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The performance management process involved 99.7% of the people and 90% received back from their manager.
Managerial potential assessment based on identifying and enhancing the current and future managerial assets of the company (447 assessments). Testing of a new assessment process (motivation review) aimed at identifying individual motivation in 4 companies of the Group (1,978 people, 179 of which are managers). (See the following chapter in the Sustainability Report: TIM People/Development and new skills)

COMMITMENT. TIM is strongly committed to defining tools and services designed to enhance and motivate the company's people and to ensure they are capable of adapting and managing rapid changes in the telecommunications sector through the continuous updating of technical-behavioural skill sets and working styles.

ACTIVITIES.An individual development plan was proposed for each person on the basis of the performance management results: over the year around 20,000 individual development plans were used out of a total of 32,000 assigned (63%), including individual management plans.  

Managerial leadership development plans, succession planning.

Testing of the new "motivation review" assessment tool and scientific validation with La Sapienza University.

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Internal communication activities with different initiatives:
• 1,450 live meetings on strategies with the first lines and all collaborators connected via video conferencing (94% of the population covered);
• the “We teller” network, meetings and targeted actions to communicate the strategy;
• integrated communication plans from video series and video interviews to explain the strategies, innovations, projects and vocations at TIM.
(See the following chapter in the Sustainability Report: TIM People/Internal Communication)

ACTIVITIES. In 2017, TIM’s internal communication undertook a process guided by two fundamental principles:
• the conversion of traditional internal communication channels into more innovative, web-centric ways of promoting the exchange of ideas, dialogue and discussion between members of the corporate community;
• the communication of the company’s actions and activities, in a clear, direct, simple and widespread manner, through ad-hoc communication plans for each project.  

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TIM Academy. In 2017, it developed an innovative approach to learning and the sharing of know-how to support the digitisation process and cultural and business transformation.
TIM Academy offers programmes, courses and training, in classroom settings, online or on-the-job; it promotes the sharing of know-how through communities, workshops, seminars and think tanks, with qualified teachers and endorsers on a national and international level; it designs and delivers new digital learning formats: web-based training, videos, webinars, virtual learning and MOOCs.
In Italy an online course providing information and training on business and human rights was set up for the entire company population, available from the end of 2015 on the TIM Academy e-learning platform; in 2017 further voluntary participation invitations were sent out and the roll out of the course began in Brazil.  (See the following chapter in the Sustainability Report: TIM People/Development and New Skills)

COMMITMENT. The Digital Transformation strategy adopted by TIM sets out the need to develop new skills and professional profiles capable of best interpreting the new business opportunities.

KEY ISSUES of TIM’s skills development strategy:
• retraining and enhancing professionalism;
• developing the digital skills of all company staff;
• enhancing managerial profiles;
• development plans both for individuals and for the entire workforce.

ACTIVITIES.  Initiatives to support the production and dissemination of new content, from creating internal and external relationship networks, exchanging knowledge and generating ideas, mainly through theTIM Academy.In 2017, TIM’s internal communication undertook a process guided by two fundamental principles:
• the conversion of traditional internal communication channels into more innovative, web-centric ways of promoting the exchange of ideas, dialogue and discussion between members of the corporate community;
• the communication of the company’s actions and activities, in a clear, direct, simple and widespread manner, through ad-hoc communication plans for each project.  

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Job Center. A professional retraining service. More than 2,860 people were involved as at 31 December 2017. It is made up of two paths:
• crossover training on digital skills, common to all professional profiles;
• specialist training, designed according to the specific requirements of the new professional role. (See the following chapter in the Sustainability Report: TIM People/Development and New Skills)

COMMITMENT. TIM implemented professional retraining processes.

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Health and Safety Committees.
(4 regional and 1 national); they play a participatory and collaborative role aimed at guaranteeing joint analyses and discussion by the company and trade union of all matters relating to health and safety at work. (See the following chapter in the Sustainability Report: TIM People/Health and Safety protection)

COMMITMENTS. The health and safety management system plans numerous initiatives aimed at ensuring increasing safety for workers.

ACTIVITIES. Campaigns to monitor physical agents; training activities for all company employees; analysis of accidents and potential identification of corrective actions; an informative digital product was produced to assist in the management of earthquake-related emergencies.

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The company and the trade union reached an agreement that determines the structure of the 2017/2019 performance bonus.
A specific joint consultancy body has been set up to manage the agreement, which will be notified of the goals each year, derived from the budget process, in accordance with the Strategic Plan; this body is tasked, inter alia, with analysing the types of services accessible through welfare. (See the following chapter in the Sustainability Report: TIM People/Industrial Relations)

KEY ISSUES. TIM has outlined the need to identify measures aimed at supporting the recovery of competitiveness, profitability and at improving the quality of services, in order to protect employment, people, and defend the company scope.

 

ACTIVITIES. The agreement provides for the performance bonus to be comprised of various components with indicators represented by objectives that are changed by managerial incentive systems that recognise the contribution of all workers to the results.

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Discussions between TIM and the trade unions on agile working.  An understanding was reached with the trade union organizations in July with the aim of partaking in the spread of agile working at the company. (See the following chapter in the Sustainability Report: TIM People/Industrial Relations)

COMMITMENT. TIM has embarked on a path of digital transformation and, together with the Parties, is committed to achieving the goals of improving productivity, promoting social, economic and environmental sustainability and encouraging work-life balance, with particular attention to family care needs.


ACTIVITIES. In September, the new agile working experiment was therefore launched on a voluntary basis and will run until 31 December 2018.

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Partnerships designed and implemented with secondary schools as part of school-based work experience, innovative work-related projects with universities, working groups on the topic of the “School-Work Relationship” (Cotec) and for sharing best practices on the subject with institutions and trade associations. (See the following chapter in the Sustainability Report: TIM People/Collaborations with schools and universities)

COMMITMENT. In 2017 TIM consolidated its relationship model with the main stakeholders of the academic world, schools, social and institutional organisations, with the aim of guiding young people, collaborating over the implementation of universities' “third mission”; enabling innovation, enhancing and fully utilising talent and disseminating digital culture, developing how its employer branding is perceived. The drivers are:
• enhancement of internal expertise with teaching and testimonials on specific themes;
• careers advice for students in line with digital skills;
• open innovation opportunities.