Social responsibility

Training: this is confirmed as a strong point in promoting human resources, also seen through comparison with other companies. In 2012 there were 41 hours of training per employee, with 86% of personnel covered, which shows Terna's concern for continuing education.

Corporate giving: according to the LBG (London Benchmarking Group) classification, in 2012 Terna allocated 1,223,987 euro overall to community projects, including 563,510 euro of donations and 300,205 in community investments. Donations were structured and not given to random projects.

Further information

  • Management of generational turnover
  • Terna takes part in creating the first Italian tool kit on employee volunteering
  • At Christmas, Terna creates a chain of solidarity
  • The Terna 04 Prize brings together the arts and the local area 

Sustainability objectives

The objectives for 2013 are in keeping with those previously established. The following are notable:

  • continuation of the activities carried out in 2012 relative to the revision of the ethics system and environmental and social responsibility in relation to the supply chain;
  • realization of internal CSR training initiatives with the involvement of top level managers;
  • active participation in the Pilot Programme of the International Integrated Reporting Council, with study and implementation of greater integration of financial and sustainability information in both the Management Report and on the web site.
  • realization of a KPI monitoring system for energy efficiency, in accordance with the ISO 50001 criteria;
  • the definition, also based on opinions of stakeholders, of a strategic approach to initiatives in the community, the establishment of a coherent action plan and the realization of the first initiatives established in the plan.

Reading approaches for stakeholders

Again this year the interest of Terna’s different stakeholders for the parts of the Report that regard them more directly determined several layout choices, the most important of which concerns the boxes and comparisons. In effect, the reading of sections or, in a few cases, entire dedicated chapters, allows readers to create alternative approaches compared to the standard organization of the Report. In particular, the following are pointed out. For:

  • Shareholders, financial analysts and lenders
  • Employees
  • Suppliers
  • Grid users, customers, and business partners
  • Regulatory authorities and institutions, AEEG
  • Institutions and associations
  • Media, opinion groups, and the scientific community
  • Society and local communities