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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 with video series and video interviews to explain the strategies, innovations, projects and vocations at TIM. (See the TIM People/Internal Communication chapter in the Sustainability Report)

Brazil. In 2018, training and communication initiatives were undertaken to support managers in illustrating the company strategy to their respective teams (TIM people/Commitment to our people).

COMMITMENT.
In 2018, with the aim of promoting the involvement of people, TIM continued the process undertaken the previous year in internal communication that develops in two fundamental directions:
• the conversion from traditional channels of internal communication initiatives toward the most innovative, in a logic web-centric, to facilitate the exchange of ideas and dialogue between all members of the corporate community;
• the “story” of the strategy, actions and corporate activities in a clear, direct, simple and capillary manner, through ad hoc communication plans on every project..

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In 2018, the performance management process involved 99.8% of people and 86% received feedback from their superior.
Assessment of managerial potential is instrumental to the identification and enhancement of the current and future managerial pool of the Company (447 assessments). Experimenting a new assessment process (Motivation Review) aims to identify individual motivation in 4 Group companies (1,978 people of which 179 managers). (See the TIM People /Development and new skills chapter in the Sustainability Report)

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. In 2018, an additional skill, “Diversity and inclusion”, was introduced across the other 4 areas.
 

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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In terms of safety, TIM has adopted a relational model based on a participatory approach that envisages over 100 Workers’ Safety Representatives and 5 Health and Safety Committees (4 territorial and 1 National); According to the agreements stipulated with the trade union organisations, these Committees play a participatory and collaborative role aimed at guaranteeing joint analyses and discussion by the company party and the union party of all matters relating to health and safety at work, on a national and territorial level (See TIM People/Health and safety protection chapter in Sustainability report).

COMMITMENT. The management system of health and safety provides numerous initiatives aimed at ensuring safety ever greater to workers.

ACTIVITIES. Campaigns to monitor the physical agents; training initiatives toward all the company staff; analysis of accidents and eventual identification of corrective measures; created a digital product dedicated to the management of emergencies in case of earthquakes.

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TIM Academy. Since 2014, it has developed an innovative approach to learning and sharing of know-how to support the digitising and cultural and business transformation process. In summary, the TIM Academy offers programmes, courses and training, in classroom settings, online or on-the-job; it promotes the sharing of know-how and skills through communities, workshops, seminars and think tanks, with qualified national and international teachers and endorsers; it designs and delivers new digital learning formats: web based training, video, webinar, virtual learning and MOOC.
In 2018, as part of the network of knowledge model, a new company community, “TIMSh@re”, was introduced with the aim of improving inter-functional sharing and collaboration, especially in areas of high technological innovation.
In 2018 the “JOB Centre” professional re-training project was completed; since 2016 it has offered training courses for people to acquire the skills and knowledge necessary for new roles. In the three-year period 2016/2018, 2,925 people were re-trained.

In Brazil, 6 training and development programmes have been activated, of great impact on people, with various involvement methods.  (See the following chapter in the Sustainability Report: TIM People/New Skills and Development)

COMMITMENT. The strategy of Digital Transformation adopted by TIM imposes the need to develop new skills and professional figures able to optimally interpret new business opportunities, also making recourse to re-training activities.

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 the TIM Academy. The training activities are articulated in three macro categories: management education, evolution of role competences, specialist and new skills, development and empowerment.

In 2018, through the TUO web portal [acronym for Trova (Find), Usa (Use) and Organizza (Organise)] TIM continued to involve call centre operators in the process of expanding basic knowledge and providing information/training with various initiatives aimed at improving the customer experience (See The value chain/Customers chapter in the Sustainability report).

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Partnerships designed and implemented in 2018 with universities and schools were put in place in synergy with TIM’s Employer Branding activities, facilitating dialogue with students and the selection and recruiting process.
 

COMMITMENT. In 2018, 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, helping implement the university “third mission”, enabling innovation, enhancing and fully utilising talent and disseminating digital culture, also with a view to identifying a pool of qualified candidates in line with annual requirements. These drivers:
• enhancement of internal skills with teachers and testimonies on specific topics;
• professional orientation students in line with the digital skills;
• open innovation opportunities.

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On 11 June, after extensive discussion, TIM, the National Union Representatives Coordination Unit and the Trade Union Organisations stipulating the National Collective Bargaining Agreement on the guidelines of the 2018-2020 Plan, signed an agreement at the Ministry of Labour and Social Policies aimed at supporting the pursuit of business objectives and the management of 4,500 redundancies through non-traumatic and socially sustainable tools.

On 2 February, an agreement was reached with the union representatives of Managerial personnel for the achievement of efficiency targets through socially sustainable tools. (See the TIM People/Industrial Relations chapter in the Sustainability Report)

KEY ISSUES. At national level, 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 that the performance bonus is composed of various components that have as indicators objectives seen by the management incentive systems that recognize the input of all the workers to the results.

In 2018, TIM focused its efforts on projects to improve the quality of service (TIM around the Customer), on plans for developing and updating the skills of its people to address the digital transformation challenges (TIM Academy), with work-life reconciliation tools (Agile Work from the 2017 agreement with the Trade Unions).

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Discussions between TIM and trade unions on agile work, following the agreement reached in July 2017 with the aim of sharing the diffusion of agile work in the Company. (See the TIM People/Industrial Relations chapter in the Sustainability Report)  

COMMITMENT. The understanding on agile working reached with the Trade Union Organizations in July 2017 marks another step on the road to TIM’s digital transformation and represents an additional undertaking by the Parties to achieve 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 December 2018, TIM extended the testing of agile work started in September 2017 and expired on 31 December 2018 until April 2019, pending reaching a new agreement with the trade unions.

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In Brazil. Climate survey in which 95% of employees took part (+ 4% compared to 2017). The general degree of consent of TIM reached 75% (See chapter TIM people/Commitment to our people in the Sustainability report).  

COMMITMENT. TIM Participações is committed to enhancing and motivating people who work in the company to retain them and create a pleasant, safe and productive environment given the challenging objectives of the digital transformation plan.

ACTIVITIES. In 2018 road shows were held during which the managers presented the results of the 2017 survey. Working groups were organised and action plans were proposed for climate-related priorities and for the most critical areas.