With rising energy and labor costs, the CEO of a national quick-serve restaurant knew the company would need a concerted effort to cut costs and increase operational efficiency. The company created Efficiency Matters, a data-driven efficiency program that united the entire organization around aggressive goals to reduce energy and water consumption.
Experienced in strategic planning, efficiency engineering, and holistic organizational engagement, ENGIE Impact was selected as the quick-serve restaurant’s efficiency partner of choice. By leveraging ENGIE Impact’s technical expertise and robust benchmarking tools, the restaurant was able to identify opportunities, build a roadmap, validate new technologies, and ensure seamless implementation of efficiency measures across their organization.
With so much change it can be a challenge to align all departments, so ENGIE Impact worked with stakeholders across groups like new construction, facilities, and procurement to understand processes and key performance indicators. During this time, the restaurant discovered new efficiency technologies were being installed in retrofits but not during new construction. Once this disconnect was identified, the restaurant opened up channels of communication to make sure all teams had the same specifications.
Seeking to further use technology, the restaurant implemented an Energy Management System (EMS) at 1,164 restaurants. This gave them greater visibility into real-time data and kitchen operations, resulting in:
Over the course of the five-year engagement, ENGIE Impact helped the restaurant implement more than 5,000 energy and water efficiency projects, which saved over $50 million through the Efficiency Matters program.
The restaurant’s partnership with ENGIE Impact resulted in a clear, data-driven, actionable roadmap. This provided the business case to gain executive approval of capital expenditures required to support energy and water reduction goals. The benefits of the Efficiency Matters program are being seen from the boardroom to the restaurant level. The quick-serve restaurant’s COO stated: “Our strategy was clearly articulated and gave visibility to empower team members all the way down to the restaurants, where the general manager has the ability to improve his/her store profitability.”
The insight the restaurant gained from this program not only identified opportunities to improve operations and reduce costs, but it ensured savings would be immediate, impactful and lasting. As the restaurant shifts their strategy to focus on continual improvement and maintaining savings, the roadmap and four pillars will serve as a guiding principle for future efficiency endeavors.