2011 Survey on People Satisfaction
In 2011, Terna once again conducted a survey among its employees regarding people satisfaction, reopening a listening exchange that began in 2007 and that was temporarily suspended in 2010, after three editions, based on the need to revise and improve the survey tools. For the new survey, a method was adopted that refers to people satisfaction, allowing to explore not only the quality of relations and of the working environment, but also the company’s capability to be effective and productive by promoting and maintaining an adequate level of employee satisfaction.

The initiative was addressed to all employees part of the labor force as of December 31, 2010. The investigation, in strict anonymity, was conducted by an external company during the 2011 May-November period in two phases:

  • an online questionnaire for executives, managers, employees; a hard copy questionnaire for technicians without an individual PC;
  • 5 Focus Groups with employees characterized by belonging to professional groups and to different offices, aimed at analyzing the data of the questionnaires.

The areas surveyed were: Efficiency/Being Open to Innovation; Work Organization; Comfort/Occupational Safety; Management; Equity; Relations among colleagues; Conflicts.

Confirming the validity of the survey methods, the participation rate was 63%, in line with the interest demonstrated by the employees also in the previous years (without workers, for which in 2009 a sampling criteria was used, participation was 71% compared to 70% in 2009).

The general picture of employee satisfaction at Terna was positive. The average points being 58/100, not comparable to the results of the previous years owing to the different method used, were higher by 10 points with respect to the average results registered with the same method used by other companies. Terna is perceived as an efficient and innovative company, attentive to its employees’ safety and comfort. People experience their working life in a dynamic context within a spirit of collaboration and confidence in the management’s capabilities. The company’s full range of know-how and expertise is considered as a resource to be proud of and as an element in which to invest an increasing number of resources. The work pace is intense involving a high level of physical and mental energy. This is matched with the willingness on the part of the personnel to dedicate their commitment to the company also based on a strong feeling of belonging and an overall high level of satisfaction. The prevailing feeling is being part of a team, being satisfied with personal relations forged at work, perceiving that the company’s activity is appreciated also externally and sharing the company’s activities.

Within this positive situation, certain areas are underlined requiring improvement, among which a more complete recognition of merit through improved evaluation tools and performance enhancement, a more intensive communication among departments and among the head office and branches and the need for improving flexibility of the procedure system. Generally, expectations are based on the company maintaining and strengthening an exchange with employees and enhancing human resources. Following the analysis of the survey’s results, at the beginning of 2012 Terna created interdepartmental working groups to define improvement proposal.

Relations with labor unions
The Protocol on the System of Industrial Relations that governs relations with labor unions at the corporate level establishes a system of relations and arrangements based on advance and/or periodical bargaining, discussion, consultation, and information (see the section on Industrial Relations).

In the 2009-2011 three-year period, bargaining with the industry labor unions led to signing 44 agreements.

For 2011, industrial relations activity was characterized by negotiations with the national labor union secretariats regarding collective bargaining agreements or second level bargaining agreements.

Two principal agreements were signed defining the new economic-regulatory framework for the 2011-2013 three-year period regarding performance related pay and expense reimbursement for travel. The latter agreement replaced the previous system, based on 20 different regional agreements, providing for the gradual establishment – to be completed by January 1, 2013 – of single amounts at the national level for itemized reimbursement costs.

The memorandum signed on September 21, 2011 also implemented specific occupational safety training projects (managing building site safety, fire safety training, safe driving in snow and ice), with the willingness to consolidate a participatory industrial relations model also by sharing training objectives and purposes. A preliminary exchange also began with the national labor union secretariats regarding the project for the Terna Group’s new organizational structure.