Tim Presentation Santander (Jan10)

TIM Participações S.A
(Bovespa: TCSL4, TCSL3; NYSE: TSU)

Santander
14th Annual Latin American CEO Conference

Cancun – January 12-14th , 2010
0

TIM PARTICIPAÇÕES S.A. | Investor Relations

2008 Issues and Re-Launch Plan Update

New Commercial Approach and Portfolio

Next Challenges

Intelig Deal Concluded

Attachments - Market Facts and Historical Data

1


2008 Issues…
Strategic Indecision:
- 2G or 3G? (slow 3G roll-out, 2G low quality)
- Fixed/Web or Core business - mobile?
- High Price with low quality
Offer obsolete:
- ‘TIM Brasil plans’ (Post-paid Consumer): since 2005
- ‘Nosso Modo plans’ (Post-paid Business): since 2002
- Pre-paid Promotion: Less Competitive (10x vs 20x/30x from peers; End of ‘7 cents’ promotion)
- Customer acquisition model “handset based”
Short-cuts to profitability:
- Price-up in the Q4 2008
- Exit from post-paid market
- Stop advertising and commercial efforts

2


... with a loss of competitiveness and post-paid base
ARPM Outgoing Share of Investment
R$ Quarterly Share of investments on TV
Increased Tariff 0,27 Stop Advertising

0,21 22,2%
0,19 Profitability in the 19,9% 18,2% 17,5%
0,19
0,18
short term

Jan-08 Apr-08 Jul-08 Oct-08 Dec-08
1Q 2Q 3Q 4Q

Pre-paid - Total Post-paid - Voice
Mn Lines Mn Lines

5,3
29,0 29,8 5,1
25,2 26,2 27,3
4,9
4,7
4,6

+4,6 -0,7

Jan-08 Apr-08 Jul-08 Oct-08 Dec-08 Jan-08 Apr-08 Jul-08 Oct-08 Dec-08
Market
26,1% -1,9pp 24,2%
share
Loss of competitiveness Post-paid base erosion
3


TIM’s Strategic Guidelines

Vision:
- Short-term: Voice service will continue to be the killer application
- Voice is the mobile core business; Data is Fixed core business
- Fixed to Mobile substitution will happen in 2010; the process for data is more
articulated

Mission:
- TIM is a company that thinks differently and seeks innovative ways for customers to
talk more, spending less (MOU intensive strategy, community based concepts)
- The 2G Network is a competitive advantage to follow the MOU growth (capacity) and
the Customer Base growth (cover)
- The data are not only brownsing: with microbrowsing it is possible to replicate the
same voice’s path (anywhere, any time, for everybody), with consistency and
sustainability
4


Our Path in 2009

1Q09 2Q09 3Q09 4Q09
Brand: new format Launch of Infinity Plans Encourage Usage: Focusing on Post-paid:
and increasing Share (Pre and Post-paid) - Infinity (Pre and Post) - Liberty
of Investments Loyalty (Handset and and launch of “Blue” - Infinity / Único
Monthly Fee Discounts) Concept (Local and Go-2-Market Model:
Network Quality:
Push on Sales: LD) Chip Only, as alternative
capacity, access,
transportation (LD) - Focused on Post- - Quick-win of pre-paid to traditional model
paid and MNP clients Acceleration and
Costumers Push on Sales and CRM
- Network Network Development:
Satisfaction Recovery action
Rationalization - 2G Capacity
in all Consumer
- New ways to Clients migration to - 3G Coverage
Segments new plans (Pre)
encourage Usage Intelig

Awareness Customer Base and Δ Post-paid Clients and
KPIs MOU
and Quality Market Share SAC/ARPU

5


Main Achievements

Positioning
Positioning Subscriber Base Growth
(Brand and Quality) Subscriber Base Growth
Subscriber’s base Self-financing
Self-financing
(Brand and Quality)

Brand: improve in Awareness and TIM reverses market share trend (net Re-launch costs +R$ 0.5 Bln 9M YoY
Top of Mind share of 27.3% in 3Q, after 29.1% in Advertising, CRC, network quality and
2Q, vs. ~24% of market share) commissioning
Customer Satisfaction:
recovery quality level in all customer Improving pre-paid customer base Self-financing -R$ 0.7 Bln 9M YoY
segments (Infinity Pre-paid: >11 million clients in through Efficiency Plan
6 months) Interconnection, Bad Debt and Personnel
Quality: confirmed #2 Anatel (with
MOU +30% higher than 1Q09) End of post-paid base erosion, after 15 ΔEBITDA +6.7% 9M YoY
months (Infinity Post-paid and TIM Despite -0.9% of revenues decrease
Jul ‘08 Jan ’09 Jul ’09 Único)
Overall 7.41 6.60 7.47
Post-paid 6.22 5.89 6.88

Continuous improvement on KPIs QoQ
Sources: ABA (Associação Brasileira de Anunciantes) 6


Brand: improving in Awareness and Top of Mind TIM
Player 1
Player 2
Player 3

Share of Investments Awareness
40%

32% 31% 53%
30%
35%

29% 50%
44%
28% 42% 41%
28%
30%

26%
25%
26%
26% 34% 33%
24% 19% 33% 34%
20%
18% 32% 31%
33%
30% 29% 31% 29% 27%
17%
15%

16% 15% 23%
15%
10%
20% 22%
5%

2006 2007 2008 Jan-Aug ‘09 May/09 Jun/09 Jul/09 Aug/09 Sep/09

Share of Voice Top of Mind
TV – GRP 15”+
•ABA: #1
31% 30%
•Folha de SP: # 2
32%
29%
27%
29% 29% 29% 28%
27%
25% 22% 22%
21%
23% 20%
23% 22%
21% 20%
21% 19%
20% 18%

Oct-Nov May-Jun Oct-Nov Jun/09
2008 Jan-Aug ‘09
07 08 08

Sources: Ibope Monitor, TIM Brasil - Pesquisa de imagem (Synovate – third-party survey institute) and weekly communication tracking
* RJ and SP – last week of the month 7


Customer Satisfaction: quality level recovery in all customer segments
From 0 (dissatisfied) to 10 (maximum satisfaction)

Customer satisfaction Index Customer Care Satisfaction
CRC Average satisfaction, consumer segment
Δ vs last Ranking
measure oct/08 may/09
7,9

7,7
7.5 7.5
7.4
7,5

7.1
Overall 8.43 +0.44 #3 #1 Pre-paid 7,3
-0,5 7.0 +0,5
7,1

6,9

6,7

Pre 8.50 +0.36 #2 #1 3Q08 4Q08 1Q09 2Q09 3Q09*

7,1

6,9 6.6 6.7
Post 8.06 +0.72 #4 #1 Post-paid 6,7

6,5 6.3
6.1 +0,7
6,3
6.0
Post 6,1

7.96 +0.87 #4 #1
High 5,9

5,7

3Q08 4Q08 1Q09 2Q09 3Q09*

Client satisfaction recovery
in all segments
* Jul/09 and Aug/09
Sources: TIM Brasil - 12nd Customer Satisfaction Monitoring - may-jun/09; CRC Monthly Satisfaction Research
8


Quality: Improvement of Customer Care and Network
Overall Service Quality – YTD’ 2009 Overall Service Quality – Sept’ 2009
% target achieved in overall service quality, TIM vs. competitors % target achieved in overall service quality, TIM vs. competitors

-0.2 +5.2 +2.1 -1.2 -5.1 -7.8 -0.9
∆pp #2
YTD 09 99.3% 99.2% 97.7%
vs. FY08 96.8% 95.5% 95.5%
93.9% 92.6%
90.9%
85.5%
90.2% 81.8%
83.0% 65.9%

Player 1 TIM Player 6 Player 5 Player 4 Player 2 Player 3 Player 1 TIM Player 6 Player 4 Player 2 Player 5 Player 3

Network Service Quality (*)
% target achieved in network quality , TIM vs. competitors % target achieved in TIM network quality

Jan/09 Set/09 Delta (p.p.)
100,00%

96.4% 97.8%
TIM 84.1% 97.3% +13.2 98,00%

96,00% 94.0%
90.7%
94,00%

Main Player 1 100.0% 99.1% -0.9
92,00%

Mobile
90,00%
87.6%
88,00%

Operators 86,00%

Player 2 95.7% 96.5% +0.8 84,00%

82,00%

Player 3 53.8% 50.0% -3.8 4Q08 1H09 jul/09 aug/09 nov/09

MOU 86 71 90
Fonte: Anatel
9
(*) SMP Anatel 3, 5, 6, 7 and 12


Subscriber Base Growth: Reverting negative trends

Returning to increase in post-paid… …and market share
Net Additions
(000’s lines)

1,729 1,774
Net Share (%) 29.1%
1,392 1,196 27.3%
26.5% 25.4%
25.0%
24.2% 23.5%
1,687 25.9%
1,687 23.7% 23.8%
1,393 1,446 Market
(306) Share (%)
17.4% 18.3%
91 42 87
(1) (250) -10.1%
(397) ..Invert the
12.1%
trend
3Q08 4Q08 1Q09 2Q09 3Q09 1Q08 2Q08 3Q08 4Q08 1Q09 2Q09 3Q09
Post-paid Pre-paid

Net Adds YoY Growth (%) After four quarters of market … TIM confirmed
-17.2% -42.9% N/A 34.9% 27.5% share erosion… trend reversal

10


Self-financing the Re-launch plan…

Bln R$ -0.9% Set-09 YTD vs. YA

Net Service Revenues 8.9 8.8 Service -0.08 -0.9%
More quality in:
•Traffic Revenues
Interconnection (on-net)
Bad Debt 3.8 -0.7 3.1
•Clients
G&A •Organization
• Brand Re-shaping Service
Margin* +0.59 +10.0%
Commercial Expenses
3.1 +0.5 3.6 • Recovery Customer
(Fixed and Variable)
Base
Network
• Improve in Margin
despite of Revenues
+6.7% EBITDA +0.13 +6.7%
EBITDA 1.97 2.10 decrease

0

Sep´-08 YTD Sep´-09 YTD

11




Next Challenges



12


Innovative Commercial Approach
Plans
Plans Business Model
Business Model Handsets and VAS
Handsets and VAS

Segmented Offers Chip only (for all post-paid plans) Unique and distinctive

• Win-Win-Win:
- TIM: SAC/Bad Debt reduction,
• Complete portfolio of plans with • Exclusivity in devices (e.g.: Windows
competitive differentiation in
segmented approach Phone)
service vs. handset
• New Plans based on Community • Outsourcing of VAS platforms
- Sales: one more option for sales
concept (more than 40 million multiplatform applications store:
- Client: flexibility music, games, adult (ex: Qualcomm)
clients nationwide)
. Handset Benefit or • Presence of TIM in applications
• Community Free National
. Service Benefit store of main suppliers (e.g.:
Roaming
“Brasileirão 2009” in Apple Store)

Subscriber Base and Usage Handset Revenue
Microbrowsing
Infinity Pre Infinity Post Liberty SAC / ARPU
13


New segmented portfolio: based on Community Concept
On-Net Off-Net

Super
Da Vinci All Unlimited
High

TIM Liberty Unlimited Bundle of off-net
High TIM Liberty
minutes

Infinity Post-paid Unlimited call
Mid Free tariff among Family Free bundle of minutes
Family
Family members

Low Infinity 30
Infinity 30 Infinity Benefit in Low plan

Infinity Controle Cheapest Controle offer in the market and
Controle Infinity Controle also includes Infinity benefit

Pre Infinity Pre-paid Unlimited Call Price / Minute

Including LD

14


New Offers: Fast market reaction

Infinity Pré Mundo Azul

Competitive MOU
advantage of
90
TIM’s offer 70

+30%
Increasing LD
1Q09 3Q09
>11 million clients market share of traffic
(+ 10pp)
% MOU on-net

Infinity Pós TIM Único +8 pp

1Q09 3Q09

Leveraging on
TIM Community
~60% of Gross Adds are ~40 million clients
+40% Post-paid Gross Adds (Local and DDD)
(Voice) Consumer 3Q YoY new Business clients
15




Next Challenges



16


Telecommunication’s Evolution

Microbrowsing Mobile Browsing
• Anytime, anywhere • Anywhere,
• Critical success factors: HSDPA 7Mb/seg
3G Roll-out and smartphone • Critical success factors:
spectrum and backhauling

Browsing and connectivity
Voice • Always Connect
• Critical success factors:
• F-M substitution
capacity, last mile (fiber) and
• Critical success factors:
application
Radio Coverage

Kbit/seg
TIM World Intelig World

Mobility Capacity

Radio Access Backbone/backhauling Last Mile
17


Three waves of growth for the mobile market
Brazilian Market
Driver of growth for the mobile market In 2012
Sept ‘09
139% 117% 120%
99% 87%
A ~216 Mi Lines

‘09 ‘12

MOU, 2Q09
833 249
133 130
B 76 ~130 MOU
Penetration ‘09 ‘12
and voice access Usage Broadband
% data/Net Service Revenues, 2Q09
A B C 44%
29% 24% 18%
C 12% ~18% VAS/Revenues
Today H2 2010 2012
‘09 ‘12

Waves of TIM’s growth Customer Base Evolution
MM acessos
Convergence 2009 2012
Fixed 0.3
2-play (voice & data)
Web 0.5
Post-paid - Voice
Post-paid - Voice 5.0
Pre-paid More 15 million
Clients
Pre-paid 34.5
2009 H2 2010 2011 2012 18


Next Challenges

“Breaking the Rules” “Best in class”
Service Offers: Network:

ionn
- MOU intensive - “Close the gap” to “wide the

Qu
attio

Qu
ovva

aai
- Community based gap” (Coverage)

l lty
o

ity
Inn
Inn
- Chip-only - Voice Quality (Capacity)
- Differentiation and Customer Care:
Segmentation per Area - Quality on E2E process,
Handset: products and solutions
- Focusing on Microbrowsing Capabilities - New Caring model and
Capabilities
experience simplifying internal process

“Focusing on Technology Infra-structure”
Push on 2G Capacity and Coverage
A consistency development of 3G Network
Efficiency: back-hauling and fast integration with
Intelig Network
Improve IT capabilities
19


Innovation: “Breaking the Rules”
Post-paid Offer Pre-paid Offer

Handset Low importance
based of the phone number

Market
Trend Low MOU High Interconnection Pressure on Promotion: SAC elevado
flat para as diretrizes Costs - bonus to on-net local calls nos canais vendas
- discount on chip (4x1) tradicionais (ex: GDO)

High SAC
Increase Customer Base
Low Differentiation
Decrease of ARPU
High Churn

Chip only (Low SAC) From price per minute to price per call (ARPU
Traffic Differentiation: accretion)
TIM
- MOU intensive “Azul”: F to M substitution on DDD
Strategy Push alternative channels Low SAC
- Community based
New services to increase phone number importance
20


Quality: “Best in Class”

Customer Satisfaction Index Consumer Customer Satisfaction Index Business
Index Index

8,0 8,5
7,5 6,5 7,0
5,7
Target:
#1 on Anatel
‘09 H1 ‘10 YE ‘10 ‘09 H1 ‘10 YE ‘10
Ranking in
terms of CSI

Offer: simplifying portfolio (focusing on business segment)
Push on clients’ loyalty (focusing on consumer segment)
In sourcing Customer Care to PME segment in 2010
Actions to Internal Caring to post-paid high-end (in-house) Churn Rate
improve Outsourcing Customer Care to consumer segment low-end: reduction in
Customer all segments
- Focusing on quality in partnerships
Satisfaction
- Focusing on process and efficiency
- Responsible for Clients E2E
Process revision on Business segment (sales, after-sales e caring)
21


Capabilities: “Focusing on Technology Infra-structure”
2G Capacity
‘000 TRX >50K TRX
em 3 anos

2G Capacity
92,2 TRX

2009 2010 2011 2012

Efficiency 3G innovation

Efficiency 3G innovation
‘000 Microwaves ~9K MW # Node B >4.,1K Node B
em 3 anos em 3 anos

6,2 North and
3,9
Northeast Regions

2009 2010 2011 2012 2009 2010 2011 2012
22




Next Challenges



23


Established in 1999 during the privatization process, Intelig Deal Concluded
being an alternative player (“mirror company”) to
compete with incumbent operators
~ 500 employees Network Footprint
Brief
Since Jan/08, owned by Docas Investimento
Description (Brazilian Media and Publishing Group) Boa Vista Américas II (Florida)
Macapá Globnet (New York e Miami)
Atlantis 2 (Europa)
National and international LD (Code 23) Belém
Manaus
Voice, data and images transmission nationwide. In Fortaleza

2003, launched a local fixed telecommunication service Recife

Maceió

Backbone: 14.500 km of fiber optic cables Rio Branco Porto Velho
Aracaju

Network
Salvador

Fiber optic cables length: ~500.000 km Goiás
Brasília

Asset
DF
Goiânia

Metropolitan Network: 18 capitals Uberlândia
Belo Horizonte
Vitória
Campo Rib. Preto Juiz
Grande Campinas Fora
Jundiaí
Barueri Rio de Janeiro

Corporate – 100k clients ~50% Curitiba
São Paulo

Joinville
- LD (national and international) Porto
Alegre
Florianópolis

Uruguaiana
- Data solution for business segment
Atlantis 2
(Argentina)
Wholesale ~35%
Business line - Data transmission (leased lines)
Central
Retail Central ATM/IP
~15%
Estação satelital terrestre
- Local service (~260k lines) MAN
POP
- ISP (Internet service provider) Rede em Fibra Óptica
Cabo submarino
- LD (national and international) 24
% of net revenue


New Shareholder Structure

Before Intelig After Intelig

TIM Brasil Serv. e TIM Brasil Serv. e
Part. S.A. Free Float JVCO Free Float
Part. S.A.
T : 69.86%
ON: 81.32% T : 30.14% T : 66.27% T : 5.14% T : 28.59%
PN: 63.94% ON: 18.68% ON: 77.14% ON: 5.14% ON: 17.72%
PN: 36.06% PN: 60.65% PN: 5.14% PN: 34.21%

100% 100%
100%

TIM Cel. S.A. TIM Cel. S.A.

100% 100%

TIM Nord. S.A. TIM Nord. S.A.

25


Rational behind the Deal
Grow current business New markets

Support long distance traffic growth to Growth in the Fixed residential market :
mobile and fixed Revamp of long distance share

Development of own network for data Convergent offers: multiple-play
transmission and 3G coverage
Performance in the Corporate segment:
Deploying a network to support the data
Convergent solutions (voice and data, F-M)
traffic sudden increase
Custom applications

Gain of Efficiency

Integration of backbone network and
backhauling with leased lines migration

System integration (billing, customer care,
provisioning, processes, commercial)

26


Expected benefits: further profitability, further growth

Efficiency Gains Addressing new markets
Leased Lines Cost Intelig Revenues

1200
Inertial Costs
1000
Residential

800

~ -50%
600

Business
400

200

Expected Costs
Wholesale
0

2008 2009 2010 2011 2012 2008 2009 2010 2011 2012

Reduction of up to 50% of the inertial leased lines costs and structural growth in profitability
Integration completed in April
Saving from Q1 '10, under the Q4 '10
TIM’s Revenue growth driven by the strong growth in Intelig Fixed Business
27




Next Challenges



28


Market Facts
Stock Performance New Shareholders Structure
TCLS4 TCSL3 IBOV
100,0 TIM Part. Total (%) Control (%) Free Float (%)

80,0 Common 843,281,477 100% 650,537,118 77% 192,744,359 23%

60,0 Preferred 1,632,453,583 100% 990,098,811 61% 642,354,772 39%

Total 2,475,735,059 100% 1,640,635,929 100% 835,099,130 100%
40,0
*Jan, 2010
20,0

-

Telecom Italia
(20,0)
100%
Dec-08 Jan-09 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09
TIM Brasil
Market Panel* ON: 77%
PN: 61%
Market Capitalization: R$ 13.00 Billion Market Capitalization: US$ 7,47 Billion Total: 66%

Stock Exchange: : BOVESPA Stock Exchange: : BOVESPA Stock Exchange: : NYSE
TIM Participações
Ticker Symbol: TCSL4 (Preferred) Ticker Symbol: TCSL3 (Common) Ticker Symbol: TSU (ADR) 100%
Price: R$ 5,12 Price: R$ 7,15 Price: US$ 29,76
52 Week Price Range: 52 Week Price Range: 52 Week Price Range: TIM Celular
High – R$ 5.20 High – R$ 7.95 High – US$ 30.13
Low – R$ 2.64 Low – R$ 4.91 Low – US$ 11.99

*All Market Panel data refer to Dec 30, 2009. 29


Historical indicators: operational results

QoQ YoY
3Q09 2Q09 3Q08
% %
Brazilian Wireless Subscriber Base (million) 166.1 159.6 140.8 4.1% 18.0%
Estimated Total Penetration 86.7% 83.5% 73.3% 3.2 p.p. 13.4 p.p.
Municipalities Served - TIM GSM 2,958 2,944 2,765 0.5% 7.0%
Market Share 23.8% 23.7% 25.0% 0.1 p.p. -1.2 p.p.
Total Lines ('000) 39,600 37,826 35,206 4.7% 12.5%
Prepaid 33,297 31,610 28,386 5.3% 17.3%
Postpaid 6,303 6,216 6,820 1.4% -7.6%
Gross Additions ('000) 5,930 4,855 4,573 22.1% 29.7%
Net Additions ('000) 1,774 1,729 1,392 2.6% 27.5%
Churn 10.9% 8.6% 9.4% 2.3 p.p 1.5 p.p
ARPU (R$) 26.5 26.6 30.1 -0.2% -12.0%
MOU 90 73 101 23.2% -10.7%
ARPM (R$) 0.29 0.36 0.30 -19.0% -1.5%
SAC (R$) 113 120 110 -6.2% 2.1%
Investment (R$ million) 535.9 422.5 510.7 26.8% 4.9%
Employees 9,351 10,174 10,173 -8.1% -8.1%

Numbers are according to previously published earnings release, and therefore, may differ from the subsequent publishing due to rounding and re-classification. 30


Historical indicators: financial results
3Q08 2Q09 3Q09 QoQ % YoY %
Thousands R$
Net Revenues 3.406.923 3.304.252 3.337.481 1,0% -2,0%
Services 3.114.872 2.936.240 3.083.348 5,0% -1,0%
Handset Revenue 292.051 368.012 254.133 -30,9% -13,0%

Operating Expenses (2.608.467) (2.568.235) (2.578.700) 0,4% -1,1%
Personal Expenses (152.654) (138.181) (144.695) 4,7% -5,2%
Selling and Marketing Expenses (715.019) (829.036) (873.341) 5,3% 22,1%
Network & Interconnection (1.077.171) (920.902) (964.315) 4,7% -10,5%
General & Administrative (101.496) (113.542) (100.954) -11,1% -0,5%
Cost of Goods Sold (378.072) (466.727) (335.308) -28,2% -11,3%
Bad Debt (143.250) (105.949) (99.552) -6,0% -30,5%
Other operational revenues (expenses) (40.804) 6.102 (60.534) - 48,4%

EBITDA 798.456 736.016 758.781 3,1% -5,0%
EBITDA - Margin over total net revenues 23,4% 22,3% 22,7% 0,5 p.p. -0,7 p.p.

Depreciation & Amortization (617.988) (647.451) (663.684) 2,5% 7,4%

EBIT 180.468 88.565 95.097 7,4% -47,3%

Net Financial Results (152.943) (65.857) (61.865) -6,1% -59,5%

Income (loss) before taxes and Minorities 27.526 22.708 33.232 46,3% 20,7%

Income tax and social contribution (39.579) (37.956) 27.579 - -
Net Income (Loss) (12.053) (15.247) 60.811 - -

Numbers are according to previously published earnings release, and therefore, may differ from the subsequent publishing due to rounding and re-classification. 31


“Safe Harbor” Statements

Statements in this presentation, as well as oral statements made by the management of TIM
Participações S.A. (the “Company”, or “TIM”), that are not historical fact constitute “forward
looking statements” that involve factors that could cause the actual results of the Company to
differ materially from historical results or from any results expressed or implied by such forward
looking statements. The Company cautions users of this presentation not to place undue
reliance on forward looking statements, which may be based on assumptions and anticipated
events that do not materialize.

Investor Relations Visit our Website

Avenida das Américas, 3434 - Bloco 01 http://www.tim.com.br/ir
6° andar – Barra da Tijuca
22640-102 Rio de Janeiro, RJ
Phone: +55 21 4009-3742 / 4009-3446 / 4009-4017
Fax: +55 21 4009-3990

32

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