TIM people

The people who work in the Group are the figures with the greatest interest in the success of their relationship with the Company and, with them, the trade union representatives. In the same way, the families of employees are significantly involved in this relationship and, to a lesser extent but in any case to an important degree, the communities within which the Telecom Italia people go about their daily lives. The Group’s size also justifies a major involvement not only of the Public Institutions and Entities dealing with matters relating to the world of work, but also of the Government itself.

[G4-DMA Employment], [G4-DMA Labor/Management Relations], [G4-DMA Occupational Health and Safety],[G4-DMA Training and Education], [G4-DMA Diversity and Equal Opportunity], [G4-DMA Equal Remuneration for Women and Men], [G4-DMA Labor Practice Grievance Mechanisms]                                        

The new Business Strategy established to redefine the Company’s position involves a significant change of course and is focused on a number of strategically important priority areas, such as the development of next generation networks, renewal of the offer, enhancement of the customer experience, combined with a strong focus on costs and productivity.

Material issues in this chapter:

• management of the workforce, generational renewal and promotion of talent;
• health and safety at work.

Relevant company policies: Code of Ethics and Charter of Values; Human Rights Policy of the Group; HRO Strategy; Social Responsibility Policy on child labour, forced labour, health and safety, freedom of association and the right to collective bargaining, discrimination, disciplinary procedures, working hours and pay; Equal Opportunities Charter.In this context, the agreements reached with the trade union representatives and, in particular, the Collective
Labour Agreements, are essential.

Effectiveness and monitoring: in order to monitor the effectiveness of processes and ensure the monitoring required by the numerous internal procedures and company-trade union committees, the Company uses some numerical KPIs.This chapter explains those relating to the structure and the evolution of the workforce, training, health and safety, remuneration, non-conformities and work-related reports.The KPIs for which the Company has established numerical targets have been given as an appendix to the Report, such as the training targets and in particular those relating to training on health and safety, and accident-related targets.

In keeping with the new strategic direction, in June 2016, the People Value department, renamed Human Resources & Organizational Development, has developed an HRO Strategy, based on four main areas:

• control of labour costs: ensuring the proper quantity and quality of personnel, according to the Company’s economic and financial conditions;
• alignment of the rewarding model: redefining the total rewarding tools to support the achievement of the Group’s objectives, in accordance with financial sustainability principles;
• alignment of the organisational and process model: supporting the lean organisation by simplifying organisational structures with a focus on the effectiveness and efficiency of processes and a reduction of external costs;
• redefining of the skills model and alignment of the development processes: connecting all evaluation and development processes with a new mix of professional and managerial skills to support the identification and development of people that best express the characteristics required by the current organisational and business context.

In this context, some of the HRO department’s initiatives have been refocused or readjusted in relation to the current strategic prioritie.