TIM is transforming. During the year, we started the separation of the primary access fixed network, with a restructuring of the Group that has been unprecedented in Europe from an industrial point of view and with 20 billion spent, representing the 3rd deal ever in Italy and the 5th in Europe over the last 5 years. This is an operation that will breathe new life into infrastructure investments in Italy and release the energy needed to enable digital services for people and the production system to grow. Plus the new TIM will be a more solid company, finally in a position to guarantee a long-term development plan for itself and the communities in which it operates.
Along this path of profound change, the ESG plan is ensuring that the transformation of the new TIM goes hand in hand with the goals of making resources more efficient, reducing emissions, creating a sustainable supply chain, developing the digital world and overcoming the gender gap. These are the objectives the Group has been focussing on since 2020, to guarantee stability for its sustainability roadmap, and also welcome important new themes.
The 2024-2026 Plan has decreased the plan's targets from 12 to 8, perfectly aligning with the new industrial set-up and with the primary objective of focussing on what has the greatest impact for us and can actually be achieved. In two words, 'economic sustainability' - of the plan in the short and long term.
However, focus is not enough. I believe the new TIM needs to bring out its new approach to the market: simple, direct, truly connected to emerging needs, which are conditioned so much by the trending values of the new generations.
This is why we strongly want to be vocal about sustainability, making certain ESG topics a kind of 'profile' for our company. I believe this will help our customers recognise what we do and become active in their work and social spheres in general, to make a difference 'together'. We are aiming for a model where we implement initiatives and at the same time expect an endorsement from those who follow and listen to us.
An example of this approach concerns inclusion. We are overseeing numerous gender gap initiatives within group companies, such as increasing the number of women in leadership positions or eliminating the pay gap. But we are also devoting significant resources to events aimed at involving hundreds of companies and institutions on this issue in both Italy and Brazil. We have launched the Women Plus app in Italy to facilitate women's access and growth in the labour ecosystem, a project in which we have involved over 200 partners. All this can be summed up in our gender gap campaign and its message: 'equality cannot wait'. It is an invitation to everyone to be the protagonists of change, because as I have said many times, in society and in the 'time' we live in, 'inaction is not an option'.
Another key theme of our ESG plan is digital development. Digital technologies and services might not seem very distinctive for TIM, but our ESG design becomes very clear if we talk about transforming cities into smart cities and if we consider the effort spent on digitising Italy's archaeological parks and museum heritage.
ESG targets of the 2024-2026 plan dedicated to revenue growth from the Clou, IOT and Cybersecurity and the dissemination of digital signatures aim to ensure that there is a constant synergy between digitisation, economic growth and improved environmental impact.
This is the path we have outlined, but targets and projects are not enough. We must ensure their execution in the long run through a firm commitment. Stable governance is the challenge we still have to overcome.
Pietro Labriola