Management policies and systems


The integrated Quality-Environment-Occupational Safety management system
The 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-certifed integrated Quality-Environment-Occupational Safety management system. Its satisfaction of the certification requirements shows Terna’s continual pursuit of improvement, which ensures consistency with the commitments expressed in the Code of Ethicsi and in the Company’s policies. 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 plants.

On October 19, 2010 Terna’s UNI EN ISO 9001:2008, UNI EN ISO 14001:2004, and BS OHSAS 18001:2007 certifications were renewed for the three-year period 2011-2013, with the consequent issue of the new certificates.
231 Organizational Model (pursuant to Legislative Decree 231/2001)
In 2002, Terna’s Board of Directors resolved to adopt the Organizational and Management Model to comply with the provisions of Legislative Decree n. 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 other employees in the interest or to the benefit of the company. In particular, the law was intended to fight corruption.

Terna’s adoption of the 231 Organizational 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

The Model has subsequently undergone a number of revisions to adapt it to the provisions of the law and the inclusion of additional crimes in Decree 231.   

The Balanced Scorecard and incentive schemes
In monitoring and auditing corporate activities, the Company avails itself of a Balanced Scorecard (BSC) system, a panel of indicators that allow it to follow quarterly the progress made with respect to the operating objectives into which – according to the economic/financial, organizational/processes, strategic/customers, and innovation/development quadrants – the annual objectives of the Strategic Plan are divided. Particularly significant from the point of view of sharing Terna’s sustainable approach to business is the inclusion in its BSC system of sustainability objectives, such as increased energy efficiency. Thanks to the link between the Balanced Scorecard and variable-pay schemes for managers (MBO), the sustainability objectives are also supported by the incentive systems based on pay.