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Business Model – Building maintanance – Consorzio Sol.Co-Sicily – Italy

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Business Model – Building maintanance – Consorzio Sol.Co-Sicily – Italy

June 20th, 2019|Activities|

WP-T2
Defining the business model and training program
D-T2.2.2 – Business Model

Title
Building maintanance
Italy | Sicily

INDEX
1 INTRODUCTION …………………………………………………………………………………………. 3
2 CONTENTS……………………………………………………………………………………………… 4
3 THE BUSINESS IDEA ……………………………………………………………………………………. 5
4 CANVAS N.1: PUBLIC BODIES ……………………………………………………………………….. 6
4.1 Canvas………………………………………………………………………………………………….. 7
4.2 Notes to the canvas ……………………………………………………………………………………. 8
5 CANVAS N.2: ENTERPRISES ……………………………………………………………………….. 10
5.1 Canvas………………………………………………………………………………………………… 11
5.2 Notes to the canvas ………………………………………………………………………………….. 12
6 CANVAS N.3: RESIDENTIAL BUILDING OWNERS (RBO) ……………………………………………. 14
6.1 Canvas………………………………………………………………………………………………… 15
6.2 Notes to the canvas ………………………………………………………………………………….. 16
7 LEGISLATIVE REFERENCES FOR THE ESTABLISHMENT …………………………………. 18
8 LEGISLATIVE REFERENCES FOR PERSONNEL HIRING……………………………………. 19
9 ORGANISATION …………………………………………………………………………………… 20
9.1 Roles ………………………………………………………………………………………………….. 20
9.2 Functions ……………………………………………………………………………………………… 21

1 INTRODUCTION

BEGIN is a project to define models for creation and management of social start-ups finalized to the inclusion of
disadvantaged people.

Marginalized groups – e.g. unemployed, women, young people, immigrants, disabled, ex-convicts, former drug
addicts – are counting significant percentage in every partner country.

Innovative feature and main objective of Begin is the creation of tools to encourage the creation and development
of social start-ups active in safeguarding of environmental protection for social work inclusion and employment of
disadvantaged people, which then contribute to improvement of territories both for use citizens and tourists.
BEGIN will transfer know-how from more innovative and experienced regions to those lagging behind creating an
innovative model that can be transferred also to other regions not involved in the project. Main common challenge
tackled regards environmental protection, also to promote tourism development. This challenge is faced through
joint analyse of territorial frameworks to identify work activities at the base of social start-ups models and
business models that are involving specifically marginalized groups. Non-profit and third sector organisations are
an efficient tool for environmental protection, but are not very developed and structured in project countries,
except for Italy. Hence, the project will capitalise results of research conducted in Italy by providing specific knowhow.

Direct project beneficiaries of milestones, outputs and deliverables will be the FACILITATORS OF SOCIAL
START-UPS. Indirect beneficiaries will be potential social start-uppers, people with disadvantage employment,
employees of social start-ups, research and innovation centres, training centres and employment agencies, as
well as legal and relevant public authorities in every country.
They also will lay the foundation for the creation of an INTERNATIONAL FACILITATORS NETWORK. This
represent the main project output together with a TRANSNATIONAL STRATEGY FOR SUPPORTING SOCIAL
START-UPS which will be built on the 10 local-regional strategies which will be realised in project regions.
Besides main outputs, BEGIN expects additional project milestones being the elaboration of BUSINESS
MODELS for the Management and Creation of SOCIAL START-UPS as well as LEARNING PROCESSES for the
dissemination of business models.

This document contains the business model for the creation of new social startups

This document, at the end of the project, will be available for other subjects interested facilitate the creation of
social startups.

2 CONTENTS

a) The business idea = a general summary
In this section it is described the business idea. What activities for which market.

b) Canvas = blocks from 1 to 9 for each of main customer segments
In this section it is explained the Business Model Canvas of the business idea. Potential startuppers and
facilitators will have a schematic overview of the business model.
Please, read this section following this order
1 = customer segment
2 = value proposition
3 = channel
4 = customer relationships
5 = Revenue streams
6 = Key activities
7= Key resources
8 = Key partners
9 = Cost structure
This section is replicate for each customer segment identified for the business idea

c) Legislative references for the establishment of the startup
In this section it is described how to establish the new social enterprise.

d) Legislative references for personnel hiring
In this section it is described what kind of contract it is possible to use for human resource management

e) Organisation (roles, functions, able-bodied and disadvantaged people skills)
In this section it is explained the human resources needs to manage the new social enterprise

3 THE BUSINESS IDEA

The business idea is to create a social start up to provide maintenance services for public and private buildings.
Services range from small repairs to real renovations.

The main customers are:
• Public bodies
• Enterprises (tenants or owners of commercial properties)
• Private citizens (residential building owners)

All services are based on a logic of sustainability and environmental protection. In other words, the start-up will
propose solutions for:
• Energy (electrical and gas) and hydric saving
• Eco sustainability (materials with low environmental impact)

The social start-up will also be managed through an approach based on the job inclusion of disadvantaged
people.

In the following pages, for each customer are defined:
1. Needs and expectations
2. Value proposition
3. Customer relationship
4. Channels
5. Revenue Streams
6. Key activities
7. Key resources
8. Key partners
9. Cost structure

The sections of the business model are organized according to the BMC (busines model canvas) methodology.

The 3 canvas can be interpreted as an expression of a single company with three distinct commercial areas or as
3 different companies.

It is important to highlight that the block 9 (cost structure) has been conceived in this second meaning,
so that each canvas assumes specific management costs. Of course, in case of single start-up with 3
divisions, the management costs (offices, personnel, equipment and materials) would be merged,
generating savings, which would increase the percentage of gross operating margin (difference between
production value and fixed and variable costs).

At the end of the Canvass the legal and organizational aspects of the social start-up are reported.

4 CANVAS N.1: PUBLIC BODIES

The realization of the works will be done thanks to a mix of internal and external resources. The most critical
partnerships are: research and development (to manage and provide innovative solutions for environmental
sustainability) production (for the materials and machinery, equipment, tools and specialized skills).

At the end of the works, customer relationship management will be possible through ordinary maintenance plans
(that also allow the control of the successful of the works) and informative and training activities on the innovative
solutions regarding environmental sustainability and energy saving.

Naturally, positioning will be value driven, where the value of the company will be given by the quality of the
proposal (focused on green solutions and eco-sustainability) and by the social inclusion policies of disadvantaged
workers.

It is suggested to read the canvas following the numbering of the 9 blocks.

4.1 Canvas

(1) Customer segment – Public bodies with goals of school, buildings renovation
(2) Value proposition:
– Restructuring, regulatory
– adjustments, extraordinary
– maintenance and ordinary
– maintenance programs. The
– value proposition is played on
– performance and risk reduction
(3) Channels – MEPA (public e-procurement platform). RDO (direct requests for quotation). Participation in RTI (temporary groupings of
companies)
(4) Customer relationships – Workshops and training activities for eco-sustainable solutions and energy saving. Scheduled maintenance
(5) Revenue streams – Dynamic pricing: negotiation procedures. The segment could be worth around € 1.5 million
(6) Key activities:
– Consultancy to public bodies;
– Monitoring of tenders; Design;
– Construction site coordination;
– Management and monitoring
– and scheduled maintenance.
(7) Key resourses:
– Research and development;
– call for tenders;
– production;
– quality and certifications;
– monitoring and reporting (Human R)
– Tools and equipment (Physical R)
(8) Key partner:
– Innovative companies (partner R & D)
– Building companies (production partner)
– Banks and insurance (financial partners)
(9) Cost structure
The cost structure will be value driven
The most significant costs are: materials for the implementation of interventions and
costs of production partnerships (which are variable costs). The cost ratio is 95-98%.

4.2 Notes to the canvas

Notes are referred to the blocks number

1. Customer segment
Public bodies which have the ownership of kindergartens, primary and secondary schools. They need
structural interventions to modernize, redevelop, adjust, etc. For example, architectural barriers reduction,
plant safety, seismic adaptation.
These customers require suppliers with an adequate economic and financial capacity, quality certifications
and guarantee certificates (for example, in Italy, SOA certificate)
The problems of these supplies are often linked to the misuse of resources, technical non-compliance, failure
to respect the timing, the misuse of materials or technologies (sometimes obsolete), the risk of unfinished
works.

2. Value proposition
Services will be provided through a rigorous process of analysis of the state of the art, identification of
regulatory non-conformities, definition of projects and economic plans, time schedules, metric and estimative
calculations. All with guarantees of transparency, compliance with technical specifications, control of
execution of works (Risk reduction). Furthermore, added value will lie in the identification of energy saving
solutions and the use of eco-sustainable materials (Performance)

3. Channel
Since these are supplies to public bodies, in Italy it will be necessary to comply with the provisions of the
procurement law (D Lgs 50/2016). This means that the marketing channels will be subject to public evidence.
In order to be invited to take part in tenders, it will be advisable to register for e-procurement platforrm (for
example MEPA at national level), develop relationships with other public housing operators to enter temporary
business groupings (RTI) or establish pre-existing relationships with entities for direct requests for supply
(RDO).

4. Customer relationships
Although relations with customers are regulated by the procurement law (DLgs 50/2016), it is possible to
activate customer relationship management. For example, it will be possible to organize thematic workshops
in which to highlight the operations carried out and the eco-sustainable and energy-saving solutions
implemented following the assignment of works. Or, you can organize free training activities for
representatives of public bodies, to illustrate all the new solutions in the field of school buildings. These
activities can be useful to verify the needs, then predict and anticipate the exit of calls for tenders.

5. Revenue streams
It is appropriate to participate in at least 100 call for tenders per year and expect a success rate of at least
20%. With an average tender value of around € 75,000, we estimate a segment value of € 1.5 million per
year.

6. Key activities
Consultancy will be designed with the aim of transferring know-how to the public administration on the issues
of sustainability and environmental protection, and therefore as an activity to support relations with the client.
This activity can also be translated as advice for the terms of the tenders.
As far as the execution of works is concerned, since these are complex interventions, it will be necessary to
involve partner companies with complementary skills, another key activity will therefore be those of
coordination and management, that is the direction of construction sites.

7. Key resources
The main key resources are linked to the Human Resources area. Some of the key functions (research and
development on new materials, race monitoring, design) can also be carried out by individuals with physical
disabilities, while other functions of an operational nature, such as the design and coordination of construction
sites, will require able bodied workers
In addition to human resources, the need to equip the start up of tools and equipment necessary for carrying
out work must not be overlooked.

8. Key partners
To ensure the implementation of the interventions, it will be necessary to involve construction companies that
can support the activities with equipment, tools and means of execution of works. The partnership must
respect the subcontracting limits defined by the law (D Lgs 50/2016).
The partnership with innovative companies will instead be able to oversee the theme of new solutions in terms
of environmental sustainability and energy saving. This partnership will be useful both for customer
relationship activities and for the supply of plants, materials and solutions for environmental protection.
The financial partners (banks and insurances) will have relevance above all for the system of guarantees
required both in the planning phase and in the execution of the tenders.

9. Cost structure
Structural costs (rent, means, overheads, etc.) are quantifiable at around € 80,000 per year and promotion
costs at around € 70,000, while staff costs at around € 400,000 per year. The costs of productive partnerships
can not exceed 30% of the value of the orders (around 450.000k). The remaining assets (€ 450,000) are to be
considered for material costs. Variable costs therefore account for around two thirds.

5 CANVAS N.2: ENTERPRISES
About the Enterprise segment, the social start-up will provide scheduled maintenance services (to electrical,
plumbing and air-conditioning systems) for small residential communities and small hotels.

The marketing will take place through online and offline channels.

The interventions will be managed by specialized personnel and trained on new solutions in terms of energy
saving and environmental sustainability. The most critical partnerships are those of research and development
(for the monitoring and provision of innovative solutions for eco-sustainability) and technological ones (for the
functioning of the software for the management of programmed interventions).

At the end of the realization of the works, the maintenance of the relationships with the customers can take place
through programmed maintenance plans (that also allow the control of the successful completion of the works)
and informative and training activities on the innovative solutions regarding environmental sustainability and
energy saving.

Naturally, positioning will be value driven, where the value of the company will be given by the quality of the
proposal, focused on green solutions (eco-sustainable) and by the social inclusion policies of disadvantaged
workers.

It is suggested to read the canvas following the numbering of the 9 blocks.

5.1 Canvas

(1) Customer segment – Owners or tenants of properties that require maintenance and emergency services
(2) Value proposition – Scheduled maintenance and emergency services with or without priority. The value proposition is played on the factors of “getting the job done”, “time and risk reduction”, “brand status”.
(3) Channels – Online (web platform, social media). Points of sale with informative material. Sales network.
(4) Customer relationships – Scheduled maintenance. Web platform for the maintenance reminders and for new energy saving proposals or new materials.
(5) Revenue streams – Fixed pricing: product feature dependent. The customer segment should be worth around € 940,000.
(6) Key activities:
– Research and development of new materials and innovative solutions
– Contact center through web and telephone operators
– Commercial action with agents
– Intervention management
– Quality control and certifications
(7) Key resourses:
– Software for the development and management of contacts and management of maintenance programs (Intellectual R) Commercial manager;
– responsible for coordinating interventions (Human R)
– Tools, equipment and vehicles for interventions (Physical R)
(8) Key partner:
– Innovative companies on energy saving and eco-sustainable materials (partner R & D)
– ICT company for management software and web platform (R & D partner)
– Certification companies (production partners)
– Shops for the dissemination of commercial material (commercial partners)
– Investment financing banks (financial partners)
(9) Cost structure – The cost structure will be of value driven type. The cost ratio is 95-97%.

5.2 Notes to the canvas

Notes are referred to the blocks number

1. Customer segment
These are commercial facilities such as small hotels, bed and breakfasts, or small host communities (for
example: minors or elderly communities). They look for ordinary maintenance and emergency services for
repairs or restorations of malfunctions, with particular reference to electrical, plumbing and conditioning
systems. However, it is also about providing solutions for fire regulations.
Customers require emergency services, which solve problems with punctuality and precision, as well as
transparent tariffs, compliance with regulations and use of durable materials.
The main concerns are the approximate interventions that require a return on the work done, poor materials,
delays, lack of certifications to be shown on request to the bodies in charge.

2. Value proposition
The services will be organized on 3 lines of intervention: (1) scheduled maintenance services; (2) emergency
services; (3) emergency services with priority formula. The services of the third line will have an intervention
within 24 hours from the request, while those without the “priority” formula will have interventions over a wider
period of time (from 48 to 72 hours).
The value proposition will be played on the factors of resolution of the problems, secondly on the reduction of
time (thanks to the “priority” formula) and risk reduction (thanks to the use of durable and quality material).
With regard to risk reduction, the interventions will be characterized by the use of solutions for energy saving
and environmental sustainability.
Furthermore, the value proposition will be centered on “brand status”, ie on supplies that qualify according to
the principle of social procurement, both for sustainability and social inclusion.

3. Channel
Sales channels will be divided into two lines: online and offline. In the online line a web platform will be
activated that can handle the first contact requests; accesses will be favored by social media campaigns. Offline agreements will be activated with sales points for electrical, plumbing and DIY equipment. Once the first
contact is activated through online and off-line channels, a commercial start-up agent will take care of the
inspection of the properties and the stipulation of contracts in one of the three ways indicated (block 2).

4. Customer relationships
The web platform will also serve as a tool for the management of scheduled maintenance as well as to
present new energy-saving solutions and new eco-sustainable materials. This will also allow us to manage
customer satisfaction research and analysis for new service designs and process reviews.

5. Revenue streams
When fully operational, around 300 contracts with a priority formula are considered, which each year will be
able to produce around € 90,000 just to ensure prompt customer service within 24h. Furthermore, around 600
hours of interventions are considered at an average value of 35 € per hour, for an annual total of about
250,000 €. These values are combined with the resale of materials and spare parts worth € 600,000. With
regard to materials, agreements with suppliers are envisaged, to ensure margins of around 10% (estimated
value € 60,000).

6. Key activities
The monitoring of all innovative solutions for energy, water and eco-sustainable solutions (including through
participation in fairs and dedicated events) will be central. The contact center will also be responsible for managing the portal for communication and promotion of services. In addition, the contact center will take care of organizing the commercial action of the agents, as well as verifying customer satisfaction with after-sales and follow-up actions.

7. Key resources
Management software at the base of the web platform will be fundamental to assure the customer of the
expected quality. However, before creating the software, it is suggested that the start-up establishes a period
of verification of the physical flows of the activities.
Human resources represent the central hub of the business model. The activities of execution of the
interventions can also be carried out by people with a working disadvantage, but it will be fundamental that
the start-up has staff in charge of the various areas of expertise (electrical, electronic, hydraulic, etc.) that can
guarantee the correct execution of the work . The wide employment of personnel with disadvantage of work
can be done in the contact center area and management of the web platform and of the management
software.

8. Key partners
Partnership with innovative companies will ensure the use of durable materials and solutions for
environmental protection; these partnerships, in addition to ensuring the supervision of new solutions, will also
allow contracts to be made to derive margins from the resale of materials, equipment and tools. Finally,
partnerships will be crucial for staff training.
Another important partnership will be the one with the ICT company (information and communication
technology) for the development of the management software and the web platform. This partnership will
allow the investment costs to be deferred and the system up-scaling to be ensured.
Lastly, the partnership with resale stores (building materials, electrical, plumbing and DIY materials) will
guarantee the dissemination of information and promotional material for the start-up, as well as the creation of
clinics and promotional events for customers.

9. Cost structure
Cost structure is mainly conditioned by materials and spare parts (around € 600,000). Office and vehicle costs
can be quantified at around € 80,000 per year and promotion costs at around € 70,000. The personnel costs
will have an impact of around € 200,000.

6 CANVAS N.3: RESIDENTIAL BUILDING OWNERS (RBO)

For the residential building owners segment, the start-up will provide apartment renovation services in a total
service logic, ie without the customer having to manage the furnaces. They are therefore premium services for a
high-spender clientele. The proposals will focus on highly innovative solutions in terms of environmental
sustainability.

The marketing will take place through technical studies of architecture, interior designers, furniture stores and
lighting, as well as through online channels.

The interventions will be managed by specialized personnel and trained on new solutions in terms of energy
saving and environmental sustainability. The most critical partnerships are those of research and development
(for the supervision and provision of innovative and eco-sustainable solutions) and technical-commercial ones.
The latter, realized with architectural and interior design studies, will also be important for the architectural design
of the interventions.

At the end of the realization of the works, the maintenance of the relationships with the customers can take place
through programmed maintenance plans, referred not only to the plants, but also to the paintings, windows,
fixtures, claddings.

Naturally, positioning will be value driven, where the value of the company will be given by the quality of the
proposal (focused on green sustainable solutions) and by the social inclusion policies of disadvantaged workers.

It is suggested to read the canvas following the numbering of the 9 blocks.

6.1 Canvas

(1) Customer segment – Property owners for residential use with total service restructuring objectives.
(2) Value proposition – Total service restructuring with preventive within 24 hours of the request for intervention.
Guarantee on estimated prices and quality of work, thanks to innovative solutions focused on energy saving and environmentally sustainable materials. The value proposition is then played on “Getting the Job Done” Design, Brand / Status, Risk Reduction
(3) Channels:
– Technical and professional studies
– Shops
– Online selling
– Sales agent

(4) Customer relationships – Scheduled maintenance, Educational and information events on new innovative solutions
(5) Revenue streams – Dynamic pricing: Negotiation (bargaining)
The customer segment should be worth around € 540,000 including the value of materials and spare parts.
(6) Key activities:
– Search for innovative solutions
– Personal training
– Commercial action
– Intervention planning
– Intervention management
– Quality control and certifications
– Scheduled maintenance
(7) Key resourses:
– Sales manager and chief
designer saff;
– Site managers for the coordination of the artisans prepared on innovative solutions (Human R)
– Motor vehicles, tools and equipment for interventions (Physical R)
(8) Key partner:
– Innovative companies on energy saving and environmentally sustainable materials for the supply and training of employees (partner R & D)
– Architectural studies, interior design for design and commercialization (commercial and production partner)
– Furniture stores for the dissemination of commercial material (commercial partner)
– Banks for the financing of investments (financial partners) and for the granting of loans for restructuring to customers
(9) Cost structure – The cost structure will be of value driven type. The most significant costs are those of personnel. Total costs account for 87-90%.

6.2 Notes to the canvas

Notes are referred to the blocks number

1. Customer segment
The needs are linked to renovations of apartments according to a total service approach. This means that,
once an architectural project has been drawn up with well-defined times and activities, the client provides the
keys to the apartment and moves his / her home to another place, until the end of the works. Once the
activities have been completed, the customer returns to his own renovated apartment. It is clear that the
expectations are those of customers who can not or do not want to waste time in the management of artisans,
architects and interior decorators and do not want to live in environments where there are works in progress.
This means that the value sought is not so much in cost savings but in service and innovative solutions.
The customer seeks quality, trust, security, guarantee and respect for the times and, above all, a single point
of contact. On the contrary, he is worried about delays, low quality and non-compliance with regulations.

2. Value proposition
The value proposition will therefore be played on solving problems (the need not to waste time in following
and coordinating the work). The value proposition will complete the treatment of interventions conceived in a
particular and innovative way (thanks to design solutions for energy saving and eco-sustainable materials),
the premium service (which qualifies the client’s status) and the reduction of risk (in particular non-compliance
of the times and of the execution of the jobs)

3. Channel
The intervention projects can be commercialized through professional architecture, interior design and
furnishing consultancy. In addition, furniture stores can be arranged. In both cases information material will be
provided on the start-up services to be distributed to the clients of the studies.
A web communication platform and first contact between the customer and the start-up are also envisaged.
The system will serve to present the services and invite the customers to a first interview with the agents.
The sales network will consist of agents who also have design skills, in order to acquire the specific needs
and to define the intervention accordingly. The design agents can also be external to the start up, thanks to
partnerships with architectural firms, inieror design and installation facilities.

4. Customer relationships
As a result of the restructuring interventions, scheduled maintenance plans can be agreed with the customers,
which provide for control and intervention actions not only on plants but also on paintwork, doors and
windows, claddings and fixtures.
Furthermore, the maintenance of customer relations can take place through the sending of informative
material or the invitation to participate in events presenting innovative solutions in terms of energy saving,
water saving and new eco-sustainable materials. These events can also be centered on new systems of
home automation and internet of things.

5. Revenue streams
When fully operational, around 20 renovations per year are considered for an average value of € 25,000 each
(€ 500,000 total, including the costs of materials and spare parts) to these are added € 40,000 of scheduled
maintenance interventions (about 500 year for a value of € 80 each intervention). For cash flow management,
it is expected that customers will advance 40% of the project value upon signing the contract, another 50%
will be required at the execution stage, while the 10% balance will be required at the end of the works.

6. Key activities
For the planning activities a functional area is foreseen, directed by a figure inside the start-up that will
coordinate the collaborations with architecture and interior design firms (see block 8). Another fundamental activity will be that of professional updating of employees; the personnel in charge of
restructuring operations must be constantly updated on the use of innovative solutions in terms of energy
saving, eco-sustainable products and materials.
To guarantee the value proposition, the coordination and management of the worksites and subsequent
quality control are put in place.
To guarantee after sales, once the interventions have been completed, it will be important for the project
manager to propose to the customer a scheduled maintenance; the maintenance will not only concern the
plants but also the coatings, the paintings, the claddings, the frames.

7. Key resources
Regarding human resources, the central figures are those of the commercial / designer, able to coordinate the
activities of other external designers (partners) and that of the craftsmen coordinating the construction sites. In
particular, these last figures (coordinating artisans) will be fundamental to ensure the value proposition. On a
physical level, the resources required are those of materials and work equipment, as well as transport
vehicles.

8. Key partners
The most important partnerships will be those with architecture firms and furnishing consultancy and furniture,
home appliances and plant shops. The relationship with these partners will be centered not only on
commercial but also productive collaboration; in both cases, in fact, the partners will be able to promote the
start-up activities and collaborate in the interventions through the supply of furnishing advice, interior design
projects and supply of furniture, equipment and systems.
Given the investment in the purchase of vehicles and equipment, it will be important to establish partnerships
with one or two banks. Banks will also be important to define agreements (relating to the opening of
mortgages for property restructuring) to be used as a customer acquisition tool.

9. Cost structure
The cost structure is considered inclusive of the values for the purchase of materials, furnishings and plants.
The costs of office and vehicles and those of communication are quantifiable at about € 50,000 per year. Staff
costs will have an impact of around € 260,000. While the costs of materials and furnishings about 160,000 €.

7 LEGISLATIVE REFERENCES FOR THE ESTABLISHMENT

Legal nature:
– The possible legal forms for the start up are:
– Type B social cooperative (for job inclusion)
– Company limited managers (SRL) social enterprise
– Of the two, the first is certainly the most suitable to work with disadvantaged workers.

Reference laws:
The normative references for the Type B Social Cooperatives, in Italy are:
Law 381/2001
Type B social cooperatives can carry out various activities using the work experience of
disadvantaged people in order to integrate them into the world of work. The concept of a
disadvantaged person is regulated by article 4 L. 381/1991. According to this provision the
subjects that fall into this category are:
disabled, physical, psychic or sensory subjects with a reduction in work capacity of more
than 45%;
• former patients of psychiatric hospitals;
• subjects undergoing psychiatric treatment;
• drug addicts;
• alcoholics;
• minors of working age in situations of family difficulty;
• convicted persons admitted to alternative measures to detention;
• subjects identified with a specific decree by the president of the council of ministers.
Disadvantaged people must constitute at least 30% of the workers of the cooperative
Another standard relevant to the business model is the provision of public tenders.
Procurement Code (Legislative Decree No. 50/2016)

Link to the laws:
– Legge 381/2001
https://it.wikisource.org/wiki/L._8_novembre_1991,_n._381_-
_Disciplina_delle_cooperative_sociali

– Codice Appalti (Decreto Legislativo n. 50/2016)
http://www.gazzettaufficiale.it/atto/serie_generale/caricaDettaglioAtto/originario?atto.dataPu
bblicazioneGazzetta=2016-04-19&atto.codiceRedazionale=16G00062

8 LEGISLATIVE REFERENCES FOR PERSONNEL HIRING

Types of contract:
– Job placement
– Assumption of fixed time
– Assumption of undetermined time

Conditions:
Monthly average salaries
According to the National Collective Labor Contract 2017 for social cooperatives,
in Italy monthly salaries range from € 1,184.20 to € 2,180.72
Monthly value of seniority step
Average monthly increases due to seniority range from € 11.62 to € 46.48

Reference law:
– National collective labor agreement (CCNL) for employees and members of the
Cooperatives and members of the Social Cooperatives operating in the social-health,
welfare-educational and employment sectors.
– Legislative Decree 276/2003, Arts. 13 – 14
Implementation of the delegations concerning employment and the labor market, as per
law 14 February 2003, n. 30.
– Circular Ministry of Labor n. 41 of October 23, 2004
MINISTRY OF WORK AND SOCIAL POLICIES
Directorate General for Social Dampers and Employment Incentives Division I
Subject: Application of incentive measures for public and private connections as per
article 13 of legislative decree n. 276 of 2003

Link to documents:
– Collective social cooperative contract 15/02/2017
http://cisalterziario.it/wp-content/uploads/2017/06/ccnl-coop-social.pdf
– Abatement of contributory costs and tax benefits
https://www.cliclavoro.gov.it/Aziende/Incentivi/Pagine/Cooperative-sociali.aspx

9 ORGANISATION

The new social startup needs the following human resources

Type Role n.
Able-bodied Coordination and management 4
Operative 18
Disadvantaged people Coordination and management 1
Operative 10
TOTAL 33

Type of disadvantaged people
− long term unemployed
− women in difficulty,
− young people,
− physical impaired
− immigrants
− ex-prisoners
− ex drug addicted
− ex alcohol addicted
− ex gambling addicted

9.1 Roles

The roles refer to the unique start-up with the three commercial divisions (one per customer type)

Ruolo Tipologia N.
General direction Able bodied 1
Commercial manager Able bodied 1
Project managers Able bodied 2
Building site coordinators Able bodied 9
Call for tenders responsible Disadvantaged people 1
Administrative Able bodied 2
Contact center workers Disadvantaged people 4
Artisans Able bodied 7
Apprentices Disadvantaged people 6
TOTAL 33

9.2 Functions

General direction
Implement the strategies indicated by the board of directors, coordinate the activities in particular by managing
the design area and site managers, controlling the financial aspects, developing partnerships, maintaining
relations with the banks.

Commercial manager
Identify and develop business partnerships, defining and implementing collaboration programs. He directly
manages the business relationships with the customers of the Enterprise and RBO (Residence Building Owners)
segment, organizes and supervises the activities of communication, promotion and relations with the customers,
also taking care of the after sales service. Conducts surveys and satisfaction analysis.

Project managers
They define the renovation and maintenance interventions, including the projects for participation in public
tenders, have architectural competences and skills in construction engineering. They coordinate the work of
architects, engineers, external interior designers (partners). They monitor the market of eco-sustainable solutions
and define partnership agreements with partner companies in the R & D area and in the Production area.

Building site coordinators
Coordinate site activities for renovations, maintenance and emergency response. They also perform needs
analysis and estimate agreements for the Enterprise segment.

Call for tenders responsible
Identify the tenders to which to participate, take care of registration and update to e-procurement portals, sign
agreements for collaboration with other companies, in order to realize RTI (temporary groupings of companies).

Administration
They manage the ordinary accounting, also taking care of the control and monitoring aspects. The tender office
manager is assisted by tenders on tenders.

Contact center workers
They manage the web platform and use the management software for scheduled maintenance. They receive
customer requests and organize appointments of sales personnel, designers and site managers.

Artisans
Specialized workers involved in maintenance, renovation and emergency intervention.

Apprentices
Workers in work placement. They work in assistance to specialized workers.