When we were developing the Cover Story, we decided not to discuss whether earth-friendly practices were the right thing to do. Instead, we wanted to focus on the business strategy, the return on investment, even though there aren't a lot of examples to share. I'm not going to talk about doing the right thing either.

For one thing, I don't want to be a hypocrite: Though I believe in the cause, I'm just learning how to tread softly on this planet—to walk the talk, so to speak—and taking small steps. And I am financially supported by a company that uses a lot of paper, killing a lot of trees—though Reed Business Information is making eco-progress as well. Secondly, I don't think it's as effective to make a point based on values or conscience as it is to make a point based on objective rationale.

To be honest, I was surprised that more restaurant chains weren't able to talk about sustainability as a long-term business strategy. Successful companies look into the future and plan for worst-case scenarios. I'm not talking about polar bears going extinct or Manhattan being flooded by rising sea levels created by melting ice caps. I'm thinking of rising food costs because more and more corn is diverted for fuel. Gas prices and heating prices will increase not only because of limited supply but because carbon emissions will be taxed. Also potentially taxable: takeout packaging and disposable water bottles.

If you think it's a pain to have to list calorie, sodium and saturated fats for each menu item, just wait until you have to list how much carbon gas your products generate. Can your units even open for business if a metropolitan area needs to ration clean water? Can your suppliers? Oh, and they will face the same cost increases, passing some of them onto you, who will have to pass some of them onto your customer.

Your customer increasingly cares about environmental issues and is skeptical about “greenwashing,” paying lip service to sustainable issues. Many people also decide whether to work for a company based on issues such as caring about the planet.

You have sophisticated tools that track and measure inventory in real-time and predict what product you will need for next Wednesday's lunch rush. But can you predict whether you'll be able to source those ingredients in five or 10 years' time?

Some businesses feel that an environmental strategy is just too long-term at this point, that they have too many other pressing issues, especially in today's tough operating environment. Perhaps, but the most-innovative and trend-forward companies look far into the future to ensure their own sustainability.

I think the industry is ready for this, and I challenge you to look objectively at environmental risks and costs just as you look at food safety or real estate or food costs.

Meantime, I'll challenge myself, and my employer, to walk the talk.