Training at Terna embraces the whole of an employee's career on a continuous basis. It is intended to create value for people, by improving their skill set and employability, and to create value for the company - by developing human capital in line with the business mission and strategy. The transfer of specialised know-how is assured by a training model based on the willingness of more expert staff to act as trainers and planners at the internal Campus, while deepening their sense of belonging and integration within the company. Collaborations with universities, business schools and external centres of excellence ensures that company knowledge is complemented by ideas from the outside world.

Terna's training model favours active classroom learning and relies on on-the-job shadowing to allow new employees to integrate into the organisation, and also for highly complex roles such as real time shift workers. E-learning is used in the widespread programmes for the transfer of specific knowledge and information, and may be used as a complement or substitute to classroom training.

The results of training activities are systematically evaluated. The evaluation tools range from surveys and questionnaires to tests on the level of learning achieved. Periodically (the last time was 2010), a recognition is carried out among all supervisors, to verify the level of perceived effectiveness of the training courses conducted throughout the year (matching with requirements, contribution to development of human resources etc.).

In June 2012, the new Campus was opened, where most of the training courses will be held. The new campus has a room for teaching staff and eight classrooms, including a 70-seater lecture hall equipped with the latest training facilities, and where up to 200 employees can be trained simultaneously.

The training programmes are grouped by area:

  • Context & Business Model relating to knowledge of the internal and external business environment in which Terna operates, and to promote the development of the corporate identity;
  • Education, for managerial and staff development;
  • Training for the acquisition of technical-professional skills, and transverse skills such as foreign languages, and office automation.
  • Courses: short-, medium or long-term courses aimed at specific target groups, consisting of a range of initiatives from the above three areas. The training offer is aimed at new employees and workers from homogeneous professional families (e.g. real time shift workers).

The reduction of 35,000 hours compared to 2011 does not correspond to a fall in the company's commitment to training, but to a period of transition. In the first instance, the result was affected - and has also impacted various other indicators - the lower number of hours provided to new employees (49,000 hours in 2011 to approximately 10,000 hours). During the year there has been a reduced intake of new graduates and school-leavers. Most of the new recruits were taken on at the end of the year and will be trained in 2013. Another factor that has influenced the temporary drop in the number of training hours, particularly as far as directors and managers are concerned, is attributable to organisational aspects. In the first quarter, the changes in the Group's structure - followed by the launch of the Terna Rete Italia S.p.A. restructuring project in the second half of the year - put great demands on the managers and therefore some of their training courses were deferred until 2013. Finally, the transfer of the training operations to the new Campus site also had an impact.

In short, during 2012 86% of staff attended at least one training course, with 143,418 hours being provided, 99% of which were classroom-based. The hours per-capita were 41.

With respect to the Context & Business Model area, 6,352 hours were provided (compared to more than 31,000 in 2011), relating to programmes for new employees and the completion of the Information Security training programme. The usual initiatives dedicated to the electricity market and Model 231 have been put back to 2013, due to the need for updates to content caused by changes in the law.

With regard to the Education area (17,000 hours provided, a slight reduction compared to 21,000 in 2011), the programme on innovation and business development, launched in 2011 and financed by Fondirigenti, was completed. At year-end, a major plan of activities was submitted for Fondimpresa funding. The activities were launched in December and will continue until November 2013. Two training programmes were also submitted to Fondirigenti, and they will begin in January 2013.

The Training area is of central importance, considering the technical nature of Terna's business. It has remained largely stable, with 119,359 hours provided compared to the 125,000 provided in 2011. Within the Training Area, 41,137 hours were provided on Safety. The number is lower due to the reduced new employee intake, and the absence of widespread campaigns such as the ones launched in past years as a result of major legislative reforms. At year-end, a major plan of activities was submitted for Fondimpresa funding. The activities were launched in December and will continue until November 2013.

Units 2012 2011 Change
Training hours provided h 143,418 178,734 -35,316
Training hours per employee h 41 51 -10
Training coverage % 86 97 -11