If you were to use one of those online sites to calculate Ed Bazor’s carbon footprint, it would likely end up on “much larger than average” end of the spectrum. He drives a 2007 Ford F-150 and commutes 70 miles roundtrip to his downtown Atlanta office. He flies quite a bit, too. His job as director of construction for Ted’s Montana Grill, a chain with restaurants in eight states, requires it. The majority of bulbs in his home are CFL, but he’s plugged into the same energy-wasting grid as the majority of us.

Bazor is no tree hugger, but he is a realist. And because he is a man who relies on logic to make business decisions, he’s an environmentalist, too. If you were to visit one of Bazor’s construction sites, you might see the men breaking down wooden pallets. He’s also not above sifting for salvageable materials in a dumpster. Being discerning can reduce hauling trips from 14–15 to 5–6. And that in turn saves Ted’s Montana Grill cash.

“Enough nickels and dimes add up to real money,” Bazor says in explaining why he’s willing to Dumpster dive and encourages others to do the same. “It doesn’t cost to do simple things”

Bazor should know. As head of the 57-unit chain’s Green Team, Bazor is charged with facilitating the seven-member team’s search for money-saving, eco-friendly business practices. Representatives from Ted’s marketing, ops, facility management, purchasing, and HR teams, plus Bazor and Ted’s president and CEO, George McKerrow, make up the team. Each member spends about three to four hours a month focusing on the gradual greening of Ted’s.

Yes, Ted’s is fronted and funded by one of the world’s most visible environmentalists, but Bazor and McKerrow maintain that founder Ted Turner’s passion is just one of two reasons why the Green Team exists. The other is good business sense.

So what does the ROI in operating an environmentally conscience company look like? QSR sat down with Bazor and McKerrow to find out.

How did Ted’s ‘green’ movement start?

McKerrow: We started with a base: no Styrofoam, no plastic, all glass.

And what about the Green Team itself.

Bazor: It began about two years ago. Before we actually organized it, it was just direction from George and Ted [Turner]. They told us, “Find out what we are currently spending on utilities and what we can do to reduce it.” So that’s kind of how we started.

Do members of the Green Team really focus on environmentally friendly initiatives every day?

McKerrow: Well, it’s built into the culture. But yes, they do take time to specifically focus on green initiatives. Ed spends a lot of time.

Bazor: I probably spend about a third of my time, fielding multiple calls every day. I don’t discount any call that comes in because, even though we get lots of calls that are really off the wall, the risk is if you don’t listen to them you miss something that might offer positive things for your business.

Why have a director of construction head up the Green Team?

McKerrow: A lot of what you do starts when you build the restaurants—materials you use, fixtures you put in, the equipment you put in, lighting, HVAC, filtration systems. Ed switched us over to bamboo floors. They are more sustainable. And he’s the one who found the low-voltage dimmable light bulbs.

Those light bulbs make for an interesting story. Would you mind sharing it?

McKerrow: The light bulbs are 8 watts instead of 60 watts, but they give off the same light as 60-watt light bulb.