During 2001, we also implemented a customer relationship management system. This system improves
the productivity of our sales force by helping to establish marketing priorities and track sales leads. It
also tracks renewal periods for potential commercial, industrial and franchise contracts. During 2005,
we will continue to ensure our sales force is properly trained on this system and is using it as intended.
‚ Improve the productivity of our operations. We use a grid productivity program that enables us to
benchmark the performance of our drivers. In addition, in our larger markets, we use a route
optimization program to minimize drive times and improve operational density. During 2005, we will
continue to update our disposal optimization metrics. These metrics identify which local disposal
option maximizes our return on invested capital and cash Öow.
‚ Improve Öeet management and procurement. In February 2002, we selected Dossier as our Öeet
management and parts procurement system. During 2003, we implemented Dossier at all of our
signiÑcant hauling and landÑll operations. Among other features, this system tracks parts inventories,
generates automatic quantity order points and logs all maintenance work. It allows us to capture and
review information to ensure our preventive maintenance programs comply with manufacturers'
warranties and governmental regulations. In addition, the purchase order module within this system
allows us to cross-reference purchasing information with our inventory. During 2005, we intend to
further utilize this purchase order module to take advantage of volume discounts.
‚ Enhance operational and Ñnancial reporting systems. We have several initiatives aimed at improving
our operational and Ñnancial reporting systems. The overall goal of these initiatives is to provide us with
detailed information, prepared in a consistent manner, that will allow us to quickly analyze and act
upon trends in our business.
One of our most signiÑcant systems is our enterprise-wide general ledger package. We successfully
converted all of our locations to Lawson general ledger software in 2002 and in 2003 successfully
converted all of our locations to Lawson Ñxed asset software.
All of the system initiatives mentioned above will provide us with more consistent and detailed
information, thus allowing us to make quicker and more informed business decisions. In addition,
during 2001, all of our signiÑcant software applications were standardized and centralized at our data
center in Fort Lauderdale, Florida. This standardization and centralization provides us with consoli-
dated information concerning our operations across a variety of operational and Ñnancial disciplines. It
also signiÑcantly enhances our ability to execute our disaster recovery plan, if necessary.
‚ Expand our safety training programs. As part of our ongoing emphasis on safe work practices and in
light of increasing insurance costs, we expanded our safety training programs in 2002. During 2004, we
distributed to all of our locations a comprehensive training and safety manual. Safety will continue to
be a key area of focus during 2005.
‚ Develop and implement performance strategies. Develop and implement strategies to improve the
performance of locations and lines of business that are performing below the company's average.
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