Server: Netscape-Enterprise/3.0 Date: Tue, 18 Nov 1997 18:32:19 GMT Content-type: text/html Last-modified: Wed, 26 Feb 1997 21:01:56 GMT Content-length: 12752 Accept-ranges: bytes The BFI Story


From Dare to Dream

A community association meeting usually is not likely to inspire a multi-billion dollar enterprise. But one particular meeting of the Willowbrook community association, in Houston, Texas, was destined to be remembered as most unusual. The year was 1967 and the subject was garbage. Residents were irate about missed pickups, surly personnel, high rates. Tom Fatjo, president of the subdivision, suggested in exasperation, "This association ought to get a pickup truck and take care of the community's garbage." The rejoinder was a dare: "Good idea -- you do it!" Never one to back away from a challenge, Tom Fatjo and his cousin, Thomas Deane, promptly started a one-truck, one neighborhood garbage company boldly named American Refuse Systems (ARS). The name reflected a dream: garbage service that would resolve the same problems faced by Willowbrook in communities across America. The dream came true. The story of BFI is the story of free enterprise...

The Early Years

1967 With a single truck, a small residential waste collection firm, American Refuse Systems, Inc. (ARS), begins providing garbage collection service to a Houston, Texas subdivision.
1969 ARS acquires controlling interest in Browning-Ferris Machinery Company, an established distributor of heavy construction equipment, through the purchase of its common stock. The two companies merge to form Browning-Ferris Industries (BFI) and launch a nationwide waste services firm.

The 1970's: Expansion and Acquisition

1970 Beginning in October, BFI develops a nationwide waste services company by implementing a highly successful acquisition plan. Companies initially purchased include Patterson Waste Control, Inc., located in Memphis; Houston Disposal Services, Inc., based in Houston; and Waste Control of Puerto Rico, Inc., located in San Juan. The majority owner and president of these three companies, Harry J. Phillips, joins BFI as president and COO. As one of the most experienced and respected leaders in the waste industry, Phillips brings immediate recognition to the growing company.
1972 Only five years old, BFI now has operations in 26 states, Puerto Rico and Canada, 4200 employees and, for the first time, revenues of over $100 million. By acquiring Consolidated Fibres Inc. (CFI), a leading independent marketer of wastepaper for recycling, BFI adds to its existing services and demonstrates a major commitment to resource recovery.
1974 BFI made its first entry into the European market with the acquisition of a waste services firm in Spain. This marks the beginning of a 20-year campaign of start-up, expansion and acquisition activities on four continents outside North America.
1975 By year-end, BFI is operating in over 100 North American cities. The company makes industry history as the first to introduce "forklift" front-end loading waste collection vehicles.
1976 The effects of the nationwide recession are particularly acute in the paper industry. BFI responds by spinning off CFI.
1977 BFI wins its first municipal contract as Oklahoma City becomes one of the first cities in the U.S. to privatize its waste services.
1978 BFI is now operating in 150 cities in North America with over 7,000 employees. Earned revenues top $300 million.

The 1980's: Diversifying the Business

1981 Already serving Maracaibo, BFI wins an eight-year contract with the city of Caracas in partnership with Cotechnica.
1983 CECOS International is acquired, marking BFI's entrance into the hazardous waste business.
1984 Operating in 39 states with 16,000 employees, BFI hits $1 billion in revenue mark for the first time. BFI and Air Products and Chemicals, Inc. create a new company, American Ref-Fuel, to market waste-to-energy facilities. BFI becomes the exclusive North American licensee for a proven technology created in Germany that converts combustible solid waste to steam or electricity.
1985 BFI expands to the Far East with acquisitions in Australia and makes a key acquisition to enter the United Kingdom.
1986 BFI entered the medical waste business through the purchase of W.D. Bingham, Inc., in Southern California, and Merrimack Valley Medical Service Company, Inc., in Massachusetts.
1987 BFI starts operating in the Netherlands with the acquisition of Spitman Holding, B.V.
1988 Bill Ruckelshaus, two-term Administrator of the U.S. Environmental Protection Agency (EPA) is elected Chairman and CEO. The company eneters the Hong Kong market through a joint venture with Swire Engineering Ltd. BFI now serves nearly 200,000 households with curbside recycling service.
1989 The first American Ref-Fuel plant opens.

The 1990's: Investing in the Future

1990 BFI acquires ACCO International, Inc., a fiber recycling company, marking the start of a long-term investment in recycling. Collection, treatment and disposal of hazardous waste is terminated.
1991 Bruce Ranck is elected President and Chief Operating Officer. BFI now employs 27,000 and reaches $3 billion in earned revenues.
1992 BFI now serves more than 3 million households with curbside collection of paper, aluminum, bi-metal and other recyclable materials.
1993 BFI becomes the first outside company in over 40 years to serve New York City with commercial solid waste collection. The company also enters into a key joint venture with one of the largest waste services companies in Germany, Otto holding International B.V.
1994 BFI acquires UK-based Attwoods, plc, the fourth largest waste services company in the U.S.
1995 Bruce Ranck is elected CEO; Bill Ruckelshaus remains Chairman of the Board. With 43,000 employees worldwide, and 10,000 collection vehicles, revenues climb to more than $5.8 billion.
1996 BFI undergoes a strategic and organizational restructuring to streamline operations and focus on customer satisfaction. Greg Muldoon is named Chief Operating Officer. Thirteen market areas, organized according to customer segments and operations, comprise the structure.
1997 The year begins with a sharp upturn in BFI's stock, signaling a new era of success.

With the approach of a new millenium, BFI continues to build its legacy as a worldwide leader and innovator with dynamic emphasis on growth by building long-term customer relationships. And all it took was a dare.


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