainability is an important part of our long-term operating strategy because responsible practices and strong unit economics often go hand in hand. We are focused on reducing food and packaging waste, improving inventory controls, evaluating more sustainable packaging, and selecting energy-efficient equipment as we remodel or develop new locations.

For a growing multi-unit organization, the goal is to adopt practical, measurable initiatives that reduce our environmental impact while also lowering operating costs and creating a more efficient business. Marshall Degani Company: Neptune New Millennium, LLC Brands: 6 Kolache Factory Years in Franchising: 25 For a scratch bakery, waste is the biggest lever. We carefully bake in batches throughout the morning and afternoon so production tracks demand rather than guesswork.

As equipment cycles out, we replace it with more energy-efficient ovens and refrigeration. We have converted to LED lighting, and most of our packaging is simple paper. The good news is that sustainability and the P&L point in the same direction.

Every pound of dough we don't waste helps with both. Kristy Rans Company: Prime Hospitality Group Brands: 12 Ruth’s Chris Steak House Years in Franchising: 20 Sustainability is both an operational responsibility and a long-term business consideration. We continually look for practical opportunities to reduce food waste, improve energy and water efficiency, evaluate packaging, and make more intentional purchasing decisions without compromising quality or the guest experience.

The most effective sustainability initiatives are those that can be consistently executed across the organization and become part of how the business operates every day. From the materials we choose for employee cups and to-go containers to the millions of small decisions made across our restaurants, sustainability becomes part of our culture, supporting both our financial goals and our broader responsibility to operate thoughtfully. Matt Roth Company: Geaux Route Partners Brands: 3 Walk-Ons Sports Bistreaux Years in Franchising: 7 I think sustainability must make sense from a business standpoint.

If you're saving money on energy and utilities, that's something you need to pay attention to. The same goes for taking care of your kitchen equipment and your building in ways that extend their life. Those are smart business practices that can also support your bottom line over the long term.

I don't think you can chase every sustainability initiative at the expense of your business. It's about using your gut, making smart decisions, and finding the balance between doing what's right for the future and running a healthy business today. Franchisee Bytes What was your first job?

I began washing dishes at a local restaurant and eventually started delivering pizzas for Papa Johns before continuing to work my way up the ranks.** -Nadeem Bajwa, Co-founder and CEO, Bajco Group, 270+ Papa Johns **I started as a waitress when I was 15 at a restaurant my father owned. I waited tables, cooked pies, and basically did anything that needed to be done, including taking my dad home after closing when he was too tired to drive.

** -Lisa Starnes, Franchise Owner, Starnes Holdings, 8 Captain D’s **I like to say I always had an entrepreneurial spirit. I started my own landscaping company at 9 years old, pushing my lawn mower up and down the street, cutting my neighbors’ grass. One of the neighbors I did service for owned a Baskin-Robbins and hired me there to scoop ice cream and make milkshakes.

My first official job coincidentally foreshadowed my career with Inspire Brands down the line.** -David Weeks, CEO, The Bean Team, 9 Barberitos, 8 Dunkin’, 4 Newk’s Eatery, 1 Dunkin’/Newk’s co-brand **I worked at my family-owned hotel when I was a young boy. I then worked as a front desk associate at a Hilton hotel in Charlotte, North Carolina, when I was 18.

, 22 Honey Baked Ham* **My first job was as a cashier at a gas station when I was 14 years old. It was an experience that introduced me to the importance of hospitality and what it means to lead with a servant’s heart. Even at that young age, I understood the value of treating people with respect and how small moments can create lasting impressions.

** -Lawrence Kourie, Multi-Unit Owner-Operator, 22 Dave’s Hot Chicken As a dishwasher in India when I was 16. -Yunus Shahul, Franchise Owner, Smartfoods Group, 24 Cousins Maine Lobster, 1 German Doner Kebab **As a busboy at a restaurant in Vancouver, Washington, when I was 14.