The business organisation is based on an information system developed and upgraded by SAGER starting from the late 80s’ through a constant adaptation to the changing nature of services provided and relevant legislation. All activities provided under the contract are computerised by the technical service, so that the system can produce the work planning that has been studied upstream. The services of each single client are inserted into the existing logistics, complex services are studied from a logistic point of view to identify human and equipment resources needed, so as to optimize service provision. At the end of the preliminary analysis the system is able to produce “road maps” providing the basis for service provision.

The operational structure is based on a Central Operational Manager and on a number of Site or Area Managers, according to the number of operational areas, and receives the roadmaps following to which it can run its human and equipment resources. The operational structure does not have to deal with superstructure-related matters, which have been solved upstream, but is in charge of service provision, particularly as to timely provision and compliance with legislation, also detecting any anomaly, which are noted down on the road maps, together with all the other operational data (vehicle used, operator, weights, etc.). The operator receiving the road map becomes a major player in the context of the business activity, ceasing to be a simple executer. His indications are “compulsorily” forwarded to the central structure via the successive circuit foreseen for the roadmaps. 

 

The road maps are referred back to the seat, where they are computerised. According to feedback input information (related to plants, authorisations, authorised waste types, etc.), the system detects and indicates any anomaly beginning right from the phase of loading. Anomalies and cases of non-compliance are also subject to computerization and lead to specific report generation. Anomalies are handled by the technical structure and, if necessary, in cooperation with the Client. At the end of each month, all service data are compared with waste destination plants for final invoicing according to the terms and related deadlines laid down in the contract.

 

On-call or on-request services are inserted in planning, although road maps, which are not used to this aim, are replaced by specific daily working lists that are created by the Company’s headquarters. The most typical services include complementary operations of door-to-door waste collection, such as collection on-demand (bulky waste, WEEE - waste electrical and electronic equipment - or additional collection of nappies/adult diapers), but also collection services of large containers located at Municipal Collection Centres or directly at the venues of private clients.

 

Requests are collected by the central headquarters via a toll free number, or electronic communications or fax, and are processed according to the terms and related deadlines laid down in the contracts. The technical service deals with the assignments of daily services to be provided and forwards its planning to each site together with an optimized sequence of the best route to follow. The final balance is made up of these very lists completed with all the requested indications, which are sent back to the central headquarters on a daily basis to be verified and inserted into the information system.

 

This organization, consolidated over years, has a constant focus on the care for its Clients, continuously verifying the services provided to them, which are monitored by the central headquarters on a daily, weekly or monthly basis, to carry out external checks (destination plants). Also as far as long-term contracts are concerned, the Client can rely not only on the “site” itself, but on the entire business structure. 

 

This “client-oriented” structure is the basis for all the other business functions summarized in the following organisational chart.