Incorporated in Delaware in 1989, Allied Waste has grown in the country's second largest non-hazardous, solid waste management company with reported revenues of approximately $ 6.1 billion and $ 5.9 billion for the years ended December 31, 2007 and 2006, respectively. In total, the non-hazardous solid waste industry generated approximately $ 52 billion in annual revenue, of which publicly traded companies have an estimated 60% share of the market. Presently, the three largest publicly traded companies in the industry generate a substantial majority of the public company revenues.

We provide collection, transfer, recycling and disposal services for more than 8 million residential, commercial and industrial customers. We serve our customers through a network of 291 collection companies, 161 transfer stations, 161 active landfills, and 53 recycling facilities in 124 markets within 37 states and Puerto Rico. Our operating model is based on being vertically integrated in the markets we serve, which means we provide collection, transport and disposal (landfill) to our customers. To the extent that is economically beneficial, we dispose collected waste volumes within the company-owned landfills (referred to as internalization). By providing end-to-end services for the entire waste management process, we have greater control over the waste flow into our landfills and, therefore, can provide greater control and stability over the cash flow associated with our business.

Our operations are national in scope, but the physical collection and disposal of waste is very much a local business, therefore, the dynamics and opportunities differ in each of our markets. by combining local operating management with standardized business practices, we can drive greater overall operating efficiency across the company, while maintaining day-to-day operating decisions at the local level, closest to the customer. We facilitate the implementation of this strategy through an organizational structure that groups our operations within a corporate, region and district structure. We believe this structure allows us to maximize the growth opportunities in each of our markets and allows us to operate the business efficiently, while maintaining effective controls and standards over operational and administrative matters, including financial reporting.

Within our business, we believe the key drivers for improved stakeholder value are (1) driving profitable business growth within existing markets through organic opportunities and/or acquisition; (2) enhancing free cash flow (i.e. cash flow from operations less capital expenditures, plus proceeds from fixed asset sales and transaction related refinancing charges); and (3) improving returns on invested capital through intelligent and efficient allocation of capital. Our business initiatives and tactics are designed to support Allied's four strategic pillars:

-People: We are a company where the best people want to work.

-Customers: We are a recognized leader in service quality as defined by what our customers value.

-Efficiency: We execute through durable enterprise standards and processes with industry leading efficiency.

-Innovation: We innovate to create new service opportunities based on changing customer needs and to improve operational processes.

With our strategic pillars as the starting point, our operating plan establishes priorities for supporting programs aimed at customer service, revenue enhancement, cost control and productivity improvements, and the efficient deployment of capital. We provide a direct link between our business strategy, operating plan and value drivers through our hiring and training practices, and our incentive compensation plans, which include targets for improved earnings performance.