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Medium/long-term targets

 

Terna's commitment to sustainability translates into a sustainability plan that provides for both the implementation of projects, with relative project milestones, and the achievement of objectives with a predefined target. Some of the objectives are presented here, selected on the basis of their importance, with targets in terms of numeric values, year of application and the applicable time-frame.

Environmental KPIs

SF6 GAS leakage
Description:
SF6 (Sulphur Hexafluoride) is a greenhouse gas used in electrical substations when it is important to reduce plant size; the sealed gas enables the electrical components to be placed much closer together than in the open air. SF6 gas is non-toxic but has a powerful greenhouse effect: SF6 gas leakages are the main source of Terna’s direct emissions. The aim is to maintain the frequency of gas leakages at a low level (as a percentage of total gas installed). After several years of improving results, and in any case far below the European average (0.90%), in 2017 a new target was set for maintaining - for 2018 and 2019 - the positive performance recorded (0.47%) and a further reduction (0.45%) for the following three-year period.
Metrics
Gas leakages during the year, as a percentage of the total amount of gas in the system (net of significant faults)
Trend
2015: 0.44%; 2016: 0.39; 2017: 0.47%; 2018: 0.38%
Target
0.47% in 2018-19; 0.45% in 2020-22
Year/Reference period
2022
Progress
In 2018 - the first year of the current reference period - the result (0.38%) was better than the target (0.47%)
Demolished lines
Description:
Visual impact and land occupation are the main elements of environmental impact of Terna plants. In recent years, Terna has voluntarily proceeded to demolish sections of power lines that had become unnecessary thanks to investments made in the development of its grid, and it intends to continue in this direction. In the period between 2010 and 2018, 1,089 km of lines were demolished.

In 2016, a target was set for the removal of 140 km over the two-year period 2017-2018. In the 2019-2023 Strategic Plan, a new target was set for the demolition of a further 382 km.
Metrics
Km of power lines removed (physically demolished)
Trend
2015: 98; 2016: 290; 2017: 98; 2018: 87
Target
140 Km
Year/Reference period
2017-2018
Progress
The target was met: 185 km of power lines were demolished in the two-year period 2017-2018
Energy efficiency of company sites
Description:
The improvement of energy performance in the main Terna sites will contribute towards the reduction of energy consumption and greater recourse to renewable sources with positive effects in terms of reduction of climate-altering emissions. In 2010, the percentage of volume in the main sites in classes A-B-C was 8%. In 2015, after the implementation of the first part of the energy efficiency programme, this had increased to 45%. The aim is to reach 70% by 2020, with no buildings in classes F-G.
Metrics
Main Terna sites in energy classes A-B-C (expressed as a percentage of the total volume of the sites in question)
Trend
2015: 45%; 2016: 53%; 2017: 53%; 2018: 53%
Target
70%
Year/Reference period
2020
Progress
In 2018, in line with the programmes, no energy efficiency works at the main company sites were carried out. As such, the KPI remained stable at the 2017 level (53%). This trend is in line with the attainment of the target in 2020

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Social KPIs

Outgoing turnover rate of young employees
Description:
A low outgoing turnover rate of employees under 35 years of age is an indirect indicator of the ability to retain more recently hired employees. Following the generational turnover initiative that saw 800 young people join the company in the 2015-2017 period, as well as the huge investment in training that Terna continues to make, it is important that the outgoing rate for under 35s remains low in the next few years. The KPI has remained low in recent years; the target for the 2018-2019 period reflects the expectation of a more dynamic employment market compared to previous years.
Metrics
Annual outgoing turnover rate due to voluntary resignation by employees under 35 years of age
Trend
2015: 0.7%; 2016: 1.4%; 2017: 1.0%; 2018: 1,6%
Target
KPI ≤ 2% on average for the two year period
Year/Reference period
2018-2019
Progress
For the first year of the two-year reference period 2018-2019, the result (1.6%) was better than the average target set for the same two-year period (2%)
Hours of training per capita
Description:
Training is the main vehicle for creating and updating employees' technical and soft skills. Initial training is important to enable people to operate in an effective, efficient manner in accordance with regulations (e.g. safety). Continuous training facilitates adaptation to technological, organisational and contextual changes. After the record result of 61 hours per capita in 2016, in 2017 the KPI settled on 50 hours of training per capita. The target for 2018-2019 represents the maintenance of an excellent performance compared to the average performance of the main Italian listed companies (about 30 hours per capita in FTSE-MIB companies).
Metrics
Hours of training per employee
Trend
2015: 56; 2016: 61; 2017: 50; 2018: 55
Target
KPI ≥ 45 on average for the two year period
Year/Reference period
2018-2019
Progress
For the first year of the two-year reference period 2018-2019, the result (55 hours of training per employee) was higher than the average target set for the two-year period
Health and safety in the workplace
Description:
Health and safety in the workplace is a key aspect of personnel management and must be afforded constant attention by all stakeholders with rules, controls, training and rigorous implementation. It is one of the founding elements of the Group’s culture and values, as enshrined in the Code of Ethics, and represents one of the targets of the incentivisation schemes. The KPI is based on the weighting of two workplace health and safety rates: the accident frequency rate (weight: 30%) and the accident severity rate (weight: 70%) - and is expressed as the ratio between the weighted indicator for the target year and that for the previous three-year period. The target ≤ 1, defined for 2018 and then included for all years in the 2019-2023 Strategic Plan, is significant of continuous improvement.
Metrics
Safety rate
Trend
Accident frequency rate
2015: 4.2; 2016: 5.0; 2017: 4.0; 2018: 6.4

Accident severity rate
2015: 0.18; 2016: 0.16; 2017: 0.14; 2018: 0.17

Safety index
2015; 2016; 2017: index < 1; 2018: index > 1
Target
KPI ≤ 1
Year/Reference period
2018-2023
Progress
The result for 2018 was lower than the target. In the same year new initiatives were launched to reduce accidents

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