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Over the course of 2017, Terna achieved environmental and social results in line with those of the last three years. Among these, the impact of SF6 leakage of the total installed fell to 0.47%, the percentage of recycled waste rose to 87%, with recovery shares over 95% for machinery and packaging. In the social sphere, training hours per capita is 50.

 See all the 2017 Highlights  >


• • •  Objective achieved
• •     Partly achieved
•       Postponed or suspended

Area of responsibility2017 Objectives2017 Results
Governance and general considerationsImplementation of annual stakeholder monitoring• • •
Preparation of a new Sustainability Plan• •
Adoption of the stakeholder engagement standard in grid development activities
Revision of the materiality matrix• • •
The environmentKeeping SF6 leakages below 0.6%• • •
Life cycle assessment study on DC transformer substations• •
Improved energy efficiency: 70% of the main buildings (by volume) in classes A-C by 2020• • •
SocialContinued partnership with the Cariplo Foundation• • •
At least 50 hours of training per capita per year on average in 2016-2017• • •
Training in the Code of Ethics, anti-corruption and whistleblowing• • •
Dimension ObjectiveTarget Year
CO2 emissions:
leakages of SF6, as a percentage of total installed gas capacity.
Leakages of the greenhouse gas SF6 represent the principal source of Terna's direct CO2 emissions. In 2017, Terna registered a leakage rate of 0.47%, slightly up on the all-time low registered in 2016 (0.39%), but still well below the weighted average for leading European TSOs (0.90% in 2016) and it’s the pre-set target (0.60%). The objective is to not exceed 0.47% in the two year period 2018-2019 and 0.45% in the following three years.
Human resources
Human capital:
digital skills.
Digital skills are an enabler for implementation of the process innovations needed to meet the challenges presented by the energy transition. Developing these skills is one of the priority aims of human capital training and development programmes in the coming years. An initial mapping of skills will enable the Group to identify the excellences to be developed in order, with the support of appropriate management policies and tools, to disseminate and boost digital skills throughout all layers of the organisation. The objective is to upgrade the digital skills of the entire workforce over the life of the Strategic Plan (by 2022).
Integrity, responsibility, transparency
Supply chain:
environmental and safety certification requirements for qualified suppliers ("works" contracts)
The objective is to require all qualified suppliers for works contracts to obtain certification (e.g. construction, vegetation management). The programme was launched in 2017 – suppliers were previously only required to have an environmental and safety management system in place, even if it wasn’t certified – and by the end of the year had covered 2 segments out of 7 (29% of all segments, 11% of the value of contracts in the 7 segments).By 2020 certification required for 100% of qualified suppliers for work contracts.
Local and national stakeholders
Engagement of local communities:
public meetings with citizens.
Since 2015, Terna has stepped up its efforts to consult on the location of new electricity infrastructure, engaging with local communities as well as with local authorities. 17 meetings were held in 2017, the same number as held in the two-year period 2015-2016; however, only a number of the meetings were held prior to initiating the process of obtaining the necessary consents. The objective is, by 2022, to fully implement the plan to systematically organise meetings with the public in the initial stages of the process, for all major investment in development of the grid.