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Our stakeholders


In TIM we have grouped our stakeholders in 7 main macro-categories:

  • customers
  • suppliers
  • institutions and regulators
  • industry business community
  • civil society
  • people 
  • financial community

Since we have very many stakeholders, very different among each other, we believe that the correct way to deal with them has to take into account the peculiar features of each one.

The tables below show, for each group of stakeholders, the main kinds of engagements we are involved in.

"Information" refers to our uni-directional communications including training initiatives (company to stakeholder), "Consultation" includes surveys or similar methods through which we ask our stakeholders' opinions, "Dialogue" refers to discussions and stable and continuative  cooperation with stakeholders, "Partnership" refers to projects we manage together.

According to the standard we have adopted, the AA1000SES, for effective stakeholder engagement it is important to manage engagement as a circular process, with a view to continuous improvement.

So, we start by defining the objectives of engagement in line with the strategic plan and then we act according to what emerges from the discussion with stakeholders and giving them an account. In order to do this, we have adopted a model that relies on two enabling factors: the digital potential and the crucial role of the company's representatives at TIM who oversee and take care of stakeholder engagement activities at various levels, international, national and local.

Through the collaborative platform[i], the company's contacts are asked to map and monitor the stakeholders relevant to their activities. 

In particular:

1. indicate which are the main categories of stakeholders they interface with in carrying out their activities;

2. evaluate - through a score ranging from 0 to 5 - the above stakeholder categories, ordering them according to the criteria of the international standard AA 1000ES; for the analysis of materiality: "dependence", "influence" and "urgency". The result of this process are real maps with which to visualize the positioning of each category of TIM stakeholders, available to each function (see at page 3 of the presentation "The monitoring of local stakeholders 2020");

3. enter the data of the most important stakeholders - i.e. organizations, bodies, companies, etc., at central and local level - and information on their contact persons;

4. record stakeholder engagement events and initiatives, specifying elements of common interest with stakeholders, such as the emergence of relevant issues on which to collaborate (page 5 of the presentation "The monitoring of local stakeholders 2020" reports the case of the Marche Region).


[i] Collaborative platform dedicated to stakeholder engagement, created by RE2N: www.re2n.com

Local stakeholders monitoring

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In 2019 we organized a workshop to update desk officers and managers on the methodology adopted in TIM for stakeholder engagement. Our methodology uses a collaborative platform provided with applications for sustainability and with semantic analysis and big data techniques.

Soon after, to weigh the evidence of engagement initiatives in a timely manner, we updated the MAP of TIM's stakeholders by reviewing its categories, according to the AA1000SES standard and in light of the current market environment.

Then, we invited 490 stakeholders to give their assessment and provide an opinion on a list of topics relevant to TIM and the telecommunications industry, consulting them through the Re2N (*) collaborative platform.

98 people participated, representing institutions, suppliers, customers, industry business communities, civil society and the financial community. As for the People stakeholders, the evidence of the "Engagement 2019" survey, which was answered by more than 30,000 employees, was taken into account. At the end of the analysis, we gave a relevance score based on the votes cast by stakeholders during the survey, weighted on the mapping made with the collaboration of desk officers and managers.

This consultation is part of the new methodology adopted by TIM for the materiality analysis (described on the related page on this web site) that exploits the potential of digital also in the context of sustainability procedures. In 2020 we aim to continue to implement on the same platform further initiatives of stakeholders engagement and collaboration useful either to fuel the update of the analysis of materiality with what emerges from the occasions of dialogue, both to make stakeholder engagement more continuous and robust, while keeping relationship channels open, and to co-design to create shared value.


(*) Company that develops innovative tools for Sustainability and Shared Value


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