EU14At Terna, training is strategically important for developing human capital in keeping with the Company’s mission, strategy, and objectives. 

It constitutes a joint individual and corporate investment continuously enclosing an employee’s entire professional life, aimed at creating value for both individuals – by increasing and diversifying expertise (employability) – and the Company - by making their contribution more motivated and qualified.

Maintaining, sharing and transferring Terna’s specialized and unique know-how is ensured by a training model that is based on the availability of the most expert resources for acting as project managers and instructors with the Faculty Campus, while also promoting a sense of belonging and integration within the Company. Collaboration with universities, business schools and more in general with external centers of excellence, guarantees the necessary contamination of corporate know-how with that coming from the external world.

In choices implemented, Terna’s training model promotes active methods in classroom training and on the job training; if in line with objectives and contents, it adopts innovative methods such as outdoor training, the development center, the business game and the use of simulators. E-learning is used for campaigns aimed at transferring specific knowledge and information and can also have an integrative/replacement function to classroom learning.

Systematic evaluation of training results enables the Company to collect useful feedback and continually improve its model. The instruments used at the end of courses range from rating questionnaires to achievement tests. At least every two years (last edition: 2010) a survey is carried out among all heads of resources to ascertain the level of effectiveness they perceive (how well the courses satisfy needs, their quality and contribution to resource development) with respect to all the initiatives implemented during the year.

In 2011, the Campus portal – which is accessible from the corporate intranet since the end of 2009 – has been the main support for disseminating information on training possibilities and making available the documentation accompanying the courses, in particular those organized by the Terna Faculty. Works on the Campus premises, which have begun at the end of 2010, have been delayed; they are expected to be available by the end of 2012.

Training provided by Campus includes:

  • centrally planned courses/pathways/campaigns for targeted beneficiaries;
  • internal or external specific courses assigned upon request to individuals or small groups;
  • local Transmission Operating Area courses (to satisfy needs not covered by the centrally organized ones);
  • special events. 

Training initiatives are categorized by subject area:

  • Context & Business Model for learning about the internal and external business context in which Terna operates and promoting Corporate Identity. It includes, for example, the “Company Presentation” courses for new hires and the training programs on corporate governances issues (i.e. Code of Ethics, 231 Model).The Faculty Campus is often directly in charge of the activities;
  • Education for managerial and personal development. This training increases role capabilities and fosters the acquisition of the values and sensibilities on which Terna’s organizational culture is based;
  • Training for developing technical and professional expertise and acquiring cross-cutting skills (e.g. foreign languages, Office Automation);

Pathway, which are short- medium- and long-term training processes dedicated to specific target individuals and consisting in a mix of initiatives belonging to the three previous subject areas. The proposals are addressed to both recently hired resources and ones already in service. In the latter case, they belong to homogeneous professional families, for which the Training Pathway aims at aligning capabilities, updating, training, or upgrading.


  2011 2010 2009
Average number of training hours      
By employee 51 49 47
By category      
Senior executives 19 27 25
Junior executives 30 40 43
White-collar workers 55 47 45
Blue-collar workers 55 58 53
By gender (1)      
Men 51 n.a. n.a.
Women 44 n.a. n.a.
% of employees covered (2) 97 96 91
Training hours      
Total 178,734 171,146 164,416
- Hours of internal instruction 132,190 n.a. n.a.
Hours of training by course type      
Education 21,664 22,915 11,558
Context and Business Model 31,919 29,928 8,562
Training 125,151 118,303 144,296
Training method      
% of classroom training 98 97 99
% of online training 2 3 1


(1) Data according to gender, calculated for the first time in 2011, was calculated differently from that by category, considering personnel working as of December 31 and not the average number of employees. (2) Percentage of employees that attended at least one training course.

In 2011, corporate training investments increased by 4% compared to 2010. The sharing knowledge operation, also in support of generational turnover and aimed at creating the Campus in 2008 -underlined by the pay off of Esperienze in Rete- is now fully operational. The contribution of the Faculty Campus, at central and/or local levels, was significantly predominant, particularly for training activities belonging to the sections Context & Business Model and Training, especially where knowledge and expertise regarding Terna’s specific and typical know-how needed to be developed.

In short, in 2011, 97% of Terna’s employees took at least one course (+1% compared to 2010), with more than 178,000 hours of training provided (nearly 4% more than in 2010), 98% of which were in a classroom and 2% online. The average number of training hours per employee was 51 (+4% compared to 2010). 

Training for employees: comparative data

The comparison between Terna and other companies regarding training was conducted based on the annual training hours per capita. 

Since employee training is a sustainability aspect that generally concerns all sectors, data was examined both from only transmission companies (TSO panel) and from the leading listed Italian companies (FTSE-MIB) and the international sustainability leaders (SAM - Supersector Leaders).

In 2011, Terna’s training hours totaled 51 per capita; in 2010, the year of available reference data, training hours per employee totaled 49.

In the comparison with other companies, Terna ranked among the first places in two of the three reference panels, including the one for international best practices. 

TSO Panel: 12 available data (10 companies, one of which, REE, present with different data according to the country); average per capita hours: 61.1; lowest figure: 19.4; highest figure: 99.0; standard deviation: 24.8. In this comparison, Terna ranked below the average, strongly influenced by three companies that registered over 80 training hours per capita.

FTSE-MIB Panel: 24 available data; average per capita hours: 32.7; lowest figure: 5.1; highest figure: 50.4; standard deviation: 14.9. Confirming the results included in last year’s Sustainability Report, Terna ranked among the first places among the leading Italian companies, well above the average of the 24 companies of the FTSE-MIB that published the data. 

SAM - Supersector Leaders Panel: 17 available data (15 companies, one of which, BMW, present with different data according to employee category); average per capita hours: 37.7; lowest figure: 8.1; highest figure: 103.0; standard deviation: 28.5. Even in the comparison with the global sustainability best practices, Terna ranked among the first places for number of training hours per employee. The first three companies registered figures that were higher than 80 training hours per capita; Hyundai (Construction & Materials sector) was excluded from the panel that registered 264.5 number of training hours per employee (corresponding to over one month and a half of working time), a figure that was strongly influenced by characteristics that do not allow the case being suitable for comparison.







(*) Training hours were calculated using other published data. The calculation of per capita training days compared to per capita hours was made based on 8 hours/day.


With regard to the section Context & Business Model (over 31,000 hours of training) it is necessary to underline, along with the consolidated training initiatives for the electricity market, a widespread training campaign implemented in the classroom and online on Information Security for over 3,800 hours of training that will be completed in 2012.

With regard to Education (over 21,000 hours of training), in connection with the company’s strategic objectives, the year’s focus was business innovation and development. For this purpose, a training event was organized for all executives and for a selection of middle managers that was funded by Fondirigenti (three meetings with international experts and external representatives, two visits to outstanding companies in innovation). Completion is scheduled in 2012. Additional initiatives included: a Laboratory on Innovation proposed, in a different version, to a selection of professional junior executives and white-collar workers; an initiative focused on problem solving for developing organizational conduct, “innovation and pro-active conduct” addressed to a selection of professional white-collar workers. The new initiatives also included a broad training offer that during 2011 was further developed compared to the previous plan and extended to white-collar and blue-collar workers.

In brief, during the 2009-2011 three-year period, the Education offer gradually reached the objective of covering both intervention areas (organizational conduct expected in performance) and individuals identified on the basis of Performance management and/or in relation to development responsibilities of collaborators.

With regard to Training, which is of primary importance owing to the nature of Terna’s technical business, over 125,000 training hours were held, increasing by 6% compared to 2010. Within this sector, the Safety section increased significantly by +24% compared to the previous year (over 61,000 of training hours) mainly due to a widespread training campaign on preventing electricity risks and implementing the updating initiatives in compliance with the new regulations. In 2011, a widespread training campaign was also implemented involving all blue-collar workers for using PC workstations in IT islands across the territory; the initiative intended supporting the shift, even of this corporate group of employees, to online presence detection systems and more generally, to accessing corporate computer communication channels (intranet).

Lastly, commitment continued in 2011 for medium-long term Pathways both for newly hired employees as well as for employees in service that totaled 33% of the training hours (28% newly hired employees, 5% resources already employed).

Pathways for newly hired employees (hired as of 2007-2008) – highly important for facilitating the generational turnover process that the company is experiencing – regarded all types of personnel with university degrees and high school diplomas (professionals, white-collar workers, technicians, blue-collar workers), totaling over 49,000 training hours.

With regard to the Pathways dedicated to employees in service, the Pathway for shift workers of the Real Time unit of the Dispatching and Energy Operation chain involved nearly 66 resources and totaled nearly7,000 hours of training. The decrease compared to 2010 was due to the postponement owing to technical reasons of part of the activities relating to introducing a new system of control and energy operation. The new Pathway for management assistants and secretarial pools (Session for Roles, Session for I&CT, Session for Terna’s business model) totaled over 1,500 hours of training.