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The sector in which we operate, our business and the impact our activities have on the environment and society represent an extremely complex framework. This is why in order to best manage and communicate our operations, we need to accurately identify all the areas where we have an impact or that impact on us, be they positive or negative.

Materiality matrix

The main tool for identifying these, with the respective priorities for us and our stakeholders, is the materiality analysis.



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How do we implement our materiality analysis?

Since 2013, we have adopted a process to define our “material” (or significant) issues, by following the Guidelines of the GRI (Global Reporting Initiative), an international reference entity on the issues of sustainability accounting.

Today, in addition to the most recent version of the GRI standards, we also need to consider the provisions under Italian Legislative Decree 254/2016 on the communication of non-financial information, which came into effect with reporting relating to 2017.

Terna's Materiality

GRI standards

  • Identifying areas relevant to the business
  • Priorities internal stakeholders
  • Priorities external stakeholders

D.Lgs. 254/2016

Issues relevant in the context of:

  • Environment
  • Social
  • Issues relating to personnel
  • Human rights
  • Fight against active and passive corruption

How to define internal and external priorities?

Our priorities

In 2018 we involved management in all corporate structures, asking them to complete an online questionnaire which aimed to assess all potentially material areas, the 2018-2022 Strategic Plan and the “Sustainability Actions and KPIs for the 2019-2023 Strategic Plan” document are the main contributions to supplement the internal survey.
The relevance assessments provided by the managers involved were then submitted to the Group’s top management, which confirmed which issues were current and relevant and validated the results of the investigation.

Priorities for external stakeholders

We defined the relevance for stakeholders by analysing:

  • Direct listening sources, i.e. the outcomes of initiatives undertaken in respect of our stakeholders to understand their expectations and perceptions in relation to the issues in question (for example, for employees, local communities and customers of non-regulated activities)
  • General sources, i.e. rules, publications, position papers, assessment tools produced by stakeholders that reflect their perception of relevance in relation to different issues

Management could then fine tune the results of the document-based analysis, by also taking in account stakeholders’ opinions, who were then engaged directly regarding the relevance of the issues.
The summary of the corporate viewpoint and that of stakeholders is represented in the Materiality Matrix.

Our relations
Shareholders Shareholders Media and Opinion makers The wider community Public decision-makers Local community People in the organization Business Partners Electricity system operators Customers (Non-Regulated) Regulators Suppliers

Our approach in building and consolidating a long-lasting relationship of reciprocal trust with our main stakeholder groups


Read more

Why is it important to involve stakeholders

Our activities result in us continually interacting with the interests of different categories of stakeholders.
To clarify the complexity and critical nature of these interests, we can imagine the relevant categories as the transition of a new power line:

  • Single person: owner of the land over which the power line will pass
  • Local community: involved in the transition of the power line
  • Electricity producers: involved in the connection to the transmission grid
  • Shareholders: wanting to increase the value of their investments
  • Employees: responsible for the project, the authorisation and implementation phase
  • Contracting companies: responsible for effectively constructing the grid
  • Environment: impact on ecosystems and animals that could be interacting with it, and more generally, future generations

Understanding the diversity of interests and different positions of all these components could make the difference in our business.

How do we manage relations with our stakeholders?

At Terna, we have identified a “Stakeholder Management Model”, which allows us to periodically:

  • Update the stakeholder map
  • Set the importance and influence ranking of stakeholders
  • Formulate the optimal relationship procedure matrix, which guides our stakeholder engagement activities
  • Define the monitoring system for the engagement activities, which summarises the opinions, expectations and level of satisfaction amongst stakeholders in their relations with us