Management policies and systems

The integrated Quality-Environment-Occupational Safety management system

Activities in the sensitive areas of the environment and occupational safety , which are crucial in Terna’s view of sustainability, are coordinated and guided by its ISO 9001, ISO 14001, and OHSAS 18001 certified integrated Quality-Environment-Occupational Safety management system. Its satisfaction of the certification requirements testifies the continual pursuit of improvement.

The integrated system covers 100% of Terna’s activities, both those carried out on existing infrastructure and those regarding the planning, design, and construction of new infrastructure.  

231 Organisational Model (pursuant to Legislative Decree no. 231/2001)

In 2002, Terna’s Board of Directors resolved to adopt an Organisational and Management Model to satisfy the requirements of Legislative Decree no. 231 of June 8, 2001, which introduced into Italian law a regime of administrative – but de facto criminal – liability of companies for several kinds of crimes committed by directors, executives, or employees in the interest or to the benefit of the company.

Terna’s adoption of 231 Organisational and Management Model is thus aimed at ensuring “conditions of fairness and transparency in the conduct of the Company’s business” and activities so as to safeguard its position and image, as well as the expectations of its stakeholders

Over time, the Model has undergone a number of changes to adapt it to the provisions of the law and the subsequent inclusion of new crimes in Decree no. 231.

The Balanced Scorecard and incentive schemes

In monitoring and auditing corporate activities, the Company avails itself of a Balanced Scorecard system, a panel of indicators that enable it to follow quarterly the progress made with respect to the operating objectives into which the annual objectives of the Strategic Plan break down. Among the activities monitored are also objectives that are important from the sustainability point of view: for example, in 2009, the occupational safety index – a composite index based on injuries – and the observance of the training plan. Thanks to the link between the Balanced Scorecard and the variable-pay schemes for executives (MBO), the sustainability objectives are also supported by the incentive schemes based on pay.