TIM Brasil Day 2021

Home , Oi (telecommunications), TIM Brasil

TIM BRASIL DAY March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 Classificado como Público Disclaimer

This presentation contains declarations Such forward looking statements are not that constitute forward looking guarantees of future performance and statements regarding the intent, belief or involve risks and uncertainties, and actual current expectations of the customer base, results may differ materially from those estimates regarding future financial results projected as a result of various factors. and other aspects of the activities.

Analysts and investors are cautioned not Financial results are presented considering to place undue reliance on those forward impacts from IFRS 16 adoption. looking statements, which speak only as of The normalized numbers reported in this the date of this presentation. TIM S.A. presentation are adjusted by the effects undertakes no obligation to release publicly listed in the FY2020 earnings release. the results of any revisions to these forward looking statements.

TIM S.A. – Investor Relations Strategic Plan 2021-23 2 Classificado como Público AGENDA

2020 Retrospective and Pietro Labriola Strategic Paths CEO

Alberto Griselli Strengthen the Core CRO

Beyond the Core with Renato Ciuchini New Businesses and Partnerships Head of Strategy and Transformation

Evolution and Transformation Leonardo Capdeville of our Infrastructure CTIO

Evolution of TIM's Financial Adrian Calaza Indicators and Impacts of the CFO Industry’s Transformations

Mario Girasole VP of Regulatory, Institutional and Press Relations Bruno Gentil VP de Corporate Resources Beyond Sustainability Maria Antonietta Russo VP of Human Resources

Jaques Horn

TIM S.A. – Investor Relations CLO Strategic Plan 2021-23 3 Classificado como Público 2020 Retrospective and Strategic Paths Pietro Labriola, CEO TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 4 Classificado como Público Market guidance 21-23 shows Revenue and EBITDA growth, and positive impact coming from M&A

SHORT TERM TARGETS GOALS LONG TERM TARGETS (2021)

Service Revenues Growth (CAGR ‘20-’23): Revenue Growth Service Revenues Growth: Mid single digit standalone Sustainability Mid single digit (YoY) High single digit combining Oi’s assets

EBITDA Growth: EBITDA Growth (CAGR ‘20-’23): Improve Mid single digit (YoY) Mid single digit standalone Profitability (Including preparation costs) Double digit combining Oi’s assets

Capex (cumulated 2021-’23): Capex: Infrastructure ~R$ 13.0 bln standalone ~R$ 4.4 bln Development ~R$ 13.5 bln combining Oi’s assets (including preparation investments) (Capex on revenues declining starting in 2022 combining Oi’s assets)

EBITDA-Capex on Revenues: Expand Cash EBITDA-Capex on Revenues: ~24% Generation ≥ 29% in 2023 combining Oi’s assets (including preparation costs and investments)

TIM S.A. – Investor Relations Strategic Plan 2021-23 5 Classificado como Público What is behind those numbers?

TIM S.A. – Investor Relations Strategic Plan 2021-23 6 Classificado como Público Strategic Plan 2021-23: Building blocks for the future

Events that will be incorporated in Elements not incorporated in the Plan TIM Brasil Strategic Plan numbers numbers

A. Existing B. Oi mobile 5G auction Fiber assets operations assets and launch carve-out

TIM S.A. – Investor Relations Strategic Plan 2021-23 7 Classificado como Público Strategic Plan 2021-23: Building blocks for the future

A solid 2020 base to start from Coherent strategic path

TIM S.A. – Investor Relations Strategic Plan 2021-23 8 Classificado como Público SOLID BASE Consistent Evolution in a Challenging Year

Growing under macro ARPU Evolution Best LatAm profitability Commitment to Cash Generation challenges

2 2 Net Service Revenues Mobile ARPU Net CF Before Dividends-AL Net Debt-AL EBITDA (YoY) (R$/mo) 48.5% (R$ mln) (R$ mln) 1 2 weeks of Margin 2022 target Caixa líquido COVID impact 4.9% delivered in 2020 24.9 2020 1.9% 2,758 1.7% 1.3% 1 ~2x 23.7 EBITDA - (R$ mln) 3.2% Recovering 1,109 8.372 1,391 revenue 8.114 - dynamics 2,767 -3.4% 2019 2020 Net Debt-AL / 1Q20 2Q20 3Q20 4Q20 2019 2020 2019 2020 2019 2020 -0.17x -0.42x EBITDA-AL

Signing of Oi’s mobile Widest 4G coverage, EBITDA 1 - Right to 1.4% of C6 Bank ~26% assets purchase best experience and equity stake 3 Capex on Revenues agreement availability 4

Bad debt back on track Creation of the 300+ cities ARPU growth in 2.3% Board of Directors active under the network all segments 4 of gross revenues (-0.7 p.p. YoY) ESG committee sharing agreement

TIM S.A. – Investor Relations Strategic Plan 2021-23 9 Classificado como Público SOLID BASE Our prior plan already pointed to the right direction, combining Evolution and Transformation to develop six strategic pillars

2020-2022 Strategic Plan Framework

EVOLVE TRANSFORM

→ Move from volume to value to sustain mobile business → New operating model to address current and future growth challenges

→ Grow on broadband with financial discipline → Additional growth through adjacent markets

1. INFRASTRUCTURE

2. DISRUPTIVE EFFICIENCY

3. MOBILE (PREPAID, POSTPAID AND B2B)

4.UBB (B2C, B2B)

5. NEW REVENUE SOURCES

6. ESG

TIM S.A. – Investor Relations Strategic Plan 2021-23 10 Classificado como Público SOLID BASE 2020 plan recap, delivering what we promised

ENABLING INFRASTRUCTURE MOBILE EVOLUTION: FROM VOLUME TO VALUE SURFING UBB GROWTH OPPORTUNITY

Improved network quality IT supporting efficiency + Consecutive ARPU growth Customer base Delivering organic growth and building the path to accelerate and reduced cost to serve CEX improvement in all segments improvement Prepaid Family Plans TIM Live Revs (R$ mln) TIM Live 1st 4G coverage Cognitive +4.9% 645k +27.9% customer base and experience IVR 628 491 (+4.6 p.p. above 26% total market) >3 mln FTTH 2019 2020 Homes passed Cloud based Human Postpaid Formal FiberCo solutions +3.4% offers received and M-MIMO, 700MHz 2022 churn guidance 2019 2020 signing expected for Network 1Q21 Innovation Refarming, delivered 2019 2020 TAKING EFFICIENCY TO NEXT LEVEL NEW SOURCES OF REVENUES CONTINUE ESG TRANSFORMATION

Opex below inflation Smart Capex Building an ecosystem of partners to go beyond the core B3 sustainability Total Opex ▪ Journey2Cloud index 13 years in a row -4.0% (vs Inflation TIM Ads +4.5%)1 ▪ Network Sharing Informa TIM TOP ranked Agreement in the B3 & 1st Consumer S&P ESG index data 2 2019 2020 protection 3 Digitalization was a pillar for -10.5% P90 efficiency and CEX Digital-related opex Record in employee's Annual average4 engagement

Delivering on guidance commitments: EBITDA Margin, EBITDA-CAPEX, EBITDA-CAPEX on Revenues

TIM S.A. – Investor Relations Strategic Plan 2021-23 11 Classificado como Público But the telecom market will change, so how to adapt?

TIM S.A. – Investor Relations Strategic Plan 2021-23 12 Classificado como Público COHERANT STRATEGIC PATH During the next years, some relevant trends will have structural implications on operators’ business model in Brazil, while economy will recover, but still at uncertain pace

Mobile market Acceleration in Wave of asset Monetization of Paving the way for IoT and M2M consolidation digital consumption separation Consumer Platform 5G technology

Moving from 5 to 4 Data demand growth Increasing initiatives Increasing numbers Preparation to launch Exponential number after Nextel for mobile and fixed, of network of digital business 5G, with 5G DSS as of use cases in acquisition and from 4 further accelerated by separation (InfraCo leveraging Telco’s marketing positioning, several industries Dynamic to 3, after Oi’s mobile Covid-19 vs. ServCo) Consumer Platform auction and vendor (e.g. agribusiness, assets sale is (e.g. digital wallet, analysis connected cars, completed data monetization) utilities, health)

Foster more balanced Revenue growth on Partnership New revenues Focus on 5G network Expand business competitive data monetization negotiation to finance sources for telco rollout with proposed beyond connectivity Implications landscape (e.g. Increase pressure network expansion operators leveraging auction framework, (e.g. applications, and pairing spectrum gap) over network cash and modernization new digital disruptors Release 16 as catch data monetization, (e.g. fintech, data up for the country implementation) Opportunities costs provider, OTT content) Geographical expansion of fiber

TIM S.A. – Investor Relations Strategic Plan 2021-23 13 Classificado como Público COHERANT STRATEGIC PATH Adapting the approach but reinforcing the strategic pillars

Strategic Paths Enhance and accelerate the transition from volume to value, to sustain mobile business growth, focusing on customer experience

Strengthen Fill current infrastructure gap with M&A, also fostering inorganic the core growth and capturing potential synergies

Capture ultrabroadband market growth opportunity with new financial and business models

Expand new sources of value (e.g. IoT, C6, Mobile Advertising, Customer Data Monetization, Health, Education) leveraging the Build customer base platform through ecosystem and partnerships Imagine as possibilidades the future Implement transformational projects on infrastructure (e.g. 5G, ORAN, M-MIMO, cloudification)

Transformational Boost Boost disruptive efficiencies through digitalization, automation Enablers disruptive and new operating models, leveraging skills and capabilities efficiencies enhancement

Strengthen Strengthen and consolidate ESG proposition making a positive sustainability transformation

TIM S.A. – Investor Relations Strategic Plan 2021-23 14 Classificado como Público COHERANT STRATEGIC PATH “Imagine as possibilidades”: Our aspirations for 2023 reflect market opportunities and trends

Fill the spectrum frequency gap

Increase share in the growing Become the preferred mobile FTTH market player for customers

Imagine as possibilidades Develop distinctive IoT value Turn into an ESG propositions, creating reference in Brazil ecosystems

Set industry benchmarks, scaling Create at least 3 new businesses as a digitization and improving processes Consumer Platform

TIM S.A. – Investor Relations Strategic Plan 2021-23 15 Classificado como Público Unique combination to create long-term value

VALUE CREATION

TRACK- ANTI- RECORD FRAGILE

VISION EXECUTION

TIM S.A. – Investor Relations Strategic Plan 2021-23 16 Classificado como Público Unique combination to create long-term value

TIM S.A. – Investor Relations Strategic Plan 2021-23 17 Classificado como Público Strengthen the Core Alberto Griselli, CRO TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 18 Classificado como Público Adapting the approach but reinforcing the strategic pillars

Enhance and accelerate the transition from volume to value, to Strategic Paths sustain mobile business growth, focusing on customer experience

Strengthen Fill current infrastructure gap with M&A, also fostering the core inorganic growth and capturing potential synergies

Capture ultrabroadband market growth opportunity with new financial and business models

Transformational Boost Boost disruptive efficiencies through digitalization, automation Enablers disruptive and new operating models, leveraging skills and capabilities efficiencies enhancement

Strengthen Strengthen and consolidate ESG proposition making a positive sustainability transformation

TIM S.A. – Investor Relations Strategic Plan 2021-23 19 Classificado como Público Telcos are becoming increasingly more important in people lives

Brazil’s potential growth in data Consumer behavior is demanding consumption brings monetization Market is reaching maturity more data opportunities

Total mobile unique users > 86% of customers with a smartphone Human data usage

(mln) 99% (GB per year/user estimated in 2020) +140 mln Social Media Users 115 90% 104 105 (% of smartphones) 81% 152 150 149 Time spent per day 148 55 146 Internet – 9h17m 43 144 36 38 142 Mobile – 4h41m Watching TV – 3h51m (Linear & Stream.) Brazil Spain Germany UK France Italy South Social Media – 3h31m Korea Music (streaming) – 1h41m 2017 2018 2019 2020 2021 2022 2023 Game (Console) – 1h14m 2020

TIM S.A. – Investor Relations Strategic Plan 2021-23 20 Classificado como Público STRENGHTEN THE CORE – ENHANCE AND ACCELERATE THE TRANSITION FROM VOLUME TO VALUE We will further accelerate the volume to value transition focusing on customer experience Detailed next

A Brand B Marketing C Sales D Customer Relations

Promote a brand Increase product Focus on customer Increase automation and “aspirational” and differentiation through experience, productivity offer differentiation in “credible” by refreshing innovative value and sales force service level DNA, a new tag line and proposition and customer optimization innovation format and experience simplification content (e.g. journey digitalization)

TIM S.A. – Investor Relations Strategic Plan 2021-23 21 Classificado como Público STRENGHTEN THE CORE – ENHANCE AND ACCELERATE THE TRANSITION FROM VOLUME TO VALUE A. Brand: aspirational and credible

Promote our Foster brand Invest in Key achievement in network quality engagement digital media 2020

• "Largest and best • Inclusion, diversity and • Implementation of mobile network in resilience CDP: online / off-line Brazil" integration • Music and • "100% 4G coverage, 4G entertainment (e.g. • Web/App redesign and leader" Summer TIM) platform upgrade • 5G experience • Sports (football / • Increase in digital mix Olympic Brazilian (54%) Team)

TIM S.A. – Investor Relations Strategic Plan 2021-23 22 Classificado como Público STRENGHTEN THE CORE – ENHANCE AND ACCELERATE THE TRANSITION FROM VOLUME TO VALUE B. Marketing: differentiation built on our “innovation DNA”

Beyond Marketing Customer Giga Analytics experience

Postpaid Hybrid Prepaid

New Offers w/ Partners

Impressive 2x +1.1 Mln +2.0 Mln results customer loyalty C6 Bank accounts TIM +Vantagens accounts

TIM S.A. – Investor Relations Strategic Plan 2021-23 23 Classificado como Público STRENGHTEN THE CORE – ENHANCE AND ACCELERATE THE TRANSITION FROM VOLUME TO VALUE C. Sales: a new store concept to transform the customer experience

Customized Omnichannel & Self-service & One Stop Shop Tech Assistance Service Digital Experience Education

Access

New Services and Processes (e.g. quick check-out) to Experience & Exclusive service Improve Customer Experience Entertainment Lounge for TIM Black & SMB

TIM S.A. – Investor Relations Strategic Plan 2021-23 24 Classificado como Público STRENGHTEN THE CORE – ENHANCE AND ACCELERATE THE TRANSITION FROM VOLUME TO VALUE D. Customer relations: new path for competitive advantage

New Caring Model New Digital Channels New Management Tools

Complaints Human Interactions NPS

-2X -2X 4X

2019 2023 2019 2023 2019 2023

TIM S.A. – Investor Relations Strategic Plan 2021-23 25 Classificado como Público STRENGHTEN THE CORE – ENHANCE AND ACCELERATE THE TRANSITION FROM VOLUME TO VALUE Oi: a new competitive landscape

Mobile Market Share pre and post Oi’s asset acquisition Our Segmented Approach

Region with high growth 22 27 14 24 (e.g. CO, NO): 1 Revamp our positioning Pre Post deal deal Pre Post and operations to preserve deal deal acquired customer base

27 26 20 13 Region with marginal growth (e.g. NE): Pre Post Pre Post deal deal deal deal 2 Consolidate current positioning to continue 38 34 monetizing customer base

Pre Post deal deal TIM S.A. – Investor Relations Strategic Plan 2021-23 26 Classificado como Público STRENGHTEN THE CORE – CAPTURE ULTRABROADBAND MARKET GROWTH OPPORTUNITY The ultrabroaband market has huge growth opportunities UBB Addressable market

UBB segment has …and there is still room across … driving Live’s impressively grown for all segmented city groups… expansion, aligned with the last years… current and future 151 cities 22 cities opportunities 28% ABC HHs 82% ABC HHs • UBB has grown of 17 43% UBB 47% UBB 32% FTTH 23% FTTH • Continuing to expand mln accesses since 7.6 mln 7.4 mln HHs FTTH footprint 2017, reaching 30% HHs nationwide • Leveraging FiberCo model • However FTTH penetration is still at • Complementing 24% expansion using FWA to 8.3 mln 7.5 mln low density HHs HHs regions/cities 743 cities 4.654 cities 22% ABC HHs 33% ABC HHs 23% UBB 8% UBB 27% FTTH 14% FTTH TIM S.A. – Investor Relations Strategic Plan 2021-23 27 Classificado como Público STRENGHTEN THE CORE – CAPTURE ULTRABROADBAND MARKET GROWTH OPPORTUNITY In order to capture ultrabroadband market growth opportunity, we focus on 3 main pillars 1 1 • Time-to-market and commercial assertiveness • Efficiency and quality on Sales and Post-Sales • Increase of self-service and expansion of forms of contact Operational • Network QoS and Field Service Efficiency improvement

2 Key • Consolidation of current clusters and launch of new ones priorities • Partnership to grow with financial discipline for 21-23 • Selective FTTH overlay over FTTC Plan • Cherry picking deployment

Footprint 2 "OTT friendly" 3 expansion 3 • Refresh Key Visual and Communication • Portfolio evolution to “Power Home” concept and evolve content embedded (Smart Hub) • Ultra speed and relevant content claim positioning

TIM S.A. – Investor Relations Strategic Plan 2021-23 28 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE We are front-runners in developing the IoT segment in Brazil

Developing a specific value Fostering an ecosystem of Anchoring on industry / value proposition in key relevant business and technical chain leaders verticals partners • Agri • Mobility • Utilities • Mining

Our key achievements so far

• Present in more than 3.4 K cities with NB-IoT • 4 out of 6 Agri clients in the Top 500 companies in network revenues in Brazil • Sole operator in ConectarAGRO with 5.1 mln • Agreements with FCA in car connectivity hectares with 4G

TIM S.A. – Investor Relations Strategic Plan 2021-23 29 Classificado como Público STRENGHTENBUILD THE FUTURE THE CORE – NEW SOURCES OF VALUE 5G will unlock use cases enhancing mobile broadband, massive internet of things and mission-critical control use cases

2 Massive Internet of Things Efficient, low cost communications with deep coverage Connections up to 1,000,000/sqkm 1 Enhanced 3 Mission-Critical Control Mobile Broadband New form Smart homes/ Ultra-low latency and high Faster, more uniform factors, e.g., buildings/cities reliability user experiences wearables and Extreme sensors Autonomous mobile vehicles, object Latency down to 1ms Speed, up to 10Gbps broadband, tracking e.g., UHD virtual reality Critical Demanding infrastructure indoor/outdoor protection & control, conditions, e.g., e.g., Smart Grid venues Remote control & Home broadband, process e.g., Fixed automation, e.g., Wireless Access aviation, robotics

TIM S.A. – Investor Relations Strategic Plan 2021-23 30 Classificado como Público Courage to innovate and to always think differently.

IMAGINE AS POSSIBILIDADES

TIM S.A. – Investor Relations Strategic Plan 2021-23 31 Classificado como Público Beyond the Core with New Businesses and Partnerships Renato Ciuchini, Head of Strategy & Transformation TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 32 Classificado como Público Adapting the approach but reinforcing the strategic pillars

Enhance and accelerate the transition from volume to value, to Strategic Paths sustain mobile business growth, focusing on customer experience

Strengthen Fill current infrastructure gap with M&A, also fostering the core inorganic growth and capturing potential synergies

Capture ultrabroadband market growth opportunity with new financial and business models

Transformational Boost Boost disruptive efficiencies through digitalization, automation Enablers disruptive and new operating models, leveraging skills and capabilities efficiencies enhancement

Strengthen Strengthen and consolidate ESG proposition making a positive sustainability transformation

TIM S.A. – Investor Relations Strategic Plan 2021-23 33 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE Maximizing LTV and developing new sources of revenue: Evolving from Communication Assets to a Consumer Platform Value

2020 and beyond Generate value by combining our customer base, billing capability, communication assets and Consumer customer intelligence to Platform 2019-2020 become a digital start Provide a intelligence layer up enabler. aggregating customer behavior information and insights, for banked and unbanked Customer customers, for multiple uses Intelligence PRE-2019 (e.g. credit scores, fraud detection, id validation). Offer advertising channels through CORE SMS/MMS, Data and Top up Rewards and Cashback GB bonus. Strategy focus on increasing Communication assets + customer loyalty through constant Ad spaces service quality improvement.

Optimizing customer LTV

TIM S.A. – Investor Relations Strategic Plan 2021-23 34 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE Maximizing LTV and developing new sources of revenue: Evolving from Communication Assets to a Consumer Platform Value

2021 Consumer Platform Model fine-tuning based on lessons learned of the partnership 2021 with C6. Customer Target: 20 mln Opt-ins Intelligence including Geo and TIM Apps. 2021 New channels: RCS, Video Push, News and Gaming Distribution. Communication assets + Ad spaces

Optimizing customer LTV

TIM S.A. – Investor Relations Strategic Plan 2021-23 35 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE Consumer Platform Ecosystem: Looking for the new unicorns

FINANCIAL Digital ✓ BIG DATA & AI ✓ ADVERTISING Segmentation✓ Banking Platform Credit Score; Identity; Advertising New Digital Fraud Analysis; ✓ gamification opportunity Wallet Propension Modelling New Mobile ✓ Insurance opportunity Advertising

New Marketplace AGRICULTURE ✓ AUTOMOTIVE ✓ ENERGY & opportunity SMART CITIES Smart Connected Smart City ✓ Agriculture car New Distributed opportunity Generation

EDUCATION HEALTH ENTERTAINMENT Video New Distance New New Telemedicine Content opportunity Learning opportunity opportunity Platform

TIM S.A. – Investor Relations Strategic Plan 2021-23 36 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE TIM has unique assets and key capabilities that enable the Consumer Platform strategy

Massive customer base >50 mln clients

Brand awareness Extensive customer behavior knowledge and trust through Big data, analytics and Surveys

At scale billing and collection capacity of non-credit card transactions High Frequency interactions in Digital Channels 108 mln visits/mo @MeuTIM, Captive Portal, and TIM apps

Widespread sales channels capillarity in all major cities, call center Consumer willingness to participate in data structures and online presence (~215k POS) monetization initiatives for giga bonus >12 mln consents in 3 months

TIM S.A. – Investor Relations Strategic Plan 2021-23 37 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE TIM Consumer Platform Strategy: A unique approach that can unlock significant value with digital start-ups

Differentiated Approach

1 2 “Best of breed” Strategic Explore industrial synergies beyond simple commercial Choose high flying players agreements, speeding up time to market, and lowering that have the best chance to disrupt partnerships execution risk and investment (not in house development). their industries and generate value.

Where we can generate additional value Core Business Beyond the Core Equity diversification

Add value Unique to our Generate new positioning customer base revenue streams Share of highly valuable Increase Cost Improve ventures customer loyalty reduction customer profiling

TIM S.A. – Investor Relations Strategic Plan 2021-23 38 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE Consumer Platform’s target markets

FINANCE Additional revenue New digital and equity share payment gateway First Telco + Digital Bank integrated offer Leveraging customer +500k POS network for in LatAm base to reduce cost recharge and invoice payment

EDUCATION Double-digit CAGR 48 mln 10-18x Until 2025 Distance Learning people eligible to a EV/Ebitda will reach 4.0 mln students university degree multiples (from 2.1 mln in 2019)

HEALTH >150 mln people Telemedicine Low availability Without access to private Pandemic changed of quality public medical care (~700 mln perception and potential health services consultations / year) adoption

ENTERTAINMENT Video and other content platforms Pay TV low penetration Already popular (Video OTT with 35% penetration, reaching 25 mln households) and growing fast – ~21% and decreasing expected 17% CAGR from 2020 to 2023

TIM S.A. – Investor Relations Strategic Plan 2021-23 39 Classificado como Público BUILD THE FUTURE – NEW SOURCES OF VALUE The Consumer Platform’s target industries have significant market value per client

Enterprise value per client of digital disruptors in Brazil (selected industries) TIM can leverage its assets to achieve:

US$ 800- Fintech Fintech1,000 $ 25-50% acquisition US$ 600- 10-30% Health techHealth tech contribution 800 in new clients % equity participation

US$ 400- Edu tech Edu tech 500

TIM S.A. – Investor Relations Strategic Plan 2021-23 40 Classificado como Público A UNIQUE ASSETS PLATFORM

TIM S.A. – Investor Relations Strategic Plan 2021-23 41 Classificado como Público Evolution and Transformation of our Infrastructure Leonardo Capdeville, CTIO TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 42 Classificado como Público Adapting the approach but reinforcing the strategic pillars

Enhance and accelerate the transition from volume to value, to Strategic Paths sustain mobile business growth, focusing on customer experience

Strengthen Fill current infrastructure gap with M&A, also fostering the core inorganic growth and capturing potential synergies

Capture ultrabroadband market growth opportunity with new financial and business models

Transformational Boost Boost disruptive efficiencies through digitalization, automation Enablers disruptive and new operating models, leveraging skills and capabilities efficiencies enhancement

Strengthen Strengthen and consolidate ESG proposition making a positive sustainability transformation

TIM S.A. – Investor Relations Strategic Plan 2021-23 43 Classificado como Público In the last years TIM has promoted a robust turnaround in their Network…

Widest Coverage + Smart Spectrum Management Urban Population Coverage (%) + New Technologies = Best Mobile Experience NB-IoT 4.5G st Urban Population Coverage (%) 1 94% 74% 4.5G coverage 4G 700 MHz M-MIMO 200 cities leadership in PR/SC and NE 3.5k cities 1.4k cities 95% 92% (+5% YoY) (+27% YoY) Best 4G coverage experience and Widest 4G availability in coverage Brazil by 3.9k cities 3.3k cities …Overcoming historical gaps Opensignal (+12% YoY) (+42% YoY)

Spectrum (MHz): TIM is 79% of Vivo and 66% of Claro 2020 Mobile Data Traffic Refarming VoLTE

TIM 59 4G 88% 3G/2G 78% 94% Claro+Nextel 89

Vivo 74 Exceeded 4G data traffic 2.6k cities 3.9k cities mix planned for 2020 (+2% YoY) (+13% YoY) Oi 47

TIM S.A. – Investor Relations Strategic Plan 2021-23 44 Classificado como Público Efficiency, Excellency and Innovation: Strengthening the Core and Building the Future

Mobility The continuos persuit for M&A Efficiency, Excellency and Health Industry Innovation lead us to a sustainable operation,

Strengthen the Core and Education Agri preparing to Build the Future through transformational opportunities (Oi + 5G)

Smart Capex 5G DSS Network Sharing Massive MIMO

M-MIMO TIM S.A. – Investor Relations Edge Computing Strategic Plan 2021-23 45 Classificado como Público TRANSFORMATIONAL ENABLERS – DISRUPTIVE EFFICIENCY Sharing Assets Strategy: Towards Efficiency

Innovation through sharing agreements since 2013 to Conduct Adjustment Term optimize TCO1 and improve CEX (TAC)

4 Swap/IRU Deals (x 1000 km) 83,7 90 Cities w/ 4G RAN Sharing (x1000) 78,8 3,5 70,2 80 3,0 65,0 70 3 58,2 2,5 48,9 2,3 60 1,9 50 2 44,5 39,3 40 1,5 30 1 0,6 0,6 0,6 0,7 20 0,3 0,5 10 Exchanging fines for investments: 0 00 2016 2017 2018 2019 2020 2021 2022 2023 ▪ 4G coverage in ~+ 1.5k cities (~+ 4% urb. pop.)

▪ 700 MHz coverage in ~+ 1.8k cities (~+11% urb. pop.) ASSETS: ▪ Fiber backhaul to remote cities: ~+200 cities 2013 2015 2019 2021-’23

SHARING 4G RAN Sharing 2.6 GHz 4G RAN Sharing 2.6 GHz Single Grid & Coverage Expansion Single Grid Expansion: 350+ cities (each) ACCESS TIM & OI TIM & OI & VIVO 2G Switch-off Single Grid Consolid.: 800+ cities potential Solid contribution to cover 100% 1st Deal in Latin America VIVO joins deal TIM & VIVO (each) 1st Consolid. Deal for cities < 30k hab. 2G Switch-off: 6,000+ potential sites (each) of Brazilian cities by 2023 SHARING OPTICAL Long distance and metropolitan optical fiber and ductes swap deals, expanding optical connectivity FIBER

TIM S.A. – Investor Relations Strategic Plan 2021-23 46 Classificado como Público TRANSFORMATIONAL ENABLERS – DISRUPTIVE EFFICIENCY Efficiency – Smart Capex approach to expand coverage and increase capacity for the mobile network Sky Coverage – Efficient and Unplugged Biosites (Density and capacity)

▪ New business model for levaraging coverage: ▪ Main solution for capacity sites densification ▪ Coverage expansion to previously non enconomic viable locations ▪ Smaller footprint for infrastructure deployment ▪ Disruptive Business Model ▪ Multifuncionality: teleco tower, street lighting, vigilance ▪ ELC (Extreme Low Cost) and ESG compliant solutions cameras ▪ Coverage Targets: ▪ Lower visual impact in harmony with the environment ▪ Districts and villages ~1.4k ▪ Fast deployment & cost efficient ▪ Roads ~6,000 Km ▪ Resorts and Touristic Spots >40 Number of Biosites deployed and planned 3,0 2,4 2,5 2,1 1,9 2,0 1,7 1,6 1,5 0,8 1,0 0,5 0,5 0,3

Off Grid solution: ELC Technical Social Benefits: 0,0 2016 2017 2018 2019 2020 2021 2022 2023 Sustainable Model Configuration Covering the Uncovered

TIM S.A. – Investor Relations Strategic Plan 2021-23 47 Classificado como Público BUILD THE FUTURE - TRANSFORMATIONAL PROJECTS Excellency – Combining Network Virtualization and Edge Computing to bring the best experience to our customers Ready Caching agreements are helping TIM to latency Network Functions Virtualization % Distributed Data Centers # reduce for a customer’s content request DCE-L DCE-R 67 DCC 59 68% 67% 46 26 59% 20 53% 36 50% 13 25 8 39% 20 23 25 19 9 9 11 14 25% 10 16 16 1% 9 9 10 14 14 14 2016A 2017A 2018A 2019A 2020A 2021P 2022P 2023P 2016A 2017A 2018A 2019A 2020P 2021P 2022P 2023P

MEC Infra Ready

EDGE COMPUTING The Best Latency in Brazil Local Traffic %

250 % Local >200 70% 200 Content x PoP 65% 150 60%

100

60% 55% 50 57% 54% 50% 0 52%

50% 45% -50 October

-100 40% Open 2020 Source: Tutela Annual Report Jun 2020: TIM had the best latency in Brazil with a one-way result of 19.2 ms 2019A 2020A 2021P 2022P 2023P Cache

TIM S.A. – Investor Relations Strategic Plan 2021-23 48 Classificado como Público BUILD THE FUTURE - TRANSFORMATIONAL PROJECTS Innovation beyond 4G: Massive MIMO and 5G DSS M-MIMO as the cornerstone of the 4G Capacity strategy 5G DSS – Dynamic Spectrum Sharing Ready Investments in Network to activate the 5G DSS ▪ Expected gain on massive deployment: up to 3x ▪ 5G clusters in the main cities, covering strategic business markets, capacity taking advantage of TIM 5G Readiness

▪ 7 active clusters: ▪ New sites avoidance: 2k less capacity sites needed ▪ São Paulo (2) per year, reducing TCO1 ▪ Rio de Janeiro (2) ▪ Curitiba (1) ▪ Remaining sites needed for densification to be ▪ Belo Horizonte (1) addressed with innovative Biosite solution ▪ Brasília (1) Cluster Rio de Janeiro “Southern Zone” ▪ 3 trial cities: Itajubá-MG, B. Gonçalves-RS and Três Lagoas-MS

▪ DSS Feature use allowing fast activation on sites 5G ready

▪ Full synergy with 4G capacity reinforcement, improving CEX through Massive MIMO solution

TIM S.A. – Investor Relations Strategic Plan 2021-23 49 Classificado como Público BUILD THE FUTURE - TRANSFORMATIONAL PROJECTS TIM Brasil J2C: our journey so far

Ready with the core capabilities and moving forward with our ambition to have 100% of our workloads in a multi-vendor cloud environment. Our IT datacenters will be demobilized by 2023 J2C Strategy J2C Setup and Execution J2C Migration

Commercial Chapter RFI/RFP Cloud provider

SW License Impact Cloud Readiness Cloud Mgmt Platform TIM Brasil Evolution Scenarios and Cloud Business Case Ambition IT Talent Transformation

Cloud Migration Plan Org sizing

Operating Model New Cloud Mgmt Processes

Big Data

CRM

Feb – Jul 2020 Jul – Dec 2020 Full Execution

TIM S.A. – Investor Relations Strategic Plan 2021-23 Today 50 Classificado como Público BUILD THE FUTURE - TRANSFORMATIONAL PROJECTS Journey to Cloud: Benefits 2020 2021 2022 2023 …Future

▪ Strategy definition ▪ CRM ▪ Channels ▪ Billing and RFP J2C ▪ Big Data ▪ Integration ▪ Enterprise ▪ VDI Cost reduction, Main Main activities resiliency and 117% efficiency

Do nothing Main partners 94% 75% -25% J2C

Costs related* Costs Space to innovate and transform the business

Business Benefits Technology Benefits

▪ Deliver best-in-class availability to TIM’s customers ▪ Harmonize the evolution strategy across technology department ▪ Minimize time-to-market for our business ▪ Greater alignment to group technology strategy ▪ Guarantee the best trade-off between service excellence and spending ▪ Process, Tools and Technologies standardization ▪ Define/Optimize the current DCs asset strategy ▪ Guarantee infrastructure agility, availability and security ▪ Re-focus on differentiating DCs capabilities and related skills

TIM S.A. – Investor Relations Strategic Plan 2021-23 51 Classificado como Público BUILD THE FUTURE - TRANSFORMATIONAL PROJECTS DigiOne – Journey to Digital One CRM (on Cloud) CRM Simplify (on Premise) (lean architeture) One Billing

Billing One Charging Charging

One Ordering Ordering

Catalog PMID (Microservice) Offers built over “Code” Requirements New Offers build over “configuration” Design < Time to Market Implementation < Cost to develop Verification Water fall > Flexibility TIM S.A. – Investor Relations Maintenance Strategic Plan 2021-23 Classificado como Público 52 Our KPI´s 21/23

4G Evolution Reach 100% of Brazilian Access Site FTTCity Evolution (# Cities) municipalities (# Sites x1,000) + 33% (# Cities) + 44% + 61%

18,6 19,2 3.877 16,9 15,0 15,8 3.272 3.477 1.001 3.003 821 601 446 1.255 420

2016 2017 2018 2019 2020 2021 2022 2023 2016 2017 2018 2019 2020 2021 2022 2023 2016 2017 2018 2019 2020 2021 2022 2023 Inclusion of Oi’s sites in 2022 supporting customer base growth

Optical Backbone FTTS Evolution FTTH Coverage (# Sites x1,000) (# Km FO x1,000 ) + 24% + 90% (# Household x1MM) + 108% SWAP/IRU OWN 108 101 85 90 76 6,9 5,8 6,5 5,2 5,4 3,2 58 65 2,3 39 45 49 1,1 36 41 41 43 43

TIM2016 S.A. – 2017Investor Relations2018 2019 2020 2021 2022 2023 2016 2017 2018 2019 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 Strategic Plan 2021-23 53 Classificado como Público Our KPI´s 21/23

Network Traffic 4G (PB) Capex Cost to Serve (R$/Incremental PB) +65% YoY

4G introduction effects

2016 2017 2018 2019 2020 2021 2022 2023

Running Cost IT -83% (R$) Steady reduction based on J2C -25% deployment

2016 2017 2018 2019 2020 2021 2022 2023

Considers the normalized Mobile capex 5G positive effects not included

2020 2021 2022 2023

TIM S.A. – Investor Relations Strategic Plan 2021-23 54 Classificado como Público STRENGTHEN THE CORE- FILL INFRASTRUCTURE GAP WITH M&A Oi Assets Acquisition + 5G -> Unique opportunity

Closing the historical spectrum gap Future Investments

Spectrum – National Average (MHz) Spectrum per Access (MHz / Access)

TIM 117 49 166 TIM 2.53

Claro 177 177 Claro 2.44

Vivo 149 43 192 Vivo 2.18

Before Merge After Merge After Merge ▪ Lower Cost to Serve ▪ Better CEX ▪ New Revenues opportunity

Massive MIMO Capacity Boost Network Capacity: “1+1=3” 12x

2.8x 1x 1.4x

As Is As Is + Oi's After Merge After 5G Spectrum Compound capacity gain: Up to 4.8x As Is Oi's Spectrum M-MIMO 5G TIM S.A. – Investor Relations Strategic Plan 2021-23 55 Classificado como Público BE PART OF A WORLD OF POSSIBILIDADES. TIM NETWORK. YOU CAN COUNT ON US.

MAIOR COBERTURA DSS

TIM S.A. – Investor Relations Strategic Plan 2021-23 56 Classificado como Público Evolution of TIM's Financial Indicators and Impacts of the Industry’s Transformations Adrian Calaza, CFO TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 57 Classificado como Público Adapting the approach but reinforcing the strategic pillars

Enhance and accelerate the transition from volume to value, to Strategic Paths sustain mobile business growth, focusing on customer experience

Strengthen Fill current infrastructure gap with M&A, also fostering the core inorganic growth and capturing potential synergies

Capture ultrabroadband market growth opportunity with new financial and business models

Transformational Boost Boost disruptive efficiencies through digitalization, automation Enablers disruptive and new operating models, leveraging skills and capabilities efficiencies enhancement

Strengthen Strengthen and consolidate ESG proposition making a positive sustainability transformation

TIM S.A. – Investor Relations Strategic Plan 2021-23 58 Classificado como Público TIM’s financial evolution (pro-forma²): ‘Volume to Value’ and efficiencies to increase cash flow generation

Net Service Revenues +3.2% Mobile ARPU +8.6% Normalized OPEX 1 CAGR CAGR -0.4% (R$ bln) (R$/mo) (R$ bln) CAGR 24,9 16,7 10,4 10,2 17,9 14,7

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020

1 +7.9% Normalized EBITDA - Capex 1 Normalized EBITDA CAGR EBITDA Margin (R$ bln) (%) (R$ bln) +43.9% 7,1 3,1 40,9% CAGR

5,2 33,5%

0,7

2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 2016 2017 2018 2019 2020 % Net 4.7% 18.0% Revenues

TIM S.A. – Investor Relations Strategic Plan 2021-23 59 Classificado como Público Preparing for telecom sector’s major transformations while returning more to shareholders

Organizational restructuring Solid balance sheet to be a Net Cash Flow Before Dividends-AL1 protagonist in the mobile sector (R$ bln) ✓ 1st Phase (2018): incorporation consolidation process of TIM Celular by TIM S.A., 2,8 consolidating operations under one single company (accounting for R$ 950 mln of NOL). Net Cash-AL¹ ✓ 2nd Phase (2020): reverse incorporation of TIM R$2.8 bln Participações by TIM S.A., generating operational and tax -0,5 efficiencies. 2016 2017 2018 2019 2020 Shareholders Distributions² (R$(R$ bln)bln) 3.7x Corporate simplification: 1,1 Significant improvement efficiencies and in cash flow generation structure ready to 0,3 plugging new assets 2016 2017 2018 2019 2020

TIM S.A. – Investor Relations Strategic Plan 2021-23 60 Classificado como Público Surfing Industry Transformations

Disruptive Efficiency

Mobile Market Consolidation

Asset Separation

TIM S.A. – Investor Relations Strategic Plan 2021-23 61 Classificado como Público TRANSFORMATIONAL ENABLERS – DISRUPTIVE EFFICIENCY We are taking cash cost efficiency to the next level with a holistic approach using 4 levers

Traditional efficiency Real Estate/Energy efficiency Improve process efficiency Accelerate digital & automation initiatives plan

Bad Debt (e.g. new credit 3S’s: self-provisioning, self-healing and Administrative processes Office space optimization due models development, self-caring Pay-roll management to smart working and collections systems cloudification improvement) Boost digital channels for sales and IT Planning & Development customer services (e.g. E-payment) Increased use of renewable Legal processes (e.g. predictive energy sources Increased usage of AI and cognitive models to reduce JEC Reassessment of buy/sell due expenses) systems (e.g. Cognitive IVR) in call to IFRS 16 centers, back office, operations and Legal Cloudification (journey to the cloud) decreasing TCO and allowing fast

TIM S.A. – Investor Relations response Strategic Plan 2021-23 62 Classificado como Público TRANSFORMATIONAL ENABLERS – DISRUPTIVE EFFICIENCY TIM & VIVO Network Sharing Agreement: focus on cost savings and customer experience improvements

SINGLE GRID (less than 30k pop.) 2G SWITCH-OFF COVERAGE EXPANSION SINGLE NETWORK Increasing data (at national level) (4G and 3G) CONSOLIDATION demand put pressure → Access network consolidation at the cost to serve, → 50% switch-off of 2G sites for in a single-grid model focused leading to the each operator → 4G coverage expansion with on cities less Capex intensity due to necessity of different → Better cost efficiency and network sharing → Better network capacity and approaches… refarming of frequencies data quality combining spectrum frequencies

✓ Technical solution defined ✓ Expansion to 308 cities ✓ Definition of pilot cities 2020 Pilot started (154 each operator) for the tests

Tests in 50 cities starting in April 730 cities (25 for each operator) Target Rollout expected (365 for each operator) starting form 3Q 2021 Expected in 1H Potential of 1.6k cities (800 for each operator)

TIM S.A. – Investor Relations Strategic Plan 2021-23 63 Classificado como Público STRENGTHEN THE CORE- FILL INFRASTRUCTURE GAP WITH M&A Perimeter of the transaction with Oi

40% of Oi’s Mobile Subscriber base Acquired customer +14.5 mln customer base base mix ~40% ~60% Postpaid¹ Prepaid

Acquired towers ~40% ~60% Sites and towers +7.2k overlap New location Same/near location

54% of Oi’s Spectrum bands Spectrum acquired 900 MHz 1,800 MHz 2,100 MHz 2,600 MHz +49 MHz spectrum holdings

Price of the Assets 44,3% of the bidding price for Oi assets (R$ 6.98 billions)

Transition Service Temporary contract to serve subscriber base (e.g. supporting care, bill-to-cash) and NOC maintenance Agreement during the transition (TIM’s part is R$ 318 millions)

Long term capacity Long-term contract to provide backhaul/backbone capacity, with connectivity assurance services between contract access and core network (TIM’s part has an NPV of ~R$ 476 millions)²

TIM S.A. – Investor Relations Strategic Plan 2021-23 64 Classificado como Público STRENGTHEN THE CORE- FILL INFRASTRUCTURE GAP WITH M&A Oi’s assets integration could transform TIM Brasil by 2023

Net Service Revenues Incremental 2 EBITDA Incremental 2 TIM’s cash balance and current loans schedule (R$ bln) TIM standalone (R$ bln) TIM standalone Cash Balance Loans pre-hedge +0,4% +3,2% (R$ bln) (R$ bln) A/A CAGR A/A CAGR High single- Double-digit 2.5x 4,6 1,7 digit 8.4 16.7 2,9 1,9 0,5

0,1 0,1

2020 2021 2022 2023 2020 2021 2022 2023 2018 2019 2020 2021 2022 2023 2024

EBITDA Margin TIM+Oi Capex / 1Revenues TIM+Oi TIM standalone TIM standalone (%) (%) Deal’s Funding

Sources of Financing Instruments mix to be used 22.5% ✓ Local debt ✓ Debentures

Aprox. ✓ Current cash balance ✓ Lines of credit already +150 contracted with major Brazilian 48.5% bps ✓ Internally generated cash development banks Amount of debt to be raised in 2021 ✓ Bilateral agreements with international banks (100% ✓ ~R$ 6 bln, including refinancing 2020 2021 2022 2023 2020 2021 2022 2023 hedged) of current debt’s portion with maturity in 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 65 Classificado como Público STRENGTHEN THE CORE- FILL INFRASTRUCTURE GAP WITH M&A Synergies’ buckets and theoretical deal timeline

Spectrum & Network Customer Base Additional Value

Spectrum SG&A Market ✓ Capex and Opex avoidance and reduction ✓ Opex reduction due to higher cost ✓ Churn reduction: decrease in the “washing ✓ Additional frequencies will reduce the necessity for new sites, equipment, and dilution for a higher revenue base machine” effect etc. ✓ Synergies come fast, from day one ✓ More balanced competition after integration ✓ Synergies come fast, and last for long ✓ Churn improvement could materialize faster Sites Revenues ✓ Opex and leasing reduction from overlapped sites ✓ Increase with possible launch of new ✓ Opex synergies come fast products and services as a consequence of more spectrum ✓ Leasing synergies depend on contract negotiation ✓ Long term opportunity to extract synergy

1H21: Pre-closing ~1M after closing 12M after closing

Preparation Customer migration and assets integration Assets integrated

Network integration Capex/Opex End of technical integration and migration Network preparation with capacity increase to sustain Oi’s customer base

Incorporation of Oi’s CB: Aprox. 6 months after closing migration ends Network and spectrum integration, w/ sites decommissioning (after client migration) Transition Service Agreement is effective for 12 months Marginal capex/opex due to Oi’s legacy network Long-term contract to provide backhauling/backbone capacity TIM S.A. – Investor Relations Strategic Plan 2021-23 66 Classificado como Público STRENGTHEN THE CORE- CAPTURE ULTRABROADBAND MARKET GROWTH OPPORTUNITY FiberCo: accelerating FTTH coverage and capturing infra players’ valuation while expanding opportunities with the open market

→ Accelerate the → The deal targets NEXT → Signing expected for WHY? PERIMETER expansion and TIM’s last-mile STEPS 1Q21. consolidate current infrastructure clusters with financial (FTTH+FTTC). → Over the next three discipline. years, our plan is to → TIM’s backbone and focus on our → Unlock value through backhaul are not footprint infrastructure players’ included in this expansion, while multiple difference. operation. making operational improvements, → Future value → Modems are TIM’s sticking to our opportunity with a stake responsibility in “OTT friendly” in a relevant vehicle in future model. approach. the infra open market.

4 formal offers Double-digits EV/EBITDA received multiples involved

TIM S.A. – Investor Relations Strategic Plan 2021-23 67 Classificado como Público We continue our transformation path ✓ Cost and operational efficiencies ✓ Organic and inorganic growth ✓ Synergies arising from M&A deals

Tacking TIM to another level, generating even more value to our stakeholders

TIM S.A. – Investor Relations Strategic Plan 2021-23 68 Classificado como Público Beyond Sustainability Mario Girasole – RIPR Bruno Gentil – BSO Maria Antonietta Russo – HRO Jaques Horn - Legal

TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 69 Classificado como Público Adapting the approach but reinforcing the strategic pillars

Enhance and accelerate the transition from volume to value, to Strategic Paths sustain mobile business growth, focusing on customer experience

Strengthen Fill current infrastructure gap with M&A, also fostering the core inorganic growth and capturing potential synergies

Capture ultrabroadband market growth opportunity with new financial and business models

Transformational Boost Boost disruptive efficiencies through digitalization, automation Enablers disruptive and new operating models, leveraging skills and capabilities efficiencies enhancement

Strengthen Strengthen and consolidate ESG proposition making a positive sustainability transformation

TIM S.A. – Investor Relations Strategic Plan 2021-23 70 Classificado como Público STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION A long journey already taken

Indexes and acknowledgements Ambition (indexes) MORE THAN A DECADE OF INITIATIVES AND RESULTS

CDPR Index 13 Brazilian Telco for the longest Climate Resilience years time in the Corporate Sustainability Index of the B3 (reports)

Communication GHG Inventory Global Compact on Progress (UN) signatory since 2008 Disclosure of emissions and Sustainability climate change-related information Report

Since 2013, Instituto TIM has (acknowledgements and best practices) been developing and promoting Global Compact 1st Telco projects and initiatives for the Signatory since Pró-Ética Seal Novo Mercado since Only Telco in the Novo democratization of education in 2008 (CGU) 2011, highest level of corporate governance Mercado (since 2011), with ST&I the implementation of the (certifications) Statutory Audit Committee Ambition since 2013 Quality Management Information Security Anti-Bribery Environmental Management Management System Management TIM S.A. – Investor Relations Strategic Plan 2021-23 71 Classificado como Público STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Materiality matrix review to fine-tuning principles and the new

context MATERIALITY MATRIX

The ESG Plan 2021-2023 confirms and reinforces TIM’s ESG ambitions, Energy management introducing new objectives and increasing targets selected on the basis of materiality matrix updated in December 2020. Post-consumer and operational waste management The objectives are related to a portfolio of initiatives that are a structural part of the Industrial Plan, aiming to a coherent framework Health, wellness and employee management among ESG premises, operational dimension and organizational Diversity promotion and equal opportunities accountability. Digital inclusion and access to connectivity

2020 Investment in infrastructure and net reliability

→ Covid-19: update of the materiality matrix (December 2020) Ethics and governance in business → Base documents for analysis: internal and external (media research, studies and sectorial protocols on materiality in Covid-19 times) Innovation applied to products and services → Benchmarking: national and international competitors and ICT companies Customer experience and service quality

→ Interviews with stakeholders: internal (RIPR VP, HRO VP, BSO, CFO Data protection, customer privacy and cyber security and CEO) and external (government, investors, suppliers, customers and representatives of the press) Strategic and responsible supplier management

TIM S.A. – Investor Relations United Nations Agenda: 11 SDGs Strategic Plan 2021-23 72 Classificado como Público most relevant to TIM Brasil STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Boosting initiatives that increase our ESG impact

2020-22 2020 Enablers Commitments Plan Results

→ Increasing efficiency and taking advantage of green energy cost reduction Carbon neutral (tCO2e, scopes 1 and 2) -100% -27% → Developing cloud data centers to deliver more to our customers with less Eco-efficiency in data traffic1 (bit/Joule) +75% +64% impact on operations Environmental Renewable energy → Demobilizing obsolete technologies through innovation and infrastructure We want to be green sharing Indirect emissions1 (tCO2e, scope 2) -70% -30%

→ Promoting efficient and responsible solid waste management Solid waste recycling

Employee Engagement (per year) >MQ3 >MQ3

→ Promoting an inclusive environment, with equal opportunities, valuing Black employees talents and caring for the health and integrity of employees Social Women in leadership → Developing digital education to support the demand for connectivity New capabilities are a key Employees trained in ESG culture >95% 99% factor in maintaining → Keeping Instituto TIM as a reference in ST&I and education projects leadership → Extending access to 4G connectivity to all municipalities in Brazil Employees trained in digital skills 1,000 1,486

4G presence

Customer complaints 1 → Maintaining the recognition as a company with the highest level of (Regulatory agency) commitment to transparency and corporate governance overnance G ISE, Novo Mercado and Pró-Ética Maintain Maintained → Disseminating ESG principles to high-risk suppliers Efficient mechanisms to Adopting best practices related to compliance, information security, data fairly balance the → ISO 14001 and ISO 9001 interests of all protection and privacy stakeholders → Promoting customer empowerment through digital transformation ISO 27001 and ISO 37001 Obtain Ongoing

TIM S.A. – Investor Relations Strategic Plan 2021-23 73 Classificado como Público Legend

*new* New commitment STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Target increase Boosting initiatives that increase our ESG impact

Enablers Commitments Targets

→ Increasing efficiency and taking advantage of green energy cost reduction Carbon neutral (tCO2e, scopes 1 and 2) -100% 2030 → Developing cloud data centers to deliver more to our customers with less Eco-efficiency in data traffic1 (bit/Joule) +80% impact on operations Environmental Renewable energy ≥90% new → Demobilizing obsolete technologies through innovation and infrastructure 2025 We want to be green sharing Indirect emissions1 (tCO2e, scope 2) -70%

→ Promoting efficient and responsible solid waste management Solid waste recycling ≥95% new

Employee Engagement (per year) ≥80%

→ Promoting an inclusive environment, with equal opportunities, valuing Black employees ≥40% new talents and caring for the health and integrity of employees Social Women in leadership ≥35% new → Developing digital education to support the demand for connectivity New capabilities are a key Employees trained in ESG culture >99% factor in maintaining → Keeping Instituto TIM as a reference in ST&I and education projects leadership → Extending access to 4G connectivity to all municipalities in Brazil Employees trained in digital skills +5,000 2023 4G presence 100% new

Customer complaints 1 -50% new → Maintaining the recognition as a company with the highest level of (Regulatory agency) commitment to transparency and corporate governance overnance G ISE, Novo Mercado and Pró-Ética Maintain new → Disseminating ESG principles to high-risk suppliers Efficient mechanisms to → Adopting best practices related to compliance, information security, data fairly balance the ISO 14001 and ISO 9001 Maintain new interests of all protection and privacy stakeholders → Promoting customer empowerment through digital transformation ISO 27001 and ISO 37001 Obtain 2022

TIM S.A. – Investor Relations Strategic Plan 2021-23 74 Classificado como Público E S G STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Towards the ambitious zero-carbon footprint target

RENEWABLE ENERGY ECO-EFFICENCY WASTE AND EMISSIONS

Commitments Eco-efficiency in data traffic1 Renewable energy ≥90% 2025 +80% 2025 Solid waste recycling ≥95% and targets (bit/Joule) 2025 Indirect emissions1 -70% (tCO2e, scope 2) Unplugged sites Carbon neutral Autonomous site Biosites -100% 2030 Solar energy + satellite TIM Brasil’s Innovation (tCO2e, scopes 1 and 2) transmission

Environmental Management System Free Energy Market Journey to Cloud Contracts to increase the Data centers use of renewable energy virtualization (more New Politics on Waste Management efficiency) Recycling and reverse logistics Power plants portfolio Decomissioning Main 60 power plants Gradual 2G network Climate Change Solar energy, shutdown GHG Inventory (GHG Protocol); Climate Change initiatives 2 2 hydropower and biogas Questionnaire (CDP); RE100 ; SBTi by 2022 Climate Change Questionnaire

Infrastructure sharing GHG Inventory Access network and transmission

TIM S.A. – Investor Relations Strategic Plan 2021-23 75 Classificado como Público E S G STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Promoting an inclusive and appreciative culture

DIVERSITY & INCLUSION ENGAGEMENT & TRAINING DIGITAL INCLUSION

Commitments and targets Black employees ≥40% Employee engagement (per year) ≥80% 4G presence 100% 2023 2023 Women in leadership ≥35% Employees trained in ESG culture ≥99% 2023 100% of municipalities with 4G Internship Program Employees trained in digital skills +5.000 Focus on minorized social groups, with 50% of presence until 2023 positions reserved to black students Engagement Survey Women in Leadership Engagement, pulse surveys focused on 350 municipalities with To ensure gender equality in recruiting and continuous management of organizational a low Human Development succession processes, encouraging the access to climate and well-being Index and low competitive technological careers potential (C & D categories) Digital Skills and Up\Reskilling Journey by 20211 Inclusive Culture Continuous improvement of technological and Policies, programs and initiatives focused on digital skills required to business evolution (Cloud, diversity inclusion and appreciation 5G, Data Science, Agile etc.) ~ 3 mln people Main benefited initiatives

Projects to democratize science, technology Launch of matchfunding Since 2013 and education (700k people benefited) platform

TIM S.A. – Investor Relations Strategic Plan 2021-23 76 Classificado como Público E S G STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Continued commitment to all stakeholders

INFORMATION SECURITY CUSTOMER SATISFACTION ETHICS & TRANSPARENCY AND DATA PRIVACY Commitments Customer complaints1 ISE, Novo Mercado, ISO 27001 -50% Maintain 2023 Obtain 2022 and targets (regulatory agency) Pró-Ética & ISO 14001 (Information Security) 2023 ISO 9001 Maintain ISO 37001 (Anti-Bribery) Obtain 2022 (Network and Billing) LGPD implementation Proactive engagement with minority DPO, Data Privacy Committee, TIM Privacy Digital Relationship shareholders for participation in shareholders Center New Unified Portal TIM.X meetings New courses on LGPD, Data Protection and Electronic proxy voting since 2011 Cybersecurity to employees Fiscal council: member indicated by minority

NOME COMPLETO DO CLIENTE shareholders CSR Systems Inclusion of women in the Statutory Board of Projects Executive Officers (2021) Cognitive IVR Dados pessoais CPF Nome da mãe Data de nascimento CX LAB 000.000.000-00 (nome) 00/00/0000 Improvement in the disclosure of financial and Main Text & speech Contrato nonfinancial indicators initiatives analytics Reinforcing and disseminating ESG principles

Consumo voz/dados among high risk suppliers ESG themes in the highest level of governance Implementation of Privacy by Design in Adherence to IBGC's Code of Corporate products and services Governance Best Practices 1st & only Telco Clause on customer privacy protection in Improvement of analysis and metrics on contracts with suppliers (new ones and revision customer satisfaction (i.e. Survey, NPS, etc.) of current contracts)

TIM S.A. – Investor Relations Strategic Plan 2021-23 77 Classificado como Público STRENGTHEN SUSTAINABILITY – STRENGTHEN AND CONSOLIDATE ESG PROPOSITION Beyond Sustainability

Imagine as possibilidades Turn into an ESG reference in Brazil

Environmental Social Governance –Renewable Energy –Diversity & Inclusion –Customer Satisfaction –Eco-efficiency –Engagement and Training –Ethics & Transparency –Waste & Emissions –Digital Inclusion –Information Security and Data Privacy

TIM S.A. – Investor Relations Strategic Plan 2021-23 78 Classificado como Público Conclusion Pietro Labriola, CEO TIM Brasil Day March 01, 2021

TIM S.A. – Investor Relations Strategic Plan 2021-23 79 Classificado como Público An ambitious plan to turn the Company in a New TIM by 2023, bigger and better

Sizable cash generation with Core strengthened to aim at solid financial position. being the best mobile operator 06

05 01

Infrastructure support the core Infra Competitive UBB footprint to and help to build the future UBB Projects tap a fast-growing market Imagine as possibilidades Core

04 02

03 Ready for the challenges Market reference for new and opportunities from 5G businesses development

TIM S.A. – Investor Relations Strategic Plan 2021-23 80 Classificado como Público Value Creation through time

(illustrative) 2021-23 Plan B2B2C

ENTERPRISE VALUE M&A Projects (Oi, FiberCo)

New Businesses

Infra Projects

Telco Core (Mobile, UBB, FWA)

B2C

Time

TIM S.A. – Investor Relations Strategic Plan 2021-23 81 Classificado como Público #JuntosSomosMais

TIM S.A. – Investor Relations Strategic Plan 2021-23 82 Classificado como Público