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The Covid-19 pandemic brought about an abrupt transformation in labor relations worldwide. For TIM, the challenge was no different. Employees had to adapt to working remotely from home and to assimilate new digital competencies. Nonetheless, TIM’s readiness in providing resources, equipment and training for its team was decisive in maintaining service continuity and in re-establishing the same level of efficiency.

At the end of 2020, the company’s human and intellectual capital comprised 9,723 people. TIM has focused continually on promoting the health, safety and productivity of its employees in an inclusive work environment. Remote working proved to be successful, including employees engaged in call center services.

The restrictions imposed by the pandemic did not impede planned activities, such as the performance review process. In 2020, 88.4% of the employees received performance and development reviews.

See below TIM’s employees data by functional category:

EMPLOYEES BY FUNCTIONAL CATEGORY
2018 2019 2020
Director level 60 60 64
Management 673 696 739
Professionals 4,158 4,187 4,179
Sales force 417 501 499
Call centers 2,121 2,071 2,028
Stores 2,178 2,185 1,912
Apprentices 235 257 234
Interns 180 210 68
Total 10,076 10,167 9,723

For more information about TIM’s people management, please visit our ESG Report.

A permanent goal in TIM’s strategic planning, technological evolution, with expanded coverage and improved services, helps to promote capillarity and accessibility, via both the mobile and broadband networks. These advances constitute the driver necessary for digital inclusion in the country.

In TIM’s vision, widespread access to mobile telephony and the internet represents opportunity and transformation in the lives of many people. The pandemic accelerated the digitalization of countless activities, and diverse services migrated to the virtual environment. As a result, the urgency for the telecommunications sector to provide accessible solutions for the majority of the population increased. The trend towards greater use of technology and connectivity, both in people’s private lives and in companies and essential public services, underscores the importance for TIM of extending 4G connectivity to all the municipalities in Brazil by 2023.

For more information about TIM’s digital inclusion and access to conectivety, please visit our ESG Report.

For TIM, diversity in the workforce means mirroring the demographic composition of the society in which it operates. In line with the Diversity and Inclusion Policy, available on the TIM website, in 2020 the company maintained its strategy of disseminating an ever more inclusive culture, based on respecting and valuing the differences and contributions of each person.

The company believes that the more diverse the team, the greater the engagement and the exchange of experiences and solutions. This orientation is reflected in an inclusive professional environment and competitive advantages in the market.

Governance of the theme is overseen by a dedicated management area within Human Resources, responsible for the formalization of structured policies, programs and initiatives aligned with the company’s ESG strategy and internal culture.

Established transversally, the commitments set forth in the Diversity and Inclusion Program provide guidelines for internal processes related to gender, sexual orientation, race, generation and disabled persons. And by means of a diversity calendar aligned with the UN international agenda, the communication and training plan provided for all employees and managers promotes ongoing widespread reflection and dialogue on diversity and on the specific challenges faced by minority groups.

At senior management level, the Diversity and Inclusion Committee tracks and assesses all the initiatives in progress, coordinated by the TIM CEO. Aligned with the plan guidelines, these initiatives reflect the commitments assumed in relation to each social group prioritized by the company.

See below the distribution of TIM’s employees by functional category, gender, by race/color and by age group:

EMPLOYESS BY FUNCTIONAL CATEGORY AND GENDER
2018 2019 2020
MEN WOMEN MEN WOMEN MEN WOMEN
% % % % % %
Director level 50 83 10 17 47 78 13 22 52 81 12 19
Management 433 64 240 36 457 66 239 34 488 66 251 34
Professionals 2,553 61 1,605 39 2,561 61 1,626 39 2,568 61 1,611 39
Sales force 293 62 178 38 308 61 193 39 301 60 198 40
Stores 1,004 46 1,174 54 1,023 47 1,162 53 845 44 1,067 56
Call centers 566 27 1,555 73 523 25 1,548 75 492 24 1,536 76
Interns 87 48 93 52 113 54 97 46 37 54 31 46
Apprentices 81 34 154 66 84 33 173 67 77 33 157 67
Total 5,067 50 5,009 50 5,116 50 5,051 50 4,860 50 4,863 50
INDIVIDUALS IN THE ORGANIZATION’S GOVERNANCE BODIES1, DISCRIMINATED BY GENDER AND AGE (%)
2018 2019 2020
MEN WOMEN MEN WOMEN MEN WOMEN
% % % % % %
Less than 30 0 0 0 0 0 0
30 to 50 44 0 20 6.5 0 13
More than 50 56 0 67 6.5 81 6
Total 100 0 87 13 81 19

Takes into account the Board of Directors, the Advisory committees and the Statutory Board of Executive Officers.

EMPLOYEES BY RACE/COLOR
2018 2019 2020
% % %
White 6,538 65 6,361 63 6,121 63
Black 716 7 752 7 708 7
Mixed race 2,562 25 2,736 27 2,588 27
Oriental 136 1 134 1 126 1
Indigenous 21 0,2 21 0,2 18 0,2
Not informed 103 1 163 2 162 2
Total 10,076 100 10,167 100 9,723 100
EMPLOYEES HIRED, BY AGE GROUP
2018 2019 2020
Rate % Rate % Rate %
Up to 35 years 1,820 36 1,831 39 751 17
From 36 to 45 years 622 19 613 18 364 10
From 46 to 60 years 119 10 113 9 89 6
Over 60 1 2 1 1 0 0
Total 2,562 27 2,558 27 1,204 13

For more information about TIM’s diversity, please visit our ESG Report.

In 2020, the coronavirus pandemic further heightened the importance of Health and Safety management in TIM. Based on the experience of TIM Italia, the company reacted promptly at the first signs of the pandemic in the country, as described ahead:

  • Implantation of remote working for all employees able to do so.
  • Frequent surveys tracked the needs of employees in relation to people management processes.
  • The benefits package was adapted for those working remotely.
  • Application of surveys to map employees and family members in high risk groups, in line with CDC (Center for Disease Control and Prevention) techniques.
  • Tracking and statistical control of proven cases of Covid-19 among employees and third-parties by the Health and Safety area.
  • Development and dissemination of conduct guidelines to prevent contamination by Covid-19 for employees and third-parties.
  • Implantation of telemedicine service jointly with healthcare plans and the main hospitals in the country.
  • Execution of Covid-19 tests, in particular in the stores, to identify contaminated employees.
  • The Personal Support Program service was extended to operate 24 hours a day, seven days a week, for employees and family members.
  • Offer of broad content on topics related to the crisis, such as remote working practices, well-being and mental health and sanitary protocols.
  • Provision of ergonomic chairs for those working at home.
  • The Internal Work Accident Prevention Week (Sipat in the Portuguese acronym) was held 100% online.

TIM carries out occupational risk surveys in accordance with a specific internal procedure. The hazards, risks and probable consequences related to activities are assessed. A significance analysis is also undertaken (assessing frequency, probability and severity) and operational controls are established by means of administrative, collective and individual protection measures. All the risk related activities are undertaken by third-party professionals. In this case, TIM requires an occupational hazard report from the service provider before activities are initiated.

TIM has Internal Accident Prevention Committees (Cipa in the Portuguese acronym) which conduct monthly meetings to discuss accident prevention, unsafe conditions identified in work place inspections and suggestions for process improvements. In the branches where the number of employees does not reach the minimum required for the formation of an accident prevention committee, the company assigns at least one employee to perform this function. Employees may contact the Health and Safety area to resolve any doubts they may have about occupational health and safety processes. All new employees receive training on prevention and promoting occupational health and safety. For those who monitor high risk activities, TIM provides specific training such as Confined Space, Work at Height and Safety in Electrical Installations. For employees exposed to ergonomic risks, there is an online training program on ergonomics.

For more information about TIM’s health and safety, please visit our ESG Report.

Business requirements and the future challenges in the telecommunications sector shape the planning of TIM training and education programs. Even with the changes imposed by the Covid-19 pandemic, this strategic pillar was not interrupted. Around 1,500 employees participated in development programs to promote digital, technical and behavioral capabilities, worthy of note being the content presented in the TIM Talks Experience in a 100% digital format.

In 2020, TIM invested over R$ 8 million in training and education programs, around R$ 859 per employee. The company invests in educational initiatives aimed at fostering the evolution of skills, professional and career development and engagement, organized by goals, as described ahead:

  • Specific technical training: Focused on technical qualification and updating for the execution of the designated function, with mapping of the specific and critical knowledge necessary for employees.
  • Transversal training: Focused on preparing employees in skills that permeate all the areas. The training enables employees to address specific area challenges to drive business results.
  • Institutional training: Aimed at familiarizing employees with the company.
  • Learning journeys: These are customized training programs, such as the Evolution Program, aimed at preparing store managers and sales consultants in institutional and business matters, as well as leadership.
  • Onboarding Program: This is to welcome and integrate new employees. It presents TIM’s positioning on ethics and conduct, anticorruption, the market and the competitive conjuncture, among other key subjects.

For more information about TIM’s training and education, please visit our ESG Report.

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