At Ternai training is strategically important for developing human capital in keeping with the Company’s mission, strategy, and objectives.

Maintaining, sharing, and transferring Terna’s unique and specialized know-how is ensured by a training model based on the willingness of the most expert resources to perform the role of planners and instructors on the Campus faculty, facilitating at the same time the development of the sense of belonging and integration in the Company. Cooperation with universities, business schools, and external centers of excellence in general ensures the necessary mix of Company knowledge and stimuli from the outside world.   

Terna’s training model favors active methods for the classroom, accompanied by on-the-job training and – if they are consistent with the objectives and content concerned – innovative methods such as outdoor training, the development center, the business game, and the use of simulators. E-learning is used in large campaigns to transfer knowledge and information and can play a supplementary or substitute role in classroom learning regarding specific objectives or content.    

Systematic examination enables the Company to collect useful feedback and continually improve its model. The instruments used at the end of courses range from rating questionnaires to achievement tests. At least every two years a survey is made of all heads of resources to ascertain the level of effectiveness they perceive (how well the courses satisfy needs, their quality and contribution to resource development) with respect to all the initiatives implemented during the year.  

In 2010, the Campus portal – which has been accessible from the corporate intranet since the end of 2009 – was further enhanced to support the dissemination of information on training possibilities and make available the documentation accompanying the course, in particular those organized by the Terna faculty. In September 2010 work was begun on the Campus premises, which are expected to be available in the last quarter of 2011.  

Training initiatives are categorized by subject area:

Context & Business Model for learning about the internal and external business context in which Terna operates and promoting corporate identity. It includes, for example, the “Company presentation” courses for new hires and the training programs on corporate governances issues (Code of Ethicsi, 231 Compliance Program, etc.). The Campus faculty is often directly in charge of the activities.     

Education for managerial and personal development. This training increases role capabilities and fosters the acquisition of the values and sensibilities on which Terna’s organizational culture is based.  

Training for developing technical and professional expertise and acquiring cross-cutting skills (e.g. foreign languages, office automation). It is organized in homogeneous sections established by analyzing objectives, content, and the professional category of the individuals concerned.    

Pathways, which are short-/medium-term training processes dedicated to specific target individuals and consisting of a mix of initiatives belonging to the three preceding subject areas. The proposals are addressed to both recently hired resources and ones already in service. In the latter case, they belong to homogeneous professional families, for which the training pathway aims to align capabilities, updating, training, or upgrading.