Universit Ca' Foscari di Venezia Organization of the Firm: The Actv Corporation A.Y.

2011-2012

By Bee Ruggero, Rossi Fulvio, Santagiustina Carlo, Spinazz Marco,

With the supervision of Professor Bonesso Sara

INDEX 1. INTRODUCTION 1.1 Historical outline of Venetian public transport 1.2 The evolution of ACTV group 2. ORGANIZATIONAL STRUCTURE 2.1 Current Asset 2.2 Evolution from 2001 to 2011 3. THE PERSONNEL AND ORGANIZATION MANAGEMENT REORGANIZATION 3.1 The Cultural Revolution: building the necessary conditions for Actv organizational changes 3.2 Creating group coordination: the new Personnel and Organization Management Unit 3.3 Towards a bottom-up organizational reform of the whole group 4. REFERENCES 20 22 19 18 3 4 4 9 9 11 16

Case study of an Organizational Structure Redesign: The Actv Corporation

This paper was written thanks to the interviews to, and the material furnished by, the President of Actv: Panettoni M., the Personnel and Organization Manager: Bassini M. and the Manager of Vela: Monaco V., we thank them all for their receptiveness and support in the drawing-up of this work.

1. Introduction
In this paper we will analyse the organisational structure, and, the organisational network changes of Actv parent company, from the late 90s to nowadays. We will therefore start by describing the inter-organisational structure of Actv Group, then we will focus on changes at the macro-level (1 Level Units) giving particular attention to the strategic apex reconfigurations. We will also mention the most important reorganizations at the meso-level (2 Level Units) of the parent company of the group. Finally we will conclude our study with a brief overview of the job analysis and design within Actv and their importance for the bottom-up design of higher level structure reorganizations. The major organisational structure re-designs are the following: The organizational structure change after the legal status transformation, during the passage from consortium company to limited liability company. The organizational change determined by the outsourcing of the commercialization and marketing functions from the parent company Actv, to the controlled company Vela. The organizational changes determined by the rationalization of the operating core of the service production processes within Actv and the middle level management redeployment. The reintegration within Actv parent company of the support staff and technostructure of Vela and the concomitant job design and job analysis cultural and technical revolution.

1.1 Historical outline of venetian public transport In 1873 was established in Venice, the "SocietVeneta di Navigazione a Vapore Lagunare"(SVNVL),the first official public transport service in Venice. In September 1881 was introduced the first vaporetto Regina Margherita, which took up service on the Grand Canal. In 1903 the City Council proposed to take direct management control of the inland steam navigation services. Consequently through a referendum, the Council created the local authority for internal navigation (ACNI). II. Public transport services have been expanded in 1933, when the bridge that connects Venice to the mainland was built: this has allowed to increase the speed and volumes of trade in the following years. III. In 1978 the company changed its name to A.C.T.V. Azienda Consorzio Trasporti Veneziano. IV. In 2000 the company changed its status from public company to private, becoming Actv S.p.A. Following the privatization trend, in the same year Vela S.p.A. was introduced as a external commercial division of Actv. After a century of its foundation, Actv is now the major provider of passenger transport services in and around Venice. I. 1.2 The evolution of the Actv group The group Actv is characterized by a main company, which carries out the operational activities of local public transport services, and certain subsidiaries companies, which provide and execute auxiliary or complementary activities. In recent years the evolution of the corporate group has been characterized by consolidation and simplification operations. First, the Actv group was constituted with Vela S.p.A, a commercial division. In 2003 there was the merger with Svet S.p.A, an estate company. In 2005 there was the same operation for the subsidiary Societ di Tecnica Navale, whose operational core has become a separate department of Actv shipyard. Actv has developed a huge and complicated network of partnerships in other firms, drove by outsourcing decision, spin-offs and integration with other Local Public Transportation firms located in the same region. Particularly interesting, for the scope of this article, is the firms participation scheme which has start to develop in the late 90s and has seen an increase in complexity after the decision to become an S.p.A. (participation network scheme in the next page). Firms which see a participation in their shares by the company can be divided in two big groups: Organizations that provide a similar service of Actv Organizations that provide services for Actv itself In the first group companies are clearly specialized by market segment or by geographic area. While Actv provides public transport services by boat for the islands of Venice, ATVO 4

locates the provision of its services in the whole north-east region, mainly on the Venice district but ensuring connections with other territories. Then there is ATC Esercizio S.p.A, which is a public transport organization located in La Spezia, which is very far and this looks unusual, in fact this is only a marginal participation (0.04%). On the other hand, in the same group we have organizations that operates in the naval market but which differentiate their offer because their aim is to satisfy the demand of other types of costumers, in other words they focus in different market segments. In the group we find companies such as Vela, which was formed as a spin-off of the commercial body of Actv and that has proven successful in pursuing new opportunities by attacking different markets than the local transport one and thus exploiting the economies of scope provided by a unique and capillary distribution network. In particular it has shifted its operations in order to be able to satisfy a different type of demand, that one of cultural events and tourist attractions. In this context it was very interesting the statement of the human resource manager of Actv who said that the division between the controller and Vela was also driven by concerns on organizational culture, and the final decision was taken to clearly separate the two organization in order to foster a new type of culture, more dynamic, that was best suitable to an organization, such as Vela, which operates in a very difficult market, the one of ticketing. Other companies in this group are Venice Maritime School, which is specialized in training lines human resources and therefore is able to standardize competences for vessels operators, Venis S.p.A and Thetis S.p.A which instead are focused on research and development tasks in relation with ICTs and public transport issues. With this said its possible to notice a sort of horizontal division of labor among this firms, which are specialized by inputs or, looking closer, by function. The group is currently composed by the following organizations: Vela S.p.A. It was established some years ago (in 1998) as a spin-off of a business unit of Actv for transaction cost reduction reasons and for the horizontal expansion of the service. Since its origins, the core business was the commercialization and promotion of the parent companys services, managing the relationships with the widespread sales network (direct and indirect). Alongside this core business the company has diversified and progressively increased its activities in the entertainment sector through the sales of cultural performances and events tickets. Venice by Boat S.r.l. The company was established on 22/12/2008. Actv has a share of 44.40%, being the remaining owned by Scarl Venice by Boat, it provides services for higher quality public transportation, tourism-related tours and also cruises on the main rivers of Veneto. Alilaguna Srl (30%). The company carries out passenger transport in the lagoon of Venice, from Venice to the airport, to the cruise or car terminal and to seaside locations such as Lido. One of the main functions is the service line that connects the airport Marco Polo to Venice. Alilaguna also has shares in other associated companies

offering complementary services to its business, including in particular the 100% stake in the travel agents Bucintoro Viaggi. ATVO S.p.A (12%). Controlled by the Province of Venice, its active in local public transport especially in suburban services in the West Veneto area, being the second largest transport company in the province of Venice. Actv acquired its 12% at the end of 2008, participating in the appropriate tender called by the Province for the sale of part of its shares. The share acquired by Actv is strategic, given the operational characteristics of the company that would otherwise be a direct competitor of Actv in the mainland. La linea S.p.A (22%). This company was established with other local operators of passenger transport offering bus service supplies and public transportation services in the metropolitan area of Mestre, integrated with those of ATVO, and it also provides the opportunity to rent a bus with a driver. The company currently manages on behalf of Actv a series of lines and services in and from Mestre. It also manages other services on behalf of local public transport operators, in other provinces in the region of Veneto and in other regions. Consorzio Venice Maritime School (31%) It was established in 2004 to implement a technical training center of Venice in the conduct of marine navigation and safety. In 2008, the Consortium has also executed training for Actv in particular for the staff responsible for the conduct of the boats. Thetis S.p.A (5,76%). It is active in the field of marine technology and communications systems and environmental monitoring. In particular it provided customer information system to Actv and also the AVL system for sea vessels and buses. Venis S.p.A (24,9%). Company controlled by the City of Venice working in the field of information technologies and information systems. The participation of Actv increased from 5% in 2007 to 24.9% in anticipation of developments that occurred in 2008 for the project "Public Commerce for Sustainable Tourism", sponsored by the City of Venice, in which Venis plays the role of technical support and operator of the portal system "Venice Connected" and Actv is its major partner. S.T.I.V. (Societ dei Trasporti Integrati del Veneto). It is a consortium society whose goal is that one of integrating the services of most of the public transport organizations of the north east of Italy, with the long-term strategic objective of creating a huge company for the whole region, something that has already been done in foreign countries and that here in Italy, given the legal framework, we cannot yet achieve. This suggests that the current organizations are not exploiting economies of scope and that, by trying to coordinate among themselves, they are aware of this. Actv is its majority shareholder with 46% of the shares. 6

This situation is represented in the following diagram:

Actv S.p.A

Vela S.p.A
86,47%

S.T.I.V.
46,00%

Thetis S.p.A
5,76%

La LineaS.p.A
26,00%

Venis S.p.A
14,90%

Consorzio Venice

ATVO S.p.A
12,00%

31,00%

Venice by boat

37,32%

Alilaguna
30,00%

Company totally controlled Affiliates companies Subsidiaries companies 7

Figure 1.1 Actvs participation network All these participations are aimed at exploiting possible economies of scope and limiting the opportunism potential of controlled firms, seeking a more efficient way to organize operations between all these companies.

Public transport Service for Actv Other

Figure 1.2 Activities of Actv group

2. Organizational Structure
2.1 Current Asset From the organization chart below, Actv appears to have a classical Machine Bureaucracy structural configuration, with a clear distinction between the strategic apex, the middle management, operating structure, technostructure and support staff. The current structure for the first level is represented like this:

Figure 2.1 First level organization chart, 01/03/2010 revision At the present time the macrostructure is composed by fourteen first Level Units. Their position into the organization chart is related to their function: Strategic apex The Board of Directors. The Auditing Directorate is posed just after the Board on the light of its control role upon the effectiveness of the operations and the improvement of internal control systems. President and CEO. 9

The Legal and Corporate Affairs, for the peculiarity of the offices, are directly in connection with the CEO. These are particular sensitive areas that affect the reputation of the corporation, as it is possible to see from the detail of the second level chart.

Figure 2.2 Second level of the functions depending from the CEO Middle line management, staff and technostructure The General Management has the role of middle line supervision and control. Notable is the absence of a Commercial Management because of the outsourcing to the controlled company Vela. The External Relationships and Institutional Communication office is dedicated to define, propose and apply the communication strategy both internal and external. Administration, Finance and Control management is devoted to the building of the budget and have the responsibility of the accountability problems. Personnel and Organization Management of the Actv Group cares the human resource management into Actv and the controlled companies. Computer and Electronic Systems Direction defines the policies about high-tech projects and plants into the company.

Operating line management At the base line are located the activities linked to the transportation service in the specific. The operating line management is divided according to the nature of the service, by land or by water. Because of the singularity of the ships themselves, their maintenance is put aside from the Management, while the automotive one, which has a more restricted and usual function is located below its specific directorate. The singularity of the ship maintenance is increased also by a projecting role: while the construction is outsourced, many other functions linked to the production, especially the project, are made internally. The difference in complexity between the two offices can be noticed just looking at the second level chart. 10

Figure 2.3 Comparison between the Automotive and Ships Maintenance

Figure 2.4 Ships Maintenance 2.2 Evolution from 2001 to 2011 The process of adaptation that pushed to the current chart can be traced back to the 2001, the year in which Actv became formally a private company. In the late 1990s Actv as the result of the privatization process that was unfolding in Italy and that was involving even the so called local public transport firms, started to change its organizational structure. This change was ignited by several legal reforms at both state and local level, which, in typical Italian-fashion, took almost a decade to take place and show their effects. The turning point for Actvs organizational structure was the decision taken by the company to transform itself into a corporation by January the 1st 2001 without any delay or they would have faced the risk of losing their concession for the provision of public services. From that point Actv started a quite slow and gradual process of change that has shaped its organizational chart and even its inter-organizational network. For the business discourse we must say that before this mutation the company was simply an administrative arm whose objective was that one of service provision in the context of public transport. Since this shift has happened the organization can now be managed as a real private enterprise even though we must keep in mind that the organization maintains strong ties with the public sector in both its mission and in the mere ownership discourse since its controlled by public sectors entities. By managed like a private enterprise we mean that Actv can now interpret its environment and try to take advantage of 11

opportunities that it may face, it can produce and manage its strategic business plan and it can manage also its human resources, the latter being a very crucial point. The shift toward a private legal form, as already said, didnt affect only the dimension of the companys participation network but also the organizational structure of the firm itself. As a matter of fact around the year 2000, the firm started to analyze its weaknesses and its strengths and it found out that there were strong inefficiencies in the maintenance services and the limited use of outsourcing was also bringing inefficiency. There was even a particular difficulty of the staff to orientate towards the selling activity which probably led to the spin-off of the commercial unit in order to form Vela. Another weakness was that, despite a very good specialization in the line activities, there was a lack of managerial expertise and competences, the structural configuration was a conventional Simple Structure.

Figure 2.5 Actvs first level organizational structure at September 2000 Despite all these problems the change had not the same magnitude as one could expect. The horizontal division of labor is still that one by function for the staff and that one of market segment for the line. But now the nautical division has been split off with the naval maintenance. This was made in order to be able to assure a stronger control in the maintenance unit, which is one of the core activities of Actv and that now is even in charge of introducing innovations in the vessels. In the line divisions the automotive directorate and the nautical one saw a change in their managers with the goal of fostering a more strategic view inside them. Other efforts were made to standardize tasks inside them and also encourage lateral linkages between the different units in order to grant a greater coordination. Apart the appointment of a president the rest of the organization chart saw even less change. For the staff it was much more of a formal change than an effective one, in other words names of the units changed more than units themselves. A new institutional 12

communication unit was created and positioned next to the president with the goal of remarking the newly found strategic importance of communication with medias and the public opinion. Another unit renamed and moved upward in the chart was that one of legal and corporate affairs, which had the role of creating and ameliorating the coordination with the corporate network previously discussed. Perhaps the most important change was that one of the merger between nautical and automotive personnel management in only one unit. This was done to reduce the number of managers and to shift from a point of view of personnel management to that one of proactive human resource management. This situation remained the same until 2005. The changing path from the 2005 presented this starting point:

Figure 2.6 First level organization chart, 11/04/2005 revision

This new organization chart remained into force until the 2009. It somehow represented the transition point between the public company and the privatization. The crucial point was starting a formalization process that more clearly defines the specific roles within the company, first of all at the strategic apex.

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Figure 2.7 First level organization chart, 14/04/2009 revision At this point the asset started to assume the current appearance, with many modifications, mainly due to further formalization of the organizational structure that best concern with the corporation nature and dimension. The main difference points can be identified as follow: At the top figures the Board of Directors instead of the President, due to a simple formalization change. There was already a Board, but was not included into the chart. The Auditing Direction was created ex novo in order to fill the need of monitoring the operations, other than the adequacy and the improvement of the internal monitoring systems. While the Legal direction remained under the direct supervision of the President, the Communication went under the General Direction control, probably to let the CEO to assume also the Auditing role.

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A third revision came at the beginning of the 2010.

Figure 2.8 First level organization chart, 01/01/2010 revision This revision was made in order to fill some organization matters as: The legal office was extended with a division specialized into legal services and contracts, a function that was previously solved by outsourcing to an external company. The decision to go into an in-house service was dictated by budget considerations, even if the most specific legal problems are still absolved by external consultancy. The Control Management was merged into the Administration and Finance Direction because after the retiring of the chairman was decided to avoid the cost of hiring a new first-line manager. The Automotive Maintenance was an existing office that was pointed out just due to a formalization purpose: while the Ship maintenance was already defined into the chart, the Automotive one didnt figure, so was put in order to avoid misunderstanding. As it is possible to see, this early 2010 revision differs from the current just for the Personnel and Organization office that is not signed as a group activity. 15

In this last part of our study we will briefly describe the main organizational changes within the Personnel and Organization Management unit of Actv. Our interest in this unit is due to the fact that the functions have been redefined in 2010, through the integration within Actvs parent company of the personnel and organization management activities of VELA, which were performed independently until then. Most likely, this year (2012), personnel and organization management activities will be again reorganized towards a final, but still loosely defined, Group Personnel and Organization Management Unit within Actv parent company. That will carry out all Human Resource Management, Organization Management, Quality Assessment and Development, and Personnel Administration activities, for all companies of the Group. Since we had the chance to discuss directly with the manager of the abovementioned unit within Actv and person in charge of this organizational reform, we used his interview as a plot for our reasoning. Accordingly, we will start by describing which was the preexisting situation within the Personnel and Organization Management unit of Actv parent company before 2010, which were the major weaknesses of such an organization, than which were the measures taken so far to improve the efficiency and effectiveness of the Personnel and Organization Management Units of VELA and Actv, and the ensuing consequences for the entire organizational structures and coordination mechanisms. Subsequently, we will explain how the decision of incorporating VELAs personnel and organization management activitieswas first evaluated, then designed and finally implemented. As a final point we will question on how the recent Job Design formalization effort made by the new Personnel and Organization Management Unit is both a powerful instrument to design and implement organizational changes within the company and a tool usable to improve interpersonal, inter-unit coordination mechanisms and role self-awareness. From the organizational chart of the Personnel and Organization Management first Level Unit of Actv before and after the reorganization of the year 2010 we can see two major changes: There is a new second Level technostructure Unit named Personnel Policies for VELA, created to manage and coordinate the interactions between the Personnel and Organization Management Unit of Actv and VELA. The preexisting Safety and Environment second Level Unit has been disbanded. Line management units are now responsible for ensuring safety and environment safeguard for their activities.

3. The Personnel and Organization Management reorganization

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Before 01/01/2010

Figure 3.1 Level Organizational chart of the Personnel and Organization Management 1 Level Unit of Actv parent company

After 01/03/2010

Figure 3.2 Level Organizational chart of the Personnel and Organization Management 1 Level Unit of Actv parent company

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3.1 The Cultural Revolution: building the necessary conditions for Actvs organizational changes In the past decades organizational reforms within Actv were planned by higher hierarchical levels, mainly by Personnel and Organization top managers. However, since top managers had only a partial and superficial knowledge about all business areas and indirect control and supervision over their activities, implementing the planned organizational changes within the company turned out to be much more complicated to do than it appeared in the organization redesign phase. The main source of this problem was the loose-coupling and weak-interaction between the Personnel and Organization Management Unit with the lower levels of line managers that were then responsible of implementing and assessing organizational reforms. Moreover Actv had an old fashion public organization personnel management mentality: there was modest investment and little attention for human resources knowledge and competencies update and lifelong learning, especially for workers who did not hold management positions. Responsibilities and roles werent always precisely defined. Jobs were formalized without being deeply analyzed. The old Personnel principal had a central function, with great decisional power and little contemplation of others views, he could decide the life, death and miracles of all Human Resources, in concert with some optional General management contact. Personnel and Organization Manager in agreement with the new President, reorganized the whole Personnel and Organisation Management Unit, that should become a mere staff unit with no direct authority (neither functional authority) over the line Units. Thus the Personnel and Organisation Management Unit became a provider of services and advice of all line units, for all Human Resource Management, Personnel Administration, Organisation, Quality Assessment and Development related issues. As a result, the unit became in fact part of the technostructure of Actv and, it should in addition to the abovementioned roles, give optional advice to the General Management Unit, the President and the CEO. According to this new organizational philosophy, the factual personnel manager is the manger that directly and continuously runs, supervises and controls the operative activities of Human Resources under his responsibility, namely the one that is in direct contact with the workers and can mobilize them and guide their behavior to implement organizational changes, designed thanks to the highly specialized advice of the Personnel and Organisation Management Unit. Nevertheless, the Personnel and Organisation Management Unit was not hollowed of its functions, but instead became much more dynamic and effective by increasing the interactions with other units managers, and formalizing better reports and recommendations. This was made possible by using latest organizational academic acquaintance, and powerful computer tools, to map the interactions, knowledge and competencies within the Actv company, to better coordinate the line activities and tasks, and therefore improve the efficiency of all service production processes. In this was the Unit developed its influence and informal power within the whole organization.

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3.2 Creating group Management Unit

coordination:

the

new

Personnel

and

Organization

Until 2010, VELA had her own Personnel and Organization Management Unit, as a result of its small dimensions, and consequential low specialization potential, the unit was outsourcing for many services: Like the recruiting activities, reporting and the internal organization (re)design activity. At the same time (2010), the Personnel and Organisation Management Unit of Actv was, thanks to the internal organizational culture and technological revolution, proving to be very efficient in many highly specialized Personnel and Organization Management activities that were outsourced by VELA to a third consulting company. After a simple evaluation of the transactions costs, it appeared clear, for both: Actv and VELA, that it would be convenient for VELA to entrust to Actvs Personnel and Organization Management Unit all her Personnel and Organization Management activities, and not only the ones that were outsourced at the moment. To facilitate this process a new 2 level liaison support unit was designed within the Personnel and Organization Management Unit of Actv that became the Personnel and Organization Management of Actv group Unit. The main consequences of the integration of VELAs Personnel and Organization Management Unit within Actv are the following: Increased economies of scale in standardized personnel management activities, and saturation of the production capacity of the human resources. Example: for the payment of salaries and related tasks the personnel coming from VELA was relocated to other activities because the pre-existing personnel of Actv that was previously undertaking this activity was able to assume the additional workload without the need of additional human resources; New economies of specialization and scope, thanks to the integration of VELAs personnel within Actv the horizontal division of labor could be greater. By lowering jobs variety people could focus more in some very specialized activities, new highly professionalized figures could in this way be created. Example: recruiting professional and psychologists are some of the new roles that were created within the unit. Lower structural costs: all outsourced services are now produced in-house at a lower charge than before for VELA. Thanks to this double reorganization process: before of preventive vertical decentralization of the decisional authority, from the Personnel and Organization Management within Actv to the line units, and later for the centralization of Personnel and Organization Management competencies, knowledge and human resources, of all the group, within the new Personnel and Organization Management of group Unit; Actv was able to improve her overall performance and revolutionize her coordination mechanisms with VELA through this newly shared staff unit.

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3.3 Towards a bottom-up organizational reform of the whole group If all the above mentioned organizational reforms have proved to be successful, it is certainly thanks to the preceding analysis and formalization effort made by the Personnel and Organization Management Unit of Actv to understand clarify and define the characteristics, content and relations between each Job, within both companies: Actv and VELA, before each reorganization towards major integration and coordination between and within them. Moreover, by adopting standardized formats to reports job description and common procedures to undertake job analysis, Actv and VELA are now able to reconstruct their organizational chart on the base of the characteristics of each job, that is defined on the base of six critical dimensions:

I.

Mission: goal of the worker that undertakes the job. It allows the worker to perceive were his contribution is needed and which is his role within the whole organization. Major Responsibilities: is used to identify the vertical division of labor, and thus define the richness of each job. Core Activities: identifies the horizontal division of labor, to partition complex activities, and define areas of specialization. This dimension is used to identify or design the variety of a job. Work Relations (input-output):identifies the links between jobs And the information flows. It is used to identify or design lateral and vertical coordination mechanisms and job boundaries.

II.

III.

IV.

a. Within the organization: is used to create expectations on each single elements behaviors, to evaluate internal coherence and complementarity among jobs in the entire system. b. With the external environment: is used to identify the boundaries of the organization and the points of contact with external entities. V. Professional Profile: identifies all personal features required to optimally fit to the job s characteristics. a. Qualification: is used to build a map of qualifications and create lifetime learning programs. b. Attestable capacities and experiences: is used to identify non-academic capabilities and professional relations needed. 20

c. Competencies:

1. Relational: identifies the required relational skills needed to maintain over time the desired relational behaviors, and discouraging the inadequate ones. 2. Of Realization: identifies the required talents, to reduce the criticality of human resources.

d. Knowledge: identifies the cognitive capital required for the job: 1. Technical: is used to build a map of know-how that can be used by the personnel to know where they can find a concrete resolution of the problem they encounter. 2. Normative: is used to build a map of know-why that can be used by the personnel to know where they can find a theoretical solution for a problem they encounter. VI. Personal requirements: identifies the character traits needed to construct a coherent organizational culture, and an alignment or complementarity of personalities in interaction.

Thanks to the above mentioned job formalization effort Actv is nowadays able to rapidly and effectively redesign bottom-up its organizational structure. Furthermore, this job design and analysis standardization, allows Actv to easily substitute workers when needed (after a retirement for example) and to create long-term modernization plans that take into account the human resource factor. This reservoir of corporate standardized information about the Meso and Micro level structure of Actvs organization, in the hands of the Personnel and Organisation Management of Actvs Group Unit will certainly be a precious asset for further brownfield reorganizations. If developed at the group level it could guarantee enhanced order and control by Actv over tasks and goals within the whole corporate group.

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4. REFERENCES
Actv, (2010), Bilancio sociale Actv 2010 Actv, (2010), Bilancio economico Actv 2010 Actv, (2006), Bilancio sociale Actv 2006 Azzarini F. and Bassini M., (2004), Persone e cambiamento nel trasporto pubblico locale. Il caso di unazienda veneziana: Actv, Marsilio.

Online resources http://www.actv.it/

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