This report will give an explanation of the internal reorganization that has been done because of the necessity to optimize operation in the cooling and ventilation group. The basic structure for the group was defined at the end of 1998. We understood then that change was needed to accommodate the increased workload due to the LHC project. In addition, we face a relatively large turnover of personnel (retirements and some recruitment) with related integration issues to consider. We would also like to implement new approaches in the management of both operations and maintenance. After some running-in problems during the first half of 1999, we realized that much more could be gained with the analysis and the definition and documenting of each single function and generic activity within the group. The authors will explain how this analysis was carried out and give some feedback of the outcome, so far
