When Burgerville President and CEO Jeff Harvey thinks “green,” two things are certain: the planet will
reap the rewards and so will the quick serve restaurant’s balance sheet. Based in Vancouver, Wash., the
Pacific Northwest chain is located in a region that serves as an epicenter of the environmental movement.
While Harvey has a healthy respect for earth-friendly causes, he also has a penchant for performance,
producing double-digit sales growth for the nearly 50-year-old chain during 2006 and 2007. Combining
business results with ecologically beneficial initiatives seems to be his special calling.

Dissecting the company’s motto, which is framed as “Fresh, local sustainable,” is a revealing exercise.
Harvey has an unusual perspective about what constitutes sustainable: it includes cultivating employees
and providing affordable healthcare (currently $15 per month) for any individual working at least 20 hours
weekly who has been on the payroll for six months. “If we’re going to sustain the planet,” he explains,
“you’ve got to start with sustaining the people who are going to preserve it.”

For skeptics who shake their heads in disbelief, remember that Harvey is a bottom line man – you can be
certain that the plan he’s cooked up has paid off. Highlights of his magic recipe: Burgerville attracts good
people and keeps them. Because employees are rewarded for performance and longevity, as well as feel
valued by the organization, they provide outstanding service to customers who keep returning for more
great food and experiences.

The company engages in another significant initiative – on a scale that will blow you away. All energy
used by Burgerville is offset 100% through the purchase of wind power credits. Since wind power is
currently more expensive than purchasing off the grid, Harvey has again faced detractors. “Fossil fuel is
not a renewable resource, and costs fluctuate over time,” he says. Wind power offers stability in a volatile
market. Regional wind farms are beneficial in another way: they help create economically healthy
communities. For example, in the Northwest, many local ranchers have installed windmills on pastures –
even one from whom Burgerville purchases beef. These ranchers now have another source of income to
ensure their long-term success.

“We need a strong economic base to support our own business,” says the CEO. This philosophy led to
another environmental endeavor: working with local businesses to build their ability or capacity to recycle
cooking oil into biodiesel fuel. When the company embarked on this program, not a single operator in any
of the restaurant’s 39 locations could handle the assignment. “We provided a pathway for these
businesses to grow.” During 2007, Burgerville delivered 53,000 gallons of cooking oil to refineries for
recycling, which was converted into nearly 40,000 gallons of fuel.

In another initiative, The Coca-Cola Company referred Burgerville to a resource that audited the chain’s
energy and water usage, and revealed some interesting findings. The top sources of water consumption:
outdoor irrigation at 34%; kitchen use at 21.2% and bathrooms at 19.8%. Beverages came in fourth at
only 18.8%. Overall, the audit indicated that if specific recommendations were followed, the chain could
make investments that would save $186,000 in water and energy consumption with a simple payback
over 4.6 years. The two companies also partnered on another earth-friendly program: the International
Coastal Cleanup sponsored by Ocean Conservancy. The Coca-Cola Company has been a major global
sponsor for years and last year helped Burgerville with a special promotion that encouraged employees
and customers to participate together in the one-day event.

While Burgerville has an innovative approach to going green, it also takes many more traditional
environmental measures. In 2007, Burgerville announced that it was expanding its pilot composting and
recycling program company-wide with a goal of redirecting 85 percent of restaurant-generated waste. At
present, 36 of 39 Burgerville restaurants are participating in the recycling program and 21 restaurants are
participating in a prototype program which incorporates both composting and recycling. Plastic, glass,
clean paper and tin are being recycled; while food waste, soiled paper and packaging are transformed
into nutrient-rich compost. Currently Burgerville is diverting almost 50% of restaurant waste from local
landfills. Composting and recycling waste is not only good for the environment -- Burgerville has found the
cost to recycle is less than garbage removal fees.

In the effort to become green, the chain’s biggest challenge has been managing change with people. It
takes a lot of communication and training to institute and maintain new practices. But it also brings
Harvey’s strategy back full circle. If you take care of the people you hire, they will be motivated to do the
right thing. And for Burgerville, going green is good business. You can bank on it.

Established in 1961, Burgerville is a chain of 39 quick service restaurants in Oregon and Southwest
Washington serving guests fresh, great tasting food based on a mission to “serve with love.” Its
commitment to fresh, local and sustainable extends beyond the food served to encompass helping people
and communities thrive. The innovative company is redefining industry norms by providing affordable
healthcare for hourly employees and their dependents, purchasing wind power equal to total energy use,
converting used trans fat free cooking oil into biodiesel and implementing comprehensive waste recycling.
For more information visit www.burgerville.com.


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