Training

in

EU14

Training at Terna continuously embraces all aspects of professional life. It is aimed at creating value for people by increasing and diversifying skills and employability and creating value for the company – through the development of human capital in line with the mission and the business strategy.

The transfer of specialist know-how is ensured by a training model based on the willingness of the most expert human resources to serve as  planners and teachers in the internal Campus Faculty, while also facilitating the development of a sense of belonging and integration within the company. Collaborations with universities, business schools and, more generally, with external centres of excellence, ensure the spread of corporate know-how in combination with stimulation arriving from the outside world.

Terna's training model prioritizes active methodologies in classroom training and uses on-the-job training to support the processes of introduction into the company or into roles with high professional content (e.g. workers on real-time control shifts). E-learning is used in wide-spread campaigns for the transfer of specific knowledge and information and may supplement or replace classroom learning.

Training activities are subject to systematic assessment of results. The tools used range from appreciation questionnaires to tests to ascertain the learning achieved. Periodically (the 2012 assessment is in progress, following the one done for 2010) a survey is carried out among all managers to verify the level of perceived effectiveness of the training initiatives for that year (correspondence with needs, quality, contribution given to the development of resources, etc.).

In June 2012 the new Campus headquarters was inaugurated; it will host the majority of training courses. The new campus has a staff room and 8 classrooms - including a 70-seat lecture theatre equipped with the best training technology - and makes it possible to train up to 200 employees simultaneously.

Training initiatives are categorized by subject area:

  • Context & Business Model, to increase knowledge about the internal and external business context in which Terna works and promote development of the corporate identity;
  • Education, for managerial and personnel development;
  • Training, to develop technical and professional skills and acquire transversal skills (for example foreign languages, Office Automation);
  • Courses, brief mid- and long-term training processes, devoted to specific targeted employees and made up of a mix of initiatives belonging to the threeprevious subject areas. They are designed for new recruits and in-service employees in homogenous professional categories (e.g. shift workers in the control room). 

LA10

PERSONNEL TRAINING 


2012 2011 2010
Average training hours      
By employee 41 51 49
By category      
Senior executives 12 19 27
Junior executives 25 30 40
White-collar workers 39 55 47
Blue-collar workers 55 55 58
By gender       
Men 44 51 n.a.
Women 25 44 n.a.
% coverage of employees (1) 86 97 96
Hours provided      
Total 143,418 178,734 171,146
hours of internal teaching 86,227 132,190 n.a.
Hours of training by type of course      
Education 17,707 21,664 22,915
Context and Business Model 6,352 31,919 29,928
Training 119,359 125,151 118,303
Method of provision      
% of classroom training 99  98 97
% of on-line training 2 3
(1) Percentage of employees who took at least one training course.

The drop of approximately 35,000 hours provided with respect to 2011 should not be viewed as a decrease in the corporate focus on training, but as the reflection of a transition phase. Firstly, the decrease in the hours provided as part of courses for new recruits (down from 49,282 hours in 2011 to 14,744 hours) affected the result, while also influencing several other indicators. In fact, during the year there was a lower flow of newly-recruited university and high-school graduates. New employees were also concentrated at the end of the year, meaning that their training will occur in 2013. A second factor which contributed to the temporary drop in the hours provided, in particular with reference to executives and middle managers, is attributable to events of an organizational nature. During the first quarter the change in the Group's structure and, subsequently, the launch of the Terna Rete Italia reorganization project in the second half of the year , required an extraordinary commitments from the managers and it was held advisable to postpone to 2013 a number of training project devoted to them. Lastly, the aforementioned transfer of training activities during the year to the new Campus also had a partial effect.

In brief, in 2012, 86% of the staff attended at least one course for a total of 143,418 hours of training provided; 99% of which in classrooms. Hours per head were 41.

As regards the Context & Business Model section, 6,352 hours were provided (compared with more than 31,919 in 2011). These were for activities for new recruits and for completion of the Information Security training campaign. The usual initiatives devoted to the electricity market and the 231 Model were postponed to 2013, owing to the need to update their contents due to legislative changes.

On the subject of Education (17,707 hours were provided; a slight drop compared with 21,664 in 2011), the training event on business innovation and development launched in 2011 with Fondirigenti financing was completed. At the end of the year a significant plan of activities was presented for Fondimpresa financing. Launched in December, it will continue until November 2013. Two training plans which will be implemented starting in January 2013 were also presented to Fondirigenti.

The Training context, which is central owing to the technical nature of Terna's business, remained substantially stable with 119,359 hours provided compared with 125,151 hours provided in 2011. Within this, the Safety section recorded 41,137 hours, down owing to the lower number of new recruits and to the absence of widespread campaigns such as those organized in the last few years after significant legislative changes. At the end of the year a significant plan of activities was presented for Fondimpresa financing. Launched in December, it will continue until November 2013. 

Training for employees: comparative data

The comparison between Terna and other companies with regard to training was made by using the annual per capita training hours as a basis.

As the staff turnover rate is an aspect of sustainability that affects every division of the company, the figures for transmission companies (TSO panel) and those of large companies listed on the Italian stock exchange (FTSE-MIB) were taken into account, as well as those for international leaders in sustainability (RobecoSAM - Supersector Leaders).

In 2012, Terna delivered 41 hours of training per capita, a reduction compared to the 51 hours in 2011 (please see page 142 for an explanation).

Compared to other companies, Terna was in first place for all three reference panels.

TSO panel: 12 figures available; average hours per capita: 45.2; minimum value: 15.6; maximum value: 96.0; standard deviation: 21.8. In this comparison, Terna is above the average rate.

FTSE-MIB panel: 26 available figures (25 companies, one of which, Autogrill, has figures diversified by industrial sector), average hours per capita: 30.8; minimum value: 5.6; maximum value: 51.0; standard deviation: 15.4. Terna is in the top position for large Italian companies.

RobecoSAM - Supersector Leaders panel: 16 figures available; average hours per capita: 42.0; minimum value: 3.9; maximum value: 158.0; standard deviation: 39.0. Even with regard to the global best practices in sustainability, Terna is in the top position in terms of the quantity of training provided per employee.

TRAINING HOURS/TSO EMPLOYEE

TRAINING HOURS/TSO EMPLOYEE

TRAINING HOURS/FTSE-MIB EMPLOYEE

TRAINING HOURS/FTSE-MIB EMPLOYEE

TRAINING HOURS/RobecoSAM - SUPERSECTOR LEADERS EMPLOYEE

TRAINING HOURS/RobecoSAM - SUPERSECTOR LEADERS EMPLOYEE

Training hours were calculated on the basis of other published data. The transition from per capita training days to hours was made by assuming eight hours in a day.