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|
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|
|INDIVIDUALS IN THE ORGANIZATION’S GOVERNANCE BODIES1, DISCRIMINATED BY GENDER AND AGE (%)|
|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|
1 Takes into account the Board of Directors, the Advisory committees and the Statutory Board of Executive Officers.
|EMPLOYEES BY RACE/COLOR|
|EMPLOYEES HIRED, BY AGE GROUP|
|nº||Rate %||nº||Rate %||nº||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|
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:
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:
For more information about TIM’s training and education, please visit our ESG Report.