1
Sustainability 
Report
2022

1
Chairman’s Letter
Sustainability in Tenaris
Climate Change
Stakeholder Engagement & Materiality Analysis
EU Taxonomy
Our actions for a more sustainable business 
Global Organization
Economic Overview
Health & Safety
Environment
Innovation and the Value Chain
Human Capital
Community Relations
Governance, Risk and Compliance
Accounting Policies
Annex I - GRI
Annex II - SASB 
Annex III - TCFD
Annex IV - Sustainability Performance Indicators
Annex V - EU Taxonomy tables
Independent Limited Assurance Report
Corporate Information
02
06
08
14
18
22
24
26
28
38
54
64
74
82
90
96
99
100
101
108
109
124
Index

2

3
2022 was a record year for Tenaris. We were able 
to take advantage of favorable market conditions, 
particularly in North America, and the efficient 
deployment of our global industrial system to generate 
strong increases in sales and margins through the year. 
Our sales grew 80% to USD 11.8 billion, our  
EBITDA rose to USD 3.6 billion, and our net income 
rose to USD 2.5 billion, or 22% of net sales. With a 
solid balance sheet and good prospects for an increase 
in cash ﬂow in the year ahead, we are proposing to 
raise our dividend for the 2022 year by 24% to USD 
0.51 per share. 
We produced over 3.5 million tons of steel pipes 
worldwide, sustaining an ongoing ramp up of our 
facilities in the USA and high levels of production 
throughout our industrial system. Despite the use of 
longer and more complex production and logistics 
routes, we were able to maintain high standards for 
safety, product quality and consumption of materials.
During the year, we hired 6,500 new employees 
and, in our induction training routines, we paid 
close attention to the importance of having a safety 
mindset with awareness and behaviors suitable for 
the industrial environment of our shop ﬂoor. We 
empower all our employees to be proactive in always 
taking preventive safety actions. Our lost time injury 
frequency rate for the year declined by 10% to 0.9 
per million man hours worked. We are grateful to our 
people working in the plant for their contribution to 
this result.
We increased the deployment of our Rig Direct® 
services. We are now serving over 500 rigs directly 
worldwide. Our unique service platform allows us 
to integrate our operations more closely with our 
customers, minimizing material production and ﬂows, 
and provide digital and technical services that can 
further differentiate us from our competitors. 
As we increased production, sales and service, 
our logistics operations have reached a substantial 
magnitude. To give an idea of the efforts involved, 
between inter-mill transportation and delivery to 
customers, we moved around 10 million tons of 
material all around the world. We are strengthening 
the reliability of our supply chain through the 
digitalization of our material ﬂows.
2022 marked a turning point in our deployment in 
the United States. The country accounted for more 
than 40% of our total sales, most of which are now 
produced locally. We brought the Bay City mill to full 
production capacity and ramped up production in the 
rest of our US industrial system including the restart 
of production of welded pipes and of heat treatment 
and ﬁnishing at our Baytown and Koppel sites. We 
hired more than 1,500 new employees during the year 
and now employ 3,600 persons in the country. 
Chairman’s 
Letter

4
As we look ahead, we view that the current balance in 
the oil market and high demand for LNG will support 
oil and gas prices and investment in the sector. We 
expect that the number of oil and gas wells drilled 
around the world in 2023 will increase and this will 
drive global OCTG demand to around 16 million tons 
to reach its highest level since 2014.
With the increase in activity, we expect further 
sales and cash ﬂow growth with increases in sales 
to offshore developments, in the Middle East and in 
pipeline infrastructure in South America. 
Our achievements over the past year that will support 
this growth include: our multi-year agreement with 
ExxonMobil to supply their offshore operations in 
Guyana; our agreements with Petrobras to supply 
their pre-salt operations; the renewal of our long-
term worldwide agreement with ENI; the renewal 
of our long-term agreement with QatarGas and 
the consolidation of our long-term agreement with 
ADNOC. We also extended our long-term agreements 
with YPF and Pemex and were awarded supply 
agreements for major gas pipeline projects for the 
Vaca Muerta ﬁeld in Argentina and the North Field 
expansion in Qatar.
The sustainability of our operations worldwide 
depends on the support and development of our local 
communities. Safety and care for the environment 
are paramount, as is support for employee and 
community development. Given its essential role in 
progress and development, we have put education  
at the core of our community activities. 
The energy transition is progressing, but its pace 
will be gradual. The phasing out of fossil fuels 
needs to be balanced with considerations of energy 
security, access and affordability in a world which 
has distinct regional priorities. Our role is to support 
our customers with high quality, efficient tubular 
solutions so that current sources of energy can be 
delivered securely and affordably with the lowest 
impact possible on the environment. At the same time, 
we are developing products and solutions for cleaner 
sources of energy and carbon abatement systems, such 
as hydrogen, geothermal energy and carbon dioxide 
transportation and storage systems. 
An essential part of our role is to reduce the 
carbon emissions from our operations as quickly 
as technology and market conditions allow. We are 
making good progress towards our initial target 
of reducing the carbon emissions intensity of our 
operations by 30% by 2030 compared to a 2018 
baseline. Around 30% of our capex is now being 
directed to projects that will contribute to this target 
and other environmental objectives. In addition to 
our wind farm in Argentina, we will be making 
investments which will contribute to improving energy 
efficiency in Italy and Argentina and improving air 
quality at our Koppel steel shop in the United States.

5
Our efforts to strengthen technical education are 
increasingly recognized. The Roberto Rocca Technical 
School in Campana became the ﬁrst school in 
Argentina to be qualiﬁed as a Technical Training 
Center providing certiﬁcations to members of the 
local community for Industry 4.0 -related technical 
training, in partnership with German automation and 
industrial companies, FESTO and Siemens. 
In Cartagena, Colombia, through our Roberto Rocca 
Technical Gene program, we helped to redesign a 
technical school, introducing new technical study 
courses in partnership with the SENA national learning 
system and improving job opportunities with local 
industrial companies for young people in the community.
Over the past year, Tenaris has made good progress 
on many fronts and produced record ﬁnancial results. 
We have been able to achieve this only thanks to the 
conﬁdence our customers have placed in us and the 
constant efforts and outstanding performance of our 
diverse and united team of employees around the world 
in a volatile and fast-moving environment. We thank 
them together with our suppliers and shareholders 
for their continued support for our company. 
Sincerely,
Paolo Rocca
March 31, 2023

6
Tenaris is a leading global manufacturer and supplier of 
steel pipe products and related services for the world’s 
energy industry and other industrial applications. Our 
customers include most of the world’s leading oil and 
gas companies, and we operate an integrated network of 
steel pipe manufacturing, research, ﬁnishing and service 
facilities with industrial operations in the Americas, 
Europe, the Middle East, Asia and Africa. 
 
Although our operations focus on serving the oil 
and gas industry, we also supply pipes and tubular 
components for non-energy applications. We develop 
and supply products and services for low-carbon energy 
applications such as geothermal wells, waste-to-energy 
(bio-energy) power plants, hydrogen storage and 
transportation, and carbon capture and storage.    
Through an integrated global network of R&D, 
manufacturing and service facilities, and a team of 
25,000 people worldwide, we work with our customers 
to meet their needs in a timely manner, observing the 
highest levels of product performance and reliability.   
Our core values of safety, health, environment, quality 
and transparency guide our daily activity. They are 
clearly reﬂected in our QHSE policy (www.tenaris.
com/en/sustainability/), and our Code of Conduct 
(www.tenaris.com/en/ sustainability/governance-and-
ethics/), and are embedded in all aspects of our business 
processes. This report, now in its ninth edition, shows 
how these values translate into concrete actions and are 
reﬂected in our performance indicators.   
As a long-term project, Tenaris goes back over six 
decades. Since we opened our ﬁrst mill on the banks of 
the Paraná River in Campana, Argentina, in the early 
1950s, our prime objective has been to grow together 
with the communities where we work and live. We are 
equally committed to providing our employees with a safe 
working environment and opportunities for professional 
development; to minimizing our environmental footprint, 
and being a reliable partner for our customers.  
Tenaris is a signatory to the United Nations Global 
Compact, a commitment to translate the Ten Principles 
deriving from the Universal Declaration of Human 
Rights into daily business activity. Our Human Rights 
Policy is a pledge to conduct company operations 
commensurate with human rights principles. 
Although steel can be reused and recycled indeﬁnitely, 
playing a key role in the development of society 
and improving quality of life, the steel industry is a 
signiﬁcant source of carbon emissions worldwide. 
The industry has joined forces to promote transparent 
reporting and take action to reduce emissions, with 
Tenaris playing a leading role in these initiatives. 
For the past ﬁve years, worldsteel has named Tenaris 
a Sustainability Champion for “leading the way in 
creating a truly sustainable steel industry and society.” 
We have integrated climate change risks into our 
governance and business strategy, and set a medium-
term target to reduce the carbon intensity of our 
activities by 2030 as part of our longer-term carbon 
neutrality objective. As a leader in our industrial 
sector, we aim to be at the forefront of sector carbon 
performance and initiatives to reduce emissions. 
A signiﬁcant part of our investments goes to 
improving safety, reducing the environmental 
impact of our operations, and advancing educational 
standards and opportunities in our communities, 
considered critical to our long-term sustainability.  
Our Health, Safety and Environment, and Quality 
Management systems are designed according to the 
latest versions of the ISO 14001, ISO 45001 and ISO 
9001 standards. Today, 89% of our production sites 
are working under management systems certiﬁed 
according to these standards.  
Sustainability 
in Tenaris

7
Our reporting, in context 
Tenaris is committed to strengthening a corporate 
culture of integrity, transparency and rational 
decision-making. We aim to transparently disclose 
and communicate all issues with a positive or negative 
effect on our internal and external stakeholders.  
This report has been prepared with reference to the 
Global Reporting Initiative (GRI) and is based on the 
guidelines established by worldsteel, the UN Global 
Compact, the Sustainability Accounting Standards 
Board (SASB) and the recommendations of the Task 
Force on Climate-related Financial Disclosures 
(TCFD). Please see the GRI, SASB and TCFD content 
indices at the end of this report. We have identiﬁed, 
evaluated and prioritized topics that can materially 
impact our ability to sustainably achieve our 
objectives, taking into consideration these guidelines 
and our own risk assessment. These indicators were 
chosen to show the most relevant aspects of our 
execution in the areas of Economic Performance; 
Health and Safety; Environment; Innovation and the 
Value Chain; Human Capital; Community Relations; 
and Governance, Risk and Compliance.  
The material topics selected cover our whole value chain, 
from sourcing, product manufacturing and services 
delivery, to the end use of our products. They take into 
account information from our stakeholders and reﬂect 
our internal strategy and objectives. In this report, we 
highlight how our actions contribute to achieving the 
Sustainable Development Goals deﬁned by the UN in 
2015. This report, which is part of our 2022 Annual 
Report, has been approved by the board of directors 
of Tenaris S.A. (the “Company”) on March 31, 2023, 
and includes the non-ﬁnancial information required 
to be disclosed in accordance with Luxembourg law.
(1)  
Certain selected information contained in this report has 
been reviewed under ISAE 3000 Limited Assurance by 
our external auditors, PwC Société cooperative. Please 
see the “Accounting policies” section for speciﬁcations 
on methodologies and criteria used to calculate the 
performance indicators included in the report.
(1) Article 1730-1 of the Luxembourg Law of August 10, 
1915, on commercial companies, as amended, and Articles 68 
and 68bis of the Luxembourg Law of December 19, 2002, on 
the commercial and companies register and on the accounting 
records and annual accounts of undertakings, as amended.
Our business strategy is as much about safety, reducing 
our environmental footprint and contributing to the 
development of our local communities, as it is about 
meeting the demands of the oil and gas industry.

8
We work closely with our customers as they seek to 
establish sustainable sourcing policies throughout their 
supply chain, thus requiring a more speciﬁc disclosure 
of climate change-related impacts. For this purpose, 
we have joined the Carbon Disclosure Project (CDP) 
and are using the Ecovadis and Open-es sustainability 
assessment platforms, among others. 
We also encourage the use of sustainable practices 
among our suppliers and are introducing a Sustainable 
Sourcing Policy to strengthen our efforts in this area.
EAF producer
All the steel we manufacture is produced in electric 
arc furnaces using recycled steel scrap as the primary 
source of metallic feedstock. We supplement the use 
of steel scrap with metallic raw materials such as 
pig iron, direct reduced iron and ferroalloys to meet 
quality, productivity and materials speciﬁcation 
requirements. In Argentina, where the availability of 
steel scrap is limited, we operate a facility to produce 
direct reduced iron using natural gas. 
Steel produced in electric arc furnaces using a high 
proportion of scrap in the metallic charge generally 
has a substantially lower carbon intensity than steel 
produced using iron ore and metallurgical coal as the 
primary feedstock. The carbon emissions intensity for 
steel products produced at our steel manufacturing 
sites is around 40% below the average for the global 
steel industry (as reported by worldsteel). 
We also purchase steel from third-party suppliers, 
primarily for the production of welded pipe products. 
As many of these suppliers produce steel products using 
iron ore and coal, the carbon emissions intensity of our 
pipes produced with this steel is often higher than that 
of those manufactured using our own steel.
Tenaris recognizes that climate change presents 
signiﬁcant risks to society in general and to its 
business in particular, taking into account the 
markets where we operate, the potential impact of 
government regulations on our operations and those 
of our customers, and the location of our physical 
assets. Tenaris also acknowledges that climate change 
offers strategic opportunities to consolidate its leading 
market position and diversify sales. Please see the 
“Risk factors” section of our 2022 Annual Report for 
further details of our climate change-related risks.
Given the relevance of climate change for Tenaris’s 
overall business and strategy, the Company’s board of 
directors reviews the development and implementation 
of our strategy to address climate change on a quarterly 
basis. The Company’s board of directors has appointed 
its Vice-Chairman, Germán Curá, to take responsibility 
for this topic and keep it informed of the progress made. 
As part of our efforts to address climate change, we 
are investing in and adapting our operations to reduce 
their carbon intensity, and developing products and 
services for use in low-carbon energy applications. 
We regularly assess and track global progress towards 
the energy transition, monitoring the goals, policies, 
regulations, technologies and other global and 
national developments that may speed up or hinder 
the progress of this transition in the years ahead, or 
may present any risks to our operations. 
We continue to strengthen our disclosure of climate 
change-related information in accordance with the 
most relevant international frameworks and standards 
that are being developed. This year, for example, we 
are reporting our carbon dioxide emissions using the 
Greenhouse Gas (GHG) Protocol methodology, which, 
despite differences with worldsteel’s methodology, does 
not materially alter past reported results. 
Climate
Change

9
Scopes: 1: Direct emissions from the site. 2: Indirect emissions related to electricity consumption. 3: Indirect emissions related to raw materials use.
Average values of CO2-eq intensity.
Rolling, heat treatment & ﬁnishing
Æ
Scope 1
Scope 2
%
0
0.5
1.0
1.5
2.0
2.5
SEAMLESS
TUBES
STEEL
Steel plates
or coils
Welding, heat treatment & ﬁnishing
Æ
Scope 1
Scope 2
Scope 3
%
0
0.5
1.0
1.5
2.0
2.5
WELDED
TUBES
Steel making
Æ
Natural gas
Electricity
CO2-eq
0.2–0.5 tn CO2-eq / ton steel
1.1–2.5 tn CO2-eq / ton steel
0.3–1.2 tn CO2-eq / ton steel
Range
0
0.5
1.0
1.5
2.0
2.5
Scope 1
Scope 2
Scope 3
Pig iron/ hot 
briquetted iron 
DRI
Iron ore
re
+
+
Æ EAF
Scrap
+
+
%
In 2022, we invested USD 110 million in projects 
which are expected to help reduce the carbon intensity 
of our operations and improve their environmental 
performance. We expect investments in such projects 
to increase further, accounting for some 30% of our 
total capital expenditure in 2023.
We have already made good progress towards this 
strategic objective. By focusing on energy efficiency 
and increasing the proportion of steel scrap used in 
our electric furnaces, the carbon emissions intensity 
of our tubular operations has declined to 1.17 tons 
of CO2 equivalent per ton of steel processed. This 
compares with the 1.43 tons of CO2 equivalent per 
ton of steel processed in 2018. Our emissions refer to 
the GHG Protocol, and have been reviewed by our 
external auditors. 
Reducing the carbon intensity of our 
operations
In February 2021, we set a medium-term target 
to reduce the carbon emissions intensity of our 
operations by 30% by the year 2030, compared 
to a 2018 baseline, considering Scopes 1, 2 and 3 
emissions. Within Scope 3 emissions, the target 
considers emissions related to raw materials and steel 
purchased from third parties, which represents the 
largest source of our Scope 3 emissions. 
To achieve this target, we have increased the 
proportion of recycled steel scrap in the metallic mix 
used for the steel we produce, and we are investing 
in projects to continue improving energy efficiency 
and increasing the share of renewable or low carbon 
electricity, as well as investing to further improve 
scrap handling and collection in our operations. 
Emissions by process

10
Nevertheless, we were able to reduce Scope 1 emissions 
intensity in 2022, largely through greater energy 
efficiency, and will continue investing in this area as  
well as in higher scrap use. 
We are also investing in reducing Scope 2 emissions 
intensity by using renewable energy at our facilities 
around the world. We are building a wind farm 
in Argentina with an investment of approximately 
USD 200 million, due to come into operation in 
the second half of 2023. The wind farm project is 
expected to reduce our CO2 emissions in Argentina 
by some 150,000 tons per year, supply close to 
50% of the electricity requirements at our Siderca 
mill, and reduce our exposure to government-ﬁxed 
electric power prices. In Europe, we are making some 
small renewable energy investments, seeking further 
opportunities to increase renewables use at our sites.   
Our medium-term target to reduce the carbon intensity 
of our operations is the ﬁrst step toward decarbonizing 
them to reach net zero carbon emissions. The timing 
for achieving this goal depends on different factors, 
such as emerging technologies as well as market and 
regulatory conditions, including carbon pricing and 
customer support. We are allocating substantial 
resources to our decarbonization strategy, which  
we also expect to boost our competitive positioning.
As we pursue our strategy of decarbonizing our 
operations, we are exploring a range of possibilities 
with our partners from around the world, knowing 
that there is no one solution and certain alternatives 
are better suited to speciﬁc sites or regions, depending 
on local infrastructure, resources, and conditions. As 
industry leaders, we seek to be competitive in offering 
our customers low-carbon products. 
Much of the reduction in emissions intensity achieved 
to-date has been through increasing scrap use and 
reducing the use of purchased pig iron, thus reducing 
Scope 3 emissions. In 2022, however, Scope 3 emissions 
intensity rose as we increased the proportion of welded 
steel pipes in our mix to meet the strong demand for 
pipeline projects in Latin America and the Middle East. 
Both, the demand for pipeline projects and Scope 3 
emissions are expected to rise further in 2023. 
CO2-eq emissions: 
Tubular production and processing sites
LEFT AXIS:
Scope 1 tons CO2-eq: direct emissions 
Scope 2 tons CO2-eq: market based approach electricity emissions
Scope 3 tons CO2-eq: upstream cat. 1 emissions
RIGHT AXIS:
Intensity tons CO2-eq / ton steel
2021
2022
1.5
1.0
0.5
0
tons CO2-eq / ton steel
Million tons CO2-eq
7
6
5
4
3
2
1
0
2018
2020
2019
2.1
1.1
2.4
1.9
0.9
1.8
2.0
1.0
3.4
1.2
1.3
0.6
2.3
1.8
0.9
Scope 1
Scope 2
Scope 3
Total
Intensity variation vs. 2018
CO2-eq emissions intensity (CO2-eq ton/ ton steel cast or processed)
2018
0.45
 0.22
 0.76
1.43
2019
0.47
0.26
0.62
1.35
-6%
2020
0.48
0.26
0.60
1.33
-6%
2021
0.48
0.23
0.46
1.17
-18%
2022
0.43
0.24
0.50
1.17
-18%

11
Tenaris takes these risks into consideration when 
evaluating its investments in projects and the 
acquisition of equipment to produce steel pipes, 
factoring them into the accounting estimates and 
assumptions used to assess the carrying value of 
its assets. 
Products for the energy transition
As suppliers of tubular products and services to the 
energy industry, we see in the energy transition an 
opportunity to develop new products and services 
for potentially fast-growing segments like hydrogen 
transportation and storage, carbon capture and 
sequestration (CCS), and geothermal installations. 
In the past two years, we have increased investments 
in R&D and our organizational focus in these areas, 
which are expected, eventually, to contribute a relevant 
revenue stream. 
We have developed a range of materials technologies 
suitable for use in hydrogen storage and transportation, 
where there is growing demand for large, high-pressure 
vessels used in the build-out of hydrogen refueling 
stations for heavy-duty vehicles and buses, mostly in 
Europe and California. We are also seeing increasing 
interest from customers in developing CCS projects. 
During 2022, we delivered the pipes for a pipeline 
for the Northern Lights CCS project in Norway. 
Following extensive product testing, we were awarded 
a contract to supply casing for CO2 injection wells for 
the UK’s Hynet project.      
Internal carbon price and ﬁnancial 
considerations
To accelerate the fulﬁlment of our decarbonization 
targets and anticipate the future implementation of 
carbon pricing mechanisms around the world, we have 
introduced an internal carbon price at a minimum 
of USD 80/ton. This internal carbon price is primarily 
used to evaluate investments in projects that could 
contribute to lower carbon emissions and decarbonize 
our operations. 
We constantly monitor the evolution of our main 
customer strategies and scenarios for future energy 
demand, considering the global objectives to address 
climate change by reducing carbon emissions as well 
as governments objectives to achieve a carbon-neutral 
economy. We also assess the future market outlook for 
our products with reference to the different scenarios 
for oil and gas demand published by our customers, 
international agencies such as the International Energy 
Agency (IEA), and expert energy market consultancies, 
such as Rystad.   
We pay particular attention to the historical record 
and potential pace of change in the adoption of new 
technologies, regulations and behaviors which may 
affect future oil and gas demand. These scenarios 
and assessments provide fundamental input for 
formulating and evaluating our business strategy 
and how we address the risks and opportunities 
posed by climate change. 
There are many potential outcomes and much 
uncertainty about the pace at which the transition 
may be accomplished as we move from today’s use 
of fossil fuels, including oil and gas, to cleaner fuels, 
while overall energy demand is expected to rise. 
Rating 68/100
93rd percentile
Level reached: 9/12
Average benchmark: 5/12
Top benchmark: 9/12
B
RATINGS
Climate

12
Our ﬁeld-proven Dopeless® technology replaces the use 
of running compounds, increasing reliability for cleaner, 
safer and more sustainable operations.

13

14
Stakeholder Engagement 
& Materiality Analysis
Stakeholder Engagement 
In 2022, we continued to track those sustainability 
issues in which our stakeholders show most interest 
through ongoing involvement and dialogue, enabling 
us to take the views and interests of our workforce, 
customers, investors and trade associations into 
account when determining the material factors 
considered in this sustainability report.  
Employees
Our people are the foundations of our company’s 
success, and thus attracting, developing and retaining 
the talent we need is a top priority. The backdrop 
of shifting workplace values as new hybrid working 
practices become the norm presents fresh challenges  
for engaging with our present and future talent. 
To keep pace with these changes, we emphasize 
dialogue and exchange between managers and their 
teams through quarterly feedback check-ins, periodic 
Town Halls, Employee Opinion and Pulse Surveys, 
and performance reviews to address concerns and 
other issues. 
In 2022, our CEO broadcast four Live Talks followed 
by Q&A sessions where employees from around the 
world were invited to ask any questions they wanted, 
and feedback was requested from the audience after 
the event.  
Customers
We pursue active dialogue with our customers  
to understand their needs and priorities, and have  
formed long-term partnerships with many, leading  
to opportunities for supply chain, technological  
and digital integration. 
Our customers regularly discuss with us the challenges 
and difficulties they encounter in the course of their 
business, fostering new opportunities to invest in 
technology, research and development, and to design  
and improve our range of products and services.
In 2022, some customers asked us to contribute to 
sustainability surveys of their supply chain, as well 
as provide data about Tenaris’s performance for 
sustainability benchmarking and global disclosure 
systems such as the Carbon Disclosure Project (CDP) or 
EcoVadis, among others. This enabled us to ratify key 
sustainability topics of interest.
Suppliers
A key part of our drive to develop increasingly 
sustainable procurement practices involves inviting  
our suppliers to help us understand their sustainability 
risks and topics of interest. 
We work with our suppliers to strengthen our supply 
chains, sharing know-how through various different 
training and assistance programs. Through Exiros,  
our specialized procurement company, whose ownership 
we share with our sister company Ternium, we receive 
feedback about the sustainability issues of greatest 
interest to suppliers.

15
Communities
We maintain constant dialogue with the communities 
surrounding our major plants through speciﬁc social 
media channels developed for each one. We use these 
channels to alert our communities about speciﬁc issues 
that could affect them, and encourage them to express 
their concerns. 
Further engagement with our communities comes 
through our actions to support education and students 
in our communities, working with students and 
teachers as well as school authorities, on the basis of 
a constant assessment of needs and results, identiﬁed 
through dialogue and exchange.
Investors
We maintain ﬂuent communication with our 
shareholders through quarterly conference calls, in-
person meetings and quarterly requests for anonymous 
feedback. These occasions present opportunities for us 
to exchange information and track trends.  
Based on the ratings sponsored by investors, such as 
MSCI and Sustainalytics, as well as investor feedback 
in general, we have been able to establish key areas  
of interest. 
Government
We give great importance to the critical role played by 
government agencies in protecting the environment, 
the economy and social welfare. We work closely with 
government officials and regulatory agencies to ensure 
we comply with applicable laws and regulations. In 
addition, we exchange information and points of view 
aimed at articulating actions to beneﬁt all stakeholders.  
Industry Associations
As members of several industrial associations, we work 
alongside our peers in the industry to address common 
challenges, sharing best practices to create a truly 
sustainable steel industry and society, as demonstrated 
in our commitment to sustainable development and 
the circular economy. We focus on contributing to 
sustainable sourcing, manufacturing practices and 
integrated supply chain management in efforts to 
reduce the industry’s footprint as a whole. We play 
an active role in worldsteel, and have taken into 
consideration its latest materiality assessment as a basis 
for our analysis, with nine sustainability topics relevant 
to the steel industry and its stakeholders, including 
climate action, circular economy, environmental 
care, safety & health, our people, local communities, 
responsible value chain, ethical & transparent 
operations, and innovation & prosperity. 
Materiality Analysis
Our deﬁnition of material topics has taken into 
account a combination of internal and external 
factors, topics which may reasonably be considered 
to be relevant inasmuch as they reﬂect our economic, 
environmental and social impacts, or have an 
inﬂuence on the decisions of our stakeholders. 
These factors include Tenaris’s own considerations  
and strategy, concerns expressed by stakeholders,  
and aspects covered by the different guidelines used  
to prepare this report: worldsteel, UN Global 
Compact, GRI, SASB, and TCFD. Additionally, we 
also take into account expert investigations and a raft 
of broader economic, environmental and interests 
raised by stakeholders, as well as the sustainability 
risks identiﬁed in the risk management roadmap 
prepared by our Critical Risk Committee (CRC).

16
Our impacts
In this section, we cover the impacts our actions 
may have on society and the environment, occurring 
during the course of our daily activities.
We take an holistic approach to the impacts, risks 
and opportunities related to Tenaris’s activities and 
its ﬁnancial impact, considering both potential and 
actual effects on Tenaris, and potential and actual 
impacts generated by Tenaris. 
Positive impacts are those where we contribute to 
society and sustainable development through our 
activities. For instance, we manufacture high-quality 
pipes that are used to meet a signiﬁcant proportion 
of the world’s energy requirements. We foster socio-
economic development by providing jobs, training 
and development for our 25,000 employees and our 
8,600 suppliers. We are also a relevant taxpayer in the 
societies where we operate, and provide educational, 
health and cultural support for the communities 
where we work. Please see our “Economic value 
generated and distributed in 2022” graph in the 
Economic Overview section.
At the same time, we recognize that our actions 
can lead to negative impacts, particularly on the 
environment: through emissions, spills, waste, 
and effluents discharged into water, soil and air. 
Additionally, we recognize that our activities could, 
potentially, represent a risk to the health, safety 
and well-being of our employees, contractors and 
suppliers, or affect their human rights. 
To reduce and minimize those risks, we have 
implemented several policies and management 
processes, while taking action to minimize or mitigate 
negative effects.  
Each chapter in this report describes the challenges that 
we face and the policies developed or commitments 
made, as well as the actions taken to address each topic 
in particular and to manage related impacts.
People
•
• 
• 
•
•
Planet
•
• 
Employee health & safety
Employee training, development, retention 
and engagement
Diversity, inclusion and equal opportunities
Human rights and freedom of association
Community relations and development
Prosperity
•
• 
•
•
•
Energy transition: development of low-carbon 
product portfolio
Economic performance and distribution
Innovation
Customer relationships / satisfaction
Supply chain sustainability
Climate change: greenhouse gas emission reduction 
and energy efﬁciency
Environment aspects: air emissions, water and waste 
management and material efﬁciency
Governance
•
• 
Corporate governance, business ethics and 
transparency
Risk management

17
We ensure continuing engagement with our employees, by prioritizing 
dialogue and exchange through regular opinion surveys as part of our 
drive to foster a culture of transparency and dialogue in the workplace.

18
EU taxonomy
The following information is provided in accordance 
with Article 8 of Regulation (EU) 2020/852 of 
the European Parliament and of the Council, 
supplemented by Commission Delegated Regulation 
(EU) 2021/2139 of 4 June 2021 and Commission 
Delegated Regulation (EU) 2021/2178 of 6 July 
2021 (both as amended by Commission Delegated 
Regulation (EU) 2022/1214 of 9 March 2022), 
(collectively, the “Taxonomy Regulation”). 
Tenaris’s Tubes segment includes the production 
and sale of both seamless and welded steel tubular 
products and related services mainly for the energy 
industry, particularly casing and tubing, or OCTG, 
used in oil and gas drilling operations and line pipe 
used in the transportation and processing of oil 
and gas, but also for other industrial applications. 
Our processes include steel manufacturing and its 
transformation into tubular products.
Business activities included in this segment are largely 
dependent on the oil and gas industry worldwide, as 
this industry is a major consumer of steel pipe products.
Major oil and gas companies are beginning to adapt 
their strategies and increase their investments in 
renewable energies to address the energy transition while 
maintaining their capability to meet market demand and 
reduce the emissions from their operations.  
As the energy transition advances, demand for 
our products and services for low-carbon energy 
applications, such as geothermal, hydrogen and carbon 
capture and storage, is expected to increase, while 
demand for oil and gas applications may decrease. 
Additionally, as part of our efforts to address climate 
change, we are investing in adapting our operations in 
line with our target to reduce their carbon emissions 
intensity rate by 30% by the year 2030, compared to  
a 2018 baseline. 
All the steel we manufacture is produced in electric 
arc furnaces (EAF) using recycled steel scrap as the 
primary source of metallic feedstock. Steel produced 
in EAF using a high proportion of scrap in the 
metallic charge has a substantially lower carbon 
intensity than steel produced using iron ore and 
metallurgical coal as the primary feedstock. 
IDENTIFICATION AND ASSESSMENT  
OF ECONOMIC ACTIVITIES
Taxonomy eligibility
We have examined all economic activities carried out 
by Tenaris and we have identiﬁed the following two 
activities as taxonomy-eligible economic activities in 
accordance with the Taxonomy Regulation:
1) 3.9 Manufacture of iron and steel, Nace Code 
C24.20 Manufacture of tubes, pipes, hollow 
proﬁles and related ﬁttings, of steel (“steel tubes 
manufacturing”); and
2) 4.3 Electricity generation from wind power, Nace 
Code D35.11 Production of electricity (“wind power 
electricity generation”).  
Taxonomy alignment
Substantial contribution
An economic activity is taxonomy-aligned if it 
complies with the ﬁrst requirement described in the 
Taxonomy Regulation by contributing substantially  
to one or more of the environmental objectives.

19
For ﬁscal year 2022, we have concluded that both 
activities comply with DNSH criteria for all other 
environmental objectives. 
With respect to DNSH to climate change adaptation, 
a physical climate risk assessment is performed in 
accordance with the Taxonomy Regulation. As further 
explained in the “Corporate, Risk and Compliance” 
chapter of this report, the Company’s Critical Risk 
Committee focuses on risks considered to be critical 
and that may have a material effect on Tenaris’s assets, 
operations or reputation. Risks are evaluated according 
to the area that may be potentially impacted, the 
likelihood of their occurrence and the materiality of 
their effects. Environmental, health and safety, and 
regulatory risks are considered to be critical risks and 
monitored by the CRC, which periodically reports 
to the board of directors. For further information on 
physical risks resulting from climate change, please 
see “The physical risks resulting from climate change, 
including extreme weather conditions and shifts in 
weather patterns, have in the past and may in the future 
adversely affect our operations and ﬁnancial results” in 
our “Risk Factors” section of our 2022 Annual Report. 
For ﬁscal year 2022, we have concluded that both 
taxonomy-eligible activities performed by Tenaris—
steel tubes manufacturing and wind power electricity 
generation—substantially contribute to climate change 
mitigation (CCM) based on the technical screening 
criteria for substantial contributions to CCM, set forth 
in the Taxonomy Regulation, as described below: 
Steel tubes manufacturing: Tenaris has considered 
that its steel tubes manufacturing activity contributes 
to CCM when, at a facility level:
GHG emissions applied to electric arc furnace (EAF) 
high alloy steel do not exceed = 0.266116 t CO2-eq 
product (Scopes 1 + 2); and/or
Steel scrap input relative to product output is not lower 
than 70% for the production of high alloy steel.
Wind power electricity generation: the activity 
generates electricity from wind power and contributes 
to the reduction of Scope 2 emissions. 
Do No Signiﬁcant Harm (DNSH)
We have then analyzed the DNSH criteria for 
both taxonomy-eligible activities that contribute 
substantially to CCM by assessing the relevant 
sites where we perform those economic activities.  
•
•
Total sales (turnover)
      of which taxonomy-eligible 
      of which taxonomy-aligned
Total investment expenses (CapEx)
      of which taxonomy-eligible
      of which taxonomy-aligned
Total operating expenses (OpEx)
      of which taxonomy-eligible 
      of which taxonomy-aligned 
 11,763 
 11,133 
 7,131 
 378 
 375 
 222 
318 
 299
185 
FY 2022 in USD million
100%
95%
61%
100%
99%
59%
100%
94%
58%
FY 2022 Share %
EU Taxonomy KPIs:

20
Similarly, both taxonomy-eligible economic activities 
performed by Tenaris meet the DNSH criteria to 
sustainable use and protection of water and marine 
resources, pollution prevention and control and 
biodiversity protection, as further explained in the 
“Environment” chapter of this report. 
Minimum Safeguards (MS)
The ﬁnal step to taxonomy-alignment is compliance 
with the MS, which include human rights, corruption 
and bribery, taxation and fair competition. Adequate 
and effective processes have been implemented to 
ensure that both taxonomy-eligible activities comply 
with the MS. 
We understand that the behavior of our employees, 
officers and directors, as well as other participants 
along our value chain, plays a central role in 
complying with MS. Our Code of Conduct covers, 
among others, all four topics of the MS. Throughout 
this report and, in particular, in our “Governance, 
Risk and Compliance” chapter, we described our 
commitment, objectives and actions to ensure a 
corporate culture of transparency and integrity, based 
on ethical behavior and compliance with the law.
Key performance indicators (KPIs) 
See below a summary of EU Taxonomy KPIs for our 
taxonomy-aligned and taxonomy-eligible economic 
activities. The complete disclosures of KPIs relating  
to these activities can be found in Annex V.  
Deﬁnition and calculation of KPIs 
KPIs required to be disclosed in connection with 
taxonomy-eligible and taxonomy-aligned activities 
have been calculated based on the accounting policies 
applied in the consolidated ﬁnancial statements, 
prepared in accordance with International Financial 
Reporting Standards (IFRS).
Total turnover
The turnover KPIs represent the proportion of 
net turnover derived from products or services that  
are taxonomy-eligible, and the proportion of net 
turnover derived from products or services that  
are taxonomy-aligned. 
Taxonomy eligibility: all sales derived from our Tubes 
segment have been considered as taxonomy-eligible: 
numerator: sales derived from the Tubes segment. 
denominator: total sales as disclosed in the 
consolidated income statement. 
Taxonomy alignment: revenues derived from the sale 
of seamless tubular products have been considered 
taxonomy-aligned (based on the applicable technical 
screening criteria). We have excluded revenues derived 
from sales of welded tubular products because we lack 
information with respect to the steel purchased from 
third parties for the production of welded pipes, for 
the purposes of ensuring taxonomy alignment.
numerator: sales of seamless tubular products 
produced in taxonomy-aligned steel shops. 
denominator: total sales as disclosed in the 
consolidated income statement. 
For further information on our turnover calculations, 
please refer to note II. S “Accounting policy – Revenue 
Recognition” in our consolidated ﬁnancial statements 
for the year ended December 31, 2022.
Capital expenditures
The CapEx KPIs represent the proportion of capital 
expenditures in taxonomy-eligible activities and the 
proportion of capital expenditures in taxonomy-aligned 
activities. CapEx includes taxonomy-eligible investment 
which is part of a plan to upgrade a taxonomy-eligible 
activity into a taxonomy-aligned activity; for example, 
the construction of our wind farm in Argentina.
•
•
•
•

21
Taxonomy eligibility: 
numerator: capital expenditures for the Tubes segment.
denominator: aggregate capital expenditures disclosed 
in the consolidated statement of cash ﬂow. 
Taxonomy alignment: 
numerator: capital expenditures in our seamless tubular 
products production facilities, which use taxonomy-
aligned steel billets plus capital expenditures for the 
construction of our wind farm in Argentina, plus other 
investments in environmental and energy saving projects.
denominator: aggregate capital expenditures disclosed 
in the consolidated statement of cash ﬂow.
For further information about our CapEx 
calculations, please refer to “Capital Expenditure 
Program” in our Annual Report for the year ended 
December 31, 2022.
Operating expenditures 
The OpEx KPIs represent the proportion of operating 
expenditures in taxonomy-eligible activities and the 
proportion of operating expenditures in taxonomy-
aligned activities. 
The OpEx KPIs are calculated as follows: 
Taxonomy eligibility: 
numerator: maintenance expenses plus research and 
development expenditures corresponding to the Tubes 
segment cost of sales.
denominator: maintenance expenses plus research and 
development expenditures on a consolidated basis.
Taxonomy alignment: 
numerator: maintenance expenses plus research and 
development expenditures made at our seamless 
tubular products production facilities which use 
taxonomy-aligned steel billets.
denominator: maintenance expenses plus research and 
development expenditures on a consolidated basis.
For further information about our OpEx 
calculations, please refer to note II. T “Accounting 
policy – Cost of sales and other selling expenses”
in our consolidated ﬁnancial statements for the year 
ended December 31, 2022.
•
•
•
•
•
•
•
•
We work closely with our customers to develop sustainable 
solutions, shortening the supply chain between the mill 
and the rig.

22
Commitment
To develop integrated product and 
service solutions that meet customer 
requirements while enhancing 
safety, efﬁciency and reliability, and 
minimizing environmental impact 
through the supply chain
Objectives
Develop products and services to 
match evolving customer needs and 
enter new markets 
Promote supply chain efﬁciency 
through process simpliﬁcation, digital 
integration and minimization of waste  
Develop reliable and competitive 
value chains in the countries where 
we operate 
Actions
Develop safer and more efﬁcient 
connection technology solutions  
for the oil and gas industry 
R&D initiatives to develop materials 
and connections for CCS applications
Expand Rig Direct® service model 
enhanced with digital integration 
initiatives 
Digital integration, automation and 
artiﬁcial intelligence initiatives to 
enhance production management 
and improve quality, processes and 
lead times 
Adopt Sustainable Sourcing Policy  
to enhance sustainability throughout 
value chain
Æ 
•
Æ 
•
•
•
Æ 
•
•
•
•
•
Innovation
and Supply 
Chain
Commitment
To reduce our environmental footprint 
and contribute to global and regional 
goals for addressing climate change 
risks along our value chain
Objectives
Reduce the CO2-eq intensity of our 
operations by 30% from 2018 levels 
by 2030
Implement CO2-eq reduction 
opportunities along our value chain  
Minimize particulate emissions at 
our sites
Foster the circular economy by 
maximizing scrap recycling and 
minimizing waste to landﬁll
Ensure responsible water 
management
Actions
Advance and update plans according 
to Tenaris’s strategy to reduce its 
carbon and environmental footprint  
Implement investments to reduce 
Tenaris’s carbon footprint and carbon 
emissions, and improve material 
efﬁciency and water management
Engage with our suppliers and 
customers to ﬁnd CO2-eq reduction 
opportunities along our value chain
Æ 
•
Æ 
•
•
•
•
•
Æ 
•
•
•
Environment
Commitment
To take care of our employees, 
looking after their safety, health and 
well-being, with healthy and safe 
workplaces throughout our facilities
Objectives
Consolidate a strong health and safety-
oriented culture within the Company
Intensify preventive activities with 
emphasis on high-risk tasks
Promote awareness and behaviors 
that enhance physical and mental 
well-being among all employees
Establish a workplace free from 
fatalities and severe injuries
Actions
Reinforce prevention and safety 
training for new hires
Shift in focus from blaming to 
learning, adopting new approach 
to positive learning opportunities 
instead of behavior observations,  
and encouraging engagement
Health care program: focus on physical 
and mental health at individual level
Roll-out of digital tools to monitor 
improvement in preventive activities
Safety leadership training programs 
and continuous communication 
Process safety management program 
for own and contractor personnel
Launch of comprehensive health care 
plan: annual medical check-ups and 
statistical data gathering
Æ 
•
Æ 
•
•
•
•
Æ 
•
•
•
•
•
•
•
Health  
and Safety
Our actions for a more 
sustainable business

23
Commitment
To lead with care, providing a safe 
working environment built upon 
well-being, accountability, inclusion 
and trust, to enable employees to 
develop their skills and careers while 
contributing to the Company’s goals 
Objectives
Foster trust and empower employees 
to manage and promote change  
Embed sustainability values through 
transparent and effective processes 
Respect and promote diversity and 
inclusion in all its forms 
Actions
Employee value proposition 
to improve talent offer
Follow up to engagement surveys 
Empower employees to drive digital 
transformation
Prioritize gender, generational and 
cultural diversity for recruitment 
and promotion
New Way of Working strategy, 
based on renovating ofﬁce space 
worldwide to underscore the 
importance of personal interaction 
in a hybrid work scenario
Æ
•
Æ
•
•
•
Æ
•
•
•
•
•
Commitment
To drive inclusive growth and 
development in the communities 
where we work and live, and support 
them during crisis
Objectives
Contribute to improving all levels 
of education, particularly technical 
Help preserve our communities’ 
well-being, identity and heritage, 
supporting healthcare
Foster creativity through cultural 
exchange and integration through 
voluntary work 
Support our communities during 
crisis
Actions
Support for return to in-person 
education by upgrading facilities, 
reinforcing content and leveraging 
latest teaching and learning 
methodologies.
Our Argentine technical school 
(ETRR) was certiﬁed as a community 
technical training center
Restructuring and strengthening of 
our global education programs
Emphasis on developing Industry 
4.0 skills
Æ
•
Æ
•
•
•
•
Æ
•
•
•
•
Commitment
To build a corporate culture of 
transparency and integrity based on 
ethical behavior and compliance with 
the law  
Objectives
Develop and oversee the company’s 
strategy and management of risk, 
taking into account ﬁnancial, 
social, environmental and ethical 
considerations and the long-term 
sustainability of the company 
Actions
Board oversees implementation and 
development of strategy for climate 
change through quarterly board 
discussions scheduled on this subject
CEO variable compensation linked to 
ﬁnancial and non-ﬁnancial indicators
Prompt disciplinary actions taken 
in response to breaches of Code 
of Conduct
Æ
•
Æ
•
Æ
•
•
•
Human
Capital
Community
Relations
Governance, 
Risk and 
Compliance
Tenaris supports the United Nations Sustainable Development Goals

24
Villa Mercedes
Sault Ste. Marie
Houston
Westwego
Tamsa
TuboCaribe
Machachi
Siderca
Villa Constitución
Valentín Alsina
Bakersﬁeld
Hickman
Conroe
Confab
Bay City
Monterrey
Wilder
Brookﬁeld
Koppel
Ambridge
Nisku
Baytown
At December 31, 2022
Global 
Organization
TOP CUSTOMERS
23 COUNTRIES
SERVICE AND DISTRIBUTION 
NETWORK IN
SALES BY MARKET
9%
Industrial, 
Power and
Others
85%
Oil & Gas
6%
Oil & Gas 
processing 
plants
SALES BY REGION
2% Asia Paciﬁc
North 
America
59%
9%
Middle East & 
Africa
9%
Europe
South
America
22%
•
•
•
•
•
 
•
 
•
ADNOC
BP
Chevron
ConocoPhillips
Continental 
Resources
Diamondback 
Energy
Ecopetrol
Eni
EOG Resources
ExxonMobil
Oxy
Pan American 
Energy
Pemex
Petrobras
Pioneer Natural 
Resources
Saudi Aramco
Shell
Tap Rock 
Resources
Tecpetrol
YPF
•
•
•
•
•
 
•
•
•
 
•
•
•
 
•
•
MANAGEMENT SYSTEMS
Integrated Quality
ISO 9001
Health, Safety and Environment
ISO 14001 / ISO 45001

25
Campina
Calarasi
Aberdeen
Manufacturing Centers
R&D Centers
Service Centers
Commercial/Administrative Ofﬁces
Qingdao
Onne
Dalmine
Silcotub
Batam
SPIJ
Dammam
Baotou
Saudi Steel Pipe
Aktau
25

26
We report on our operational and ﬁnancial performance 
in the rest of our annual report (https://ir.tenaris. com/
ﬁnancial-and-sustainability-reports/reports).  
Here, we include our main ﬁnancial indicators and the 
distribution of economic value generated.   
In 2022, our net income reached a record high while 
our net sales and EBITDA were close to the all-time  
highs of 2008 prior to the global ﬁnancial crisis. 
Our results rose strongly throughout the year and 
reached record quarterly levels in the fourth quarter. 
Operating margins expanded, reﬂecting the higher 
prices realized on the sales of most of our products 
that have more than compensated for higher raw 
material and energy costs, and a good industrial 
performance with increased levels of activity and 
utilization of production capacity.
Net income more than doubled compared to 2021, 
despite a much lower contribution from our non-
consolidated companies and higher income taxes. 
Operating cash ﬂow for the year amounted to  
USD 1,167 million after accounting for a USD 2,131 
million build up in working capital to support the higher 
level of sales and the ramp up of our industrial system.  
Financial indicators
In USD millions (except otherwise stated)
Net sales
Operating income
EBITDA
EBITDA margin - %
Net income attributable to shareholders’ equity
Equity attributable to shareholders’ equity
Cash ﬂow from operations
Capital expenditures
Research and development expenditures
Dividends
Net cash position
Return on equity - %
Return on capital employed - %
FCF Margin - % of net sales
 7,294 
 832 
 1,372 
19%
 743 
 11,989 
 1,528 
 350 
 61 
 153
 980 
6%
7%
16%
2019
 7,659 
 872 
 1,536 
20%
 876 
 11,783
 611
 349
 63
 484
 485
8%
8%
3%
2018
5,147 
 (663)
  638 
12%
 (634)
 11,263 
 1,520 
 193 
 42 
 248 
 1,085 
-5%
-6%
26%
2020
6,521 
 708
  1,359
21%
 1,100 
11,961 
 119 
 240
 45
 484
 700
9%
7%
-2%
2021
11,763 
 2,963
  3,648
31%
 2,553 
13,906 
 1,167
 378
 51
 602
 921
20%
24%
7%
2022
Economic 
Overview
This report includes non-IFRS alternative ﬁnancial performance measures e.g., EBITDA and Net cash position. See the “Accounting policies” 
section for speciﬁcations on methodologies and criteria used to calculate the performance indicators included in the report.

27
Tenaris Chairman and CEO Paolo Rocca rang the Closing 
Bell at the NYSE in September, celebrating the 20th 
anniversary of the company’s listing on the exchange.
ECONOMIC 
VALUE 
GENERATED 
USD 12.0 B
SUPPLIERS
USD 6.0 B
COMMUNITY 
INVESTMENTS 
USD 13 M
RESEARCH & 
DEVELOPMENT
USD 51 M
CAPITAL 
PROVIDERS
USD 648 M
EMPLOYEES
USD 1.7 B
CAPEX
USD 378 M
TAXES
USD 0.9 B
Economic value generated and distributed in 2022
After capital expenditures of USD 378 million and 
dividend payments of USD 531 million during the year, 
our net cash position increased to USD 921 million 
(USD 1.6 billion of liquid assets less USD 0.7 billion 
of debt) at the end of the year.
The Company’s board of directors proposed, for the 
approval of the annual general shareholders’ meeting 
to be held on May 3, 2023, payment of an annual 
dividend of USD 0.51 per share (USD 1.02 per ADS), 
or approximately USD 602 million, which includes 
the interim dividend of USD 0.17 per share 
(USD 0.34 per ADS), or approximately USD 201 
million, paid in November 2022. If the annual 
dividend is approved by the shareholders, a dividend 
of USD 0.34 per share (USD 0.68 per ADS), or 
approximately USD 401 million will be paid on May 
24, 2023, with an ex-dividend date of May 22, 2023.

28
Training, rigorous procedures and employee involvement 
at all levels are the cornerstone of our safety prevention 
strategies aimed at keeping the workplace free from 
fatalities and severe injuries.

29
Our commitment
To take care of our employees, looking after their safety, health 
and well-being, with healthy and safe workplaces throughout our 
industrial and ofﬁce facilities. 
Our objectives
Consolidate a strong health and safety-oriented culture within 
the Company
Intensify preventive activities, particularly regarding high-risk tasks
Promote awareness and behaviors that enhance physical and 
mental well-being among all employees 
Establish a workplace free from fatalities and severe injuries  
Our actions
Our core values of safety, health, well-being and care for the 
environment are embedded in our mission to achieve sustainable 
processes throughout our daily activities. This is reﬂected in a constant 
rethinking of our processes and the implementation of investment 
projects to improve our performance in those areas.  
After achieving the target established several years ago to reduce 
our lost time injury frequency rate to less than 1.0 lost-time injuries 
per million labor-hours worked, our focus is changing in line 
with the new approach being taken by various steel companies 
regarding safety management. The emphasis is now on creating 
the right conditions to prevent the occurrence of fatalities and 
severe injuries, as discussed at the worldsteel 2022 annual health 
and safety meeting, hosted by Tenaris at its Dalmine mill.
The rise in new hires in the context of the post-pandemic ramp-up, 
particularly in the U.S., led us to focus continuously on preventive 
activities, reinforcing safety training for new recruits. We shifted 
to a new cultural approach centered on sharing positive “learning 
opportunities” rather than issuing “behavior observations”.
Æ
Æ
•
•
•
•
Æ
47%
RISK REDUCTION
THROUGH INVESTMENTS 
AND IMPROVEMENT ACTIONS 
IN 2022
˜70,000
PREVENTIVE 
ACTIONS
IMPLEMENTED
DURING 2022
20,500
EMPLOYEES
RECEIVED MEDICAL 
CHECK-UPS IN 2022
20
MILLION
INVESTED IN 
HEALTH AND SAFETY
IN 2022
USD
Health 
and Safety

30
Foundational priorities 
The safety and well-being of our employees is our top 
priority, essential to our success and continuity as a 
sustainable organization over time, and intrinsic to 
the relationships we develop with our communities 
of neighbors, suppliers, customers, and investors. As 
stated in our Quality, Health, Safety and Environment 
Policy (www.tenaris.com/qhse), Tenaris is oriented 
towards taking care of its employees by creating and 
sustaining a safety culture capable of safeguarding 
their well-being and delivering a workplace free from 
fatalities and severe injuries.  
We are constantly implementing initiatives to reduce 
the risks of complex activities by moving towards 
“error proof” solutions and “fail to safe” processes.
Leading a positive safety culture
Upholding a positive safety culture in the workplace 
means continuously encouraging everyone to 
understand and believe in the high importance of 
safety principles, values and attitudes. There is 
abundant evidence to suggest that workplace health 
and safety performance radically improves when 
leaders demonstrate a positive and caring attitude 
toward safety. 
We believe that the quality of our leadership is pivotal to 
improving our health and safety performance, mindset 
and results and reinforcing a resilient safety culture. 
We continue to deploy initiatives to train and develop 
our leaders to empower them to transform people’s 
attitudes and behavior. 
During 2022, we developed a new strategy to respond 
to human error by changing language and shifting 
focus from blaming to learning. 
We overhauled our approach to the role played 
by leaders on the shop-ﬂoor by encouraging them 
to move from behavior observations to learning 
opportunities with their teams. The idea is to shift 
the focus from people to processes, changing their 
mindset from “who failed” to “what failed”.
Investment in Health and Safety 
In USD million
40
30
20
10
0
2018
2019
 2020
 2021
 2022
18
28
25
21
20
It is essential to involve everybody working 
in the industrial systems and recognize their 
contribution, especially when it comes to 
health and safety.”
Antonio Caprera
Chief Industrial Ofﬁcer

31
The progressive increase of the level of preventive 
activities and the implementation of key initiatives has 
enhanced our health and safety culture, and overall 
performance has improved signiﬁcantly with respect 
to the previous year.
We are reformatting our “Safe Hour” program, 
our regular manager-led meetings with shop-ﬂoor 
employees, to encourage positive dialogue and 
comments about “work as done” versus “work 
as imagined”. The shift in our taxonomy from 
observations to opportunities is intrinsic to this idea. 
At the same time, operators are invited to come 
forward and talk about ways of improving working 
conditions that they identify. 
We have also rolled out an initiative called 
“Recognition on the ﬂoor”, a way of increasing 
people’s motivation and engagement, where workers 
are congratulated while performing their tasks or 
during our Communication Routines. 
Active participation in prevention is included in 
individual employee objectives at all levels, and 
continuous monitoring is carried out using online 
tools to support people and encourage improvement  
in this direction. 
We are also using a cross-site approach to disseminate 
lessons learned from critical events aimed at 
preventing recurrence. 
1.1
1.8
1.1
2.8
3.1
3.1
4.2
3.4
Methodology: Number of injuries per 
million hours worked.
2018 
2019 
2020 
 2021 
 2022
Injury frequency rates
6
5
4
3
2
1
0
Injury frequency rate
Lost time injury frequency rate 
Major injury frequency rate
1.0
0.47
0.33
0.9
0.27
0.26
0.53
2.0
1.7
1.6
2.0
6.5
6.5
9.3
8.4
6.0
2018 
2019 
2020  
 2021 
 2022
TIFR and Opportunities
12
10
8
6
4
2
0
Total Injury Frecuency Rate 
Opportunities rate
2.5
3.0
2.5
2.0
1.5
1
0.5
0
TIFR
Opportunities

32
Leveraging training and 
communications
Putting safety at the heart of industrial growth  
and transformation involves substantial investment  
in training and communications. We are targeting 
shift leaders through advanced training programs 
because we believe their role is essential on the shop 
ﬂoor, as they are in a position to transfer knowledge 
to shop-ﬂoor employees and set an example of  
correct behaviors.  
  
Our TenarisUniversity curriculum has enabled us to 
take advantage of a full portfolio of classroom health 
and safety courses for technical leaders, revisited in 
the context of the deﬁnition of a new three-year plan 
to be delivered to the full population, from those 
newly appointed, to refresher sessions for more  
senior leaders. 
Our technical leaders are also constantly receiving 
training in the latest developments in HSE, enabling 
them to be close to the latest indicators on the subject.
In 2022, we launched a global initiative to recognize 
the efforts made at our sites around the world to 
achieve excellence in health and safety, inspired by 
worldsteel’s awards program for HSE excellence at 
corporate level. 
The Initiatives Recognition scheme formally 
acknowledges the safety initiatives developed by each 
site, taking into account innovation and contributions 
to occupational health and safety that can serve the 
industry as a whole. 
NO INDUSTRIAL EXCELLENCE 
WITHOUT SAFETY
In September, Tenaris mills and service centers 
across the U.S. made a coordinated pause in 
activities for two hours to discuss current safety 
challenges and reinforce the importance of routines 
and prevention. 
Referred to as the Safety Stand Down, this event  
was held as the region is under pressure to meet  
the increase in demand from customers, onboarding 
hundreds of new hires where the priority is to train 
them in safe procedures. 
Talks were given by leaders at each location who 
shared the risks of working with vehicles and 
cranes as well as carrying out manual tasks, and 
emphasized the importance of focusing on the 
job at hand, wearing the right PPE and using tools 
properly to avoid incidents and accidents. 
The purpose of the Safety Stand Down was 
to encourage employees to act in the understanding 
that safety involves everybody, focusing on 
preventive behavior.

33
We are constantly investigating ways to harness 
technology to improve workplace safety and enhance 
efﬁciency, reducing the risks and error margins involved.
We are deploying Communications Routines by shift 
leaders and managers, our process for structural 
interaction with shop-ﬂoor employees, throughout 
Tenaris. 
Thanks to a series of surveys on effectiveness and 
intensive training sessions, we have been able to 
enhance the quality of the process, giving shop-ﬂoor 
employees more room by inviting them to report 
opportunities for improvement. 
This includes the introduction of a critical event 
lessons feature as a cross-site opportunity to discuss 
lessons learned to prevent recurrence.
Campaigns to foster the prevention of unsafe 
behaviors and promote the adoption of good practices 
at all levels among all employees are regularly held 
throughout the company, with posters and pieces 
on social networks. 
In 2022, these initiatives were further supported by 
a range of online tools developed in our Management 
System to benchmark progress.
We are producing a continuous series of digital 
reports for managers, leaders and supervisors with 
actionable indicators enabling them to monitor and 
improve prevention.

34
Achieving better all-around health
Tenaris’s comprehensive occupational health program 
enshrines the company’s commitment to providing a 
healthy workplace, whether in the office, mill or at 
home when remote working.
We are emphasizing wellness programs to encourage 
employees to adopt healthier lifestyles, as unhealthy 
employees tend to use more medical services, take 
more time off and burden their colleagues with extra 
responsibilities. Through innovative technology and 
equipment, we can help to improve people’s quality 
of life, health and personal well-being. 
ENCOURAGING HEALTH AND WELL-BEING
Working closely with the Techint Group’s Research 
Hospital Humanitas in Italy, in 2022 we launched 
a series of global and local wellness campaigns 
which included coordinated communications, such 
as a series of TenarisToday articles approved by 
Humanitas encouraging readers to adopt a healthier 
lifestyle and enhance their well-being. 
In particular, we are tackling cardiovascular risks, one 
of the most prominent health problems in almost 
all the countries where Tenaris is present, with the 
launch of a program designed to improve these risk 
indicators and health in general. Another company-
wide communications program is also being prepared 
to educate people about mental health care.
After the pandemic, we reviewed our 
priorities and started to give greater impetus 
to actions that could have a direct positive 
impact on our people’s health.”
Riccardo Dovera
Tenaris Health & Safety 
Senior Director

35
The Health Care Project
A far-sighted program launched at the beginning 
of 2021 and directly sponsored by the company’s CEO, 
the Health Care Project is a preventive strategy to ensure 
that the population is in as good health as possible. 
In the last two years, company-wide medical check-
ups and follow-up were held to encourage employees 
to take responsibility for their own physical and 
mental well-being, achieving a better quality of life, 
as well as better quality of work at the company. 
These check-ups are also the source of a rich amount of 
data enabling Tenaris to identify and improve problems 
statistically common to a certain majority, as well as to 
detect patterns for speciﬁc pathologies at regional level. 
This data analysis also means that medical teams can 
identify the most relevant physical examinations for 
each person and help to develop a personalized health 
monitoring program.
We are also investing in IT data analytics to upgrade 
the Company’s health module and related data 
management systems, so that we can design speciﬁc 
actions for different health procedure protocols.
2020
2021
2022
Health Care
Medical examinations
Employees with medical check-ups
21,000
18,000
15,000
12,000
9,000
6,000
3,000
0
450,000
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
Examinations
Employees
70,000
190,000
8,216
17,249
341,000
20,534
Our critical element pre-use checklists are part of a 
comprehensive program designed to increase operator 
involvement in our risk analyzes.
81%
of our employees completed their 
medical check-up during the year.

36
The Communications Routines led by shift leaders are
an opportunity to enhance interaction with shop-ﬂoor
employees, encouraging them to raise issues for 
improvement and share lessons learned.

37
Benchmarking prevention strategies
We are ﬁrmly committed to achieving a reduction in 
the occurrence of high severity incidents, including 
the deployment of cross-site action plans following 
relevant events, and a comprehensive preventive 
program aimed at leveraging the hierarchy of risk 
controls. The most severe hazards are those involved 
in handling materials, using overhead cranes and 
heavy vehicles. 
We continuously review our risk analyses all over the 
world, increasing operator involvement and adding new 
features such as critical element pre-use checklists. 
We have targeted initiatives regarding high impact areas, 
and our series of safety objectives are supported by 
detailed plans for implementation at each of our sites,  
as well as by training and communication initiatives. 
Consolidating routines
As part of this approach, we have set up special task 
forces to deﬁne the appropriate preventive safety 
activities, such as preventive maintenance routines, 
shift checklists and an employee certiﬁcation 
program, particularly in the following areas where 
there are signiﬁcant hazards: cranes, vehicles, moving 
machinery, manual tasks & tools, and housekeeping.
Through our Process Safety Management Program, 
we keep pace with the latest developments in safety, 
looking at ways to introduce improvements in a range 
of sectors. These include design and engineering at 
facilities, equipment maintenance, ensuring effective 
alarms and control points, and reinforcing procedures 
and training to create a disciplined approach to 
personnel certiﬁcation. 
Contractor safety 
We include all contractors working at our sites in the 
Tenaris Safety Management System to ensure our 
prevention programs are truly effective. 
In 2022, we continued to strengthen our Contractor 
Management Process by holding structured evaluations 
of HSE performance and checking that the process of 
sharing HSE requirements with contractors, including 
our Process Safety Management program, is managed 
smoothly and comprehensively. 
As members of worldsteel’s safety groups, we work 
with other leading steel producing companies to share 
information and constantly enhance our guidelines for 
safety management in several different areas.
In 2022, Tenaris set up a Contractor Taskforce  
with input from Exiros, the Techint Group’s 
procurement company. 
The Taskforce has issued a new procedure for 
“Contractor Safety Management” aligned with 
worldsteel guidelines, while the revamped Contractor 
Evaluation process is currently under review.  
Global recognition 
In 2022, Tenaris was chosen to host worldsteel’s 
Health and Safety Committee annual meeting at its 
Dalmine plant, in recognition of the efforts it has 
made over the years.

38
To secure renewable energy for our operations, we are 
building a 24-turbine wind farm in Argentina, expected 
to be functional in the second half of 2023.

39
Our commitment
To reduce our environmental footprint within our 
communities and value chain; to work with partners 
and peers to address the climate change challenge 
and dedicate efforts to the transition to a net zero 
GHG economy. 
Steel is an essential material for our daily lives, used everywhere 
and for a variety of products, yet steelmaking is a highly energy-
intensive process and produces signiﬁcant quantities of different 
emissions, including carbon dioxide. The physical, social and 
ﬁnancial risks of climate change and the global challenge of 
reducing greenhouse gas emissions are driving steel industry 
leaders to ﬁnd new solutions for reducing their carbon footprint 
and transitioning to a low carbon economy.  
New technologies and practices bring beneﬁts that are both 
economic and environmental, from recycling materials as part 
of the circular economy, to harnessing cleaner energy. Achieving 
greater energy and material efﬁciency, increasing scrap recycling 
and expanding the use of renewables and new technologies, 
such as hydrogen, are best achieved with an ongoing industry 
commitment to working together. These alternatives are not 
equally effective and viable in all facilities as regional and site 
variables differ markedly. 
As an industry leader, Tenaris believes that its responsibility to reduce 
the environmental impact of its activity is also an opportunity to 
embrace innovation and technological change and engage its partners 
in the value chain to add their efforts to achieve a cleaner future. 
Æ
18%
REDUCTION
IN TN CO2-eq / TN STEEL 
VS 2018 BASELINE
97.8%
MATERIAL 
EFFICIENCY 
AT STEELMAKING 
SITES
77%
RECYCLING
CONTENT IN 
OUR STEEL
30%
BY 2030 
INTENSITY REDUCTION TARGET 
IN CO2-eq TN / TN STEEL
Environment

40
Energy and climate action
Our commitment
To reduce the intensity and overall level of our  
CO2-eq emissions by using energy resources 
efﬁciently, increasing the use of scrap and low-carbon 
electricity while implementing the best available 
technologies that are most suited to each of our sites.
Our objectives
Increase the efﬁciency of energy and materials use  
in our operations
Reduce the intensity of CO2-eq emissions by 
implementing actions ranging from increasing 
scrap use and low-carbon electricity, to the use of 
hydrogen and carbon capture, and progressively 
replacing fossil fuel use in our operations   
Provide our customers with products and services 
which help to minimize their footprint and facilitate 
their own strategies   
Engage with our suppliers to promote the 
production and use of more sustainable products, 
services and operations  
Our actions
World steel production accounts for around 8% of 
energy-related greenhouse gas emissions, making 
the reduction of CO2-eq emissions an urgent priority 
for our industry. 
Aware of how steel contributes to global CO2 
levels, but also of its essential role in building the 
infrastructure of today’s world, Tenaris is committed to 
reducing emissions and achieving greater energy and 
material efﬁciency throughout its operations. Tenaris is 
pursuing the target of reducing the carbon emissions 
intensity of its operations, counting Scopes 1, 2 and 
3 (related to raw materials) emissions, by 30% by the 
year 2030, compared to a 2018 baseline.
The actions we have taken over the past three years 
are yielding results, as we have achieved a 18% 
decrease in the CO2-eq intensity of our operations 
compared to a 2018 baseline. However, further 
progress will require substantial resources in terms 
of investments, actions and time.
Æ 
Æ 
•
•
•
•
Æ
Internal
carbon 
price
USD 80
per ton CO2
-30%
TARGET
2030 
REDUCTION IN CO2-eq INTENSITY 
per ton of steel (Scopes 1, 2 & 3) vs. 2018 values
Collaboration with 
partners to minimize 
CO2 footprint
Energy
efﬁciency
H2 use
Increased
scrap use
Renewable 
electricity
Alternative
raw materials
Carbon capture, 
use and storage
DECARBONIZATION PROGRAM

41
Implementing our strategy
The main actions we have implemented so far are 
related to achieving greater energy efficiency and 
maximizing scrap use to the extent available at our 
different sites. 
We are now investing in renewable projects and 
looking at opportunities to replace the use of coal, 
while continuing to invest in projects aimed at 
improving energy and material efficiency, as well 
as our scrap collection and handling capabilities. 
We aim to increase the use of steel scrap and the 
recycling content of our steel as much as possible. 
This depends on various factors which differ by site, 
such as local availability, scrap quality, and the steel 
quality requirements of the products we make. 
We have upped the recycling content of our steel in 
recent years by reducing the level of pig iron in the 
metallic mix, reaching a peak scrap rate use in 2020, 
a year when our production level was severely affected 
by the pandemic and market conditions. In 2021 and 
2022, our use of scrap was between 77-78%.
Our performance in sustainability is 
increasingly relevant for our stakeholders, 
making the robustness of our system and its 
ability to continually drive improvement a 
key asset in our business strategy.”
Carolina Bengochea
Global Environmental 
Senior Director
CO2-eq emissions:
Tubular production and processing sites
LEFT AXIS:
Scope 1 tons CO2-eq: direct emissions 
Scope 2 tons CO2-eq: market based approach electricity emissions
Scope 3 tons CO2-eq: upstream cat. 1 emissions
RIGHT AXIS:
Intensity tons CO2-eq/ ton steel
2021
2022
1.5
1.0
0.5
0
tons CO2-eq / ton steel
Million tons CO2-eq
7
6
5
4
3
2
1
0
2018
2020
2019
2.1
1.1
2.4
1.9
0.9
1.8
2.0
1.0
3.4
1.2
1.3
0.6
2.3
1.8
0.9
Scope 1
Scope 2
Scope 3
Total
Intensity variation vs. 2018
CO2-eq emissions intensity (CO2-eq ton/ ton steel cast or processed)
2018
0.45
 0.22
 0.76
1.43
2019
0.47
0.26
0.62
1.35
-6%
2020
0.48
0.26
0.60
1.33
-6%
2021
0.48
0.23
0.46
1.17
-18%
2022
0.43
0.24
0.50
1.17
-18%

42
Efficiency is sometimes a matter of reviewing and 
rethinking processes to minimize involved energy 
requirements. 
In Dalmine, we are now investing in replacing an older 
heat treatment furnace with one ﬁtted with burners able 
to use hydrogen blended with natural gas at different 
blending levels of up to 100% hydrogen, in preparation 
for when hydrogen becomes more available. 
We have re-deﬁned a rolling mill process 
in Dalmine, extending the range of pipe 
diameters that can be processed without the 
double heat treatment required by larger 
diameters, achieving an annual CO2 reduction 
of approximately 7,000 tons.
Our steel processing furnace investments also envisage 
the changes necessary to adapt to green hydrogen 
use. Meanwhile, we have put on hold our project to 
replace the use of natural gas with green hydrogen at 
our Dalmine steel shop, pending the development of 
more favorable conditions to produce green hydrogen 
for this initiative.
At Siderca, Argentina, we are replacing one of two 
EAF furnaces with Consteel® technology, a steel 
production system that continuously feeds the furnace 
with scrap and direct reduced iron, while preheating 
the scrap with the fumes produced during the process. 
This reduces the consumption of electricity, natural 
gas and electrodes and, combined with the use of 
renewable energy, will enable a signiﬁcant reduction 
in our carbon footprint compared with standard batch 
charging technologies. 
Increasing scrap levels in the metallic charge is not 
always easy. Our R&D, steel experts and process 
innovation areas work with data science models to 
design the optimum metallic charge and scrap mix to 
maximize scrap use while complying with expected 
steel quality standards, as the amount of residual 
levels in available scrap can affect steel quality. 
We are also investing in some of our scrap 
management areas with a view to installing new 
facilities better able to capture scrap from the 
market and improve our handling and management 
capabilities. 
Energy efficiency is another critical element of our 
decarbonization plan. The range of actions spans 
from major projects to smaller actions designed to 
raise awareness among our teams and encourage them 
to adopt habits promoting conservation and a more 
efficient use of energy sources in our day-to-day work.
Investment in Environment 
In USD million
120
110
100
90
80
70
60
50
40
30
20
10
0
2018 
2019 
 2020 
 2021 
 2022
22
32
21
11
110

43
In 2022, we approved projects for USD 11 million for a 
number of small-scale environmental initiatives carried 
out during the year. These ranged from introducing 
energy monitoring meters, switching to LED lighting, 
and electrifying speciﬁc processes, to the use of higher 
efficiency equipment such as compressors, pumps and 
fans at the plants. 
We are now turning our attention to securing sources 
of renewable, or zero-carbon, energy. Our largest 
project to-date is based in Argentina involving an 
investment of USD 200 million in the construction of a 
100.8 MW wind farm that is expected to supply nearly 
50% of the electricity demand of our Siderca mill. 
The wind farm is expected to start operations in the 
second half of 2023 and will include 24 wind turbines 
located in an area with excellent conditions for 
renewable electricity generation. 
Elsewhere, at our Arcore and Sabbio sites in Italy, 
as well as in China, we are installing small, mostly 
rooftop solar panel systems to further contribute to 
reducing our electricity-related emissions and increase 
our use of renewables. 
Once the Argentine wind farm and our smaller 
rooftop solar projects come on line, these will meet 
around 12% of our total electricity demand. All these 
are additional projects, contributing to increase the 
renewable electricity infrastructure where we operate. 
We continue to look at other renewables investment 
opportunities, and to evaluate alternative supply 
sources for zero-carbon electricity available in the 
market for our sites. 
In the meantime, we are also looking to use renewable 
energy certiﬁcates or guarantees of origin where we 
have the opportunity to do so.
The 100.8 MW-wind farm we are building in Argentina 
will meet nearly 50% of the electricity demand of the 
Siderca mill and reduce our CO2-eq emissions by some 
150,000 tons a year.

44
Thanks to the optimal combination of multimodal 
transport modes, we are improving delivery timing, 
reducing costs and associated emissions.

45
As regards our supply chain, we are working to identify 
alternative materials, such as biomass-based or residues 
from other processes to integrate them into our EAF 
steel production processes, thus replacing coal use. 
Our steel mill in Romania is a member of Retrofeed, a 
European-funded project that tests different materials 
in the steel process to enhance circularity.
 
During 2022, as part of the Retrofeed 
initiative, we identiﬁed a number of different 
materials with promising results, and we will 
continue conducting industrial trials with the 
objective of using them more widely at our 
other steel sites. 
We are researching technology solutions to increase 
efficiency or decrease our energy requirements, seeing 
how to incorporate hydrogen into different processes, 
and evaluating carbon capture use or storage 
techniques. 
We are improving efficiency in the transport of our 
intermediate and ﬁnal products in terms of emissions, 
increasing the use of barges, train and multimodal 
systems wherever possible. This is particularly so in 
the U.S. where we are making greater use of barges, 
and in Europe where we are using multimodal systems 
in order to meet the European Union's transport 
decarbonization targets.
The map on the following pages shows the wide-
ranging scope and different alternatives of the 
measures we are taking to reduce carbon emissions  
in our operations worldwide.
Environmental Product Declaration
Tenaris has certiﬁed Environmental Product 
Declarations (EPDs) for several products. The most 
recent ones issued are for Seamless Large Vessels 
manufactured at our Dalmine site, and for Carbon & 
Alloy Seamless Tubes & Pipes for Power Generation 
Applications produced at Dalmine and Silcotub. 
The EPDs disclose environmental data for speciﬁc 
product groups in standardized form. These last EPDs 
join those issued for structural pipes from Dalmine 
and Tamsa as well as Dalmine line pipe solutions. 
Our EPDs conﬁrm that over 60% of our GHG 
emissions come from upstream processes and 30% 
from pipe manufacturing, while transport only has  
a limited impact on the overall total. 
This information serves to steer our actions towards 
improving the consumption and type of raw materials 
we use, as part of our drive to achieve efficiency 
throughout the steelmaking process. 
Efficiency in the Value Chain
The Rig Direct® service model was developed not only 
to help customers save time and costs by reducing 
on-site inventories and synchronizing supply chain 
activities to avoid duplicating processes, but also to 
reduce the overall levels of CO2 generated, as less 
material is produced, transported and handled. 
Our experts in pipe materials and performance, 
materials supply and inventory management, work 
closely with our customers to maximize operational 
safety and minimize environmental impact by 
optimizing the use and service life of materials.  
This contributes to more efficient drilling operations 
in terms of cost, time and environmental footprint.

46
Siderca
TuboCaribe
BayCity
Sault Ste. Marie
Tamsa
Decarbonization Strategy 
Sault Ste. Marie
Energy efﬁciency  
Integration of Prudential welding line into 
Sault Saint Marie operations. 
BayCity
Renewable electricity  
Under evaluation: zero-carbon electricity.
Carbon capture, use or storage  
Under evaluation: project to capture, use or 
store CO2.
Tamsa
Increased scrap use  
Recycling content of steel increased by 40%, 
reaching 86% in 2022.
Renewable electricity  
Under evaluation: a project for renewable 
solar electricity generation. 
Alternative raw materials  
Under evaluation: alternatives for using 
charcoal and charcoal-based pig iron.
TuboCaribe
Renewable electricity  
Under evaluation: a project for renewable 
solar electricity generation.
Energy efﬁciency  
Ongoing electriﬁcation project replacing a 
natural gas-ﬁred furnace with an induction one.
Siderca
Renewable electricity  
Ongoing project: wind farm in the 
province of Buenos Aires to produce 
100.8 MW of electricity. 
Energy efﬁciency  
Replacement of one EAF by Consteel®  
technology to increase efﬁciency.
Alternative raw materials  
Under evaluation: alternatives for using 
charcoal and charcoal-based pig iron.
Energy
efﬁciency
Hydrogen
use
Renewable 
electricity
Carbon 
capture
Increased 
scrap use
Action  
ongoing / completed
Action  
under evaluation
AREAS OF ACTION
Alternative
raw materials

47
Silcotub
Qingdao
Dalmine
Qingdao
Renewable electricity  
Rooftop solar panel project for onsite use.
Dalmine
Renewable electricity  
Ongoing 11 MW solar power projects onsite 
at Arcore and Sabbio.
Energy efﬁciency  
Replacement of heat-treatment furnace to 
achieve improvements in rolling mill process.
Hydrogen use  
New furnaces equipped to use H2 when 
available.  
Under evaluation: R&D project on use of 
hydrogen in furnaces and process.
Silcotub
Increased scrap use  
Steel recycling content increased by 3%, 
reaching 97% in 2022.
Renewable electricity  
Renewable electricity sourcing. 
Energy efﬁciency  
Ongoing energy efﬁciency projects in  
different areas.
Alternative raw materials  
Retrofeed: EU-funded R&D project: testing 
different materials to enhance circular 
economy while reducing CO2 emissions.
-30%
TARGET
2030 
REDUCTION IN
CO2-eq INTENSITY 
per ton of steel (Scopes 
1, 2 & 3) vs. 2018 values
INTERNAL
CARBON PRICE
80 USD
per ton CO2

48
Air quality 
Our commitment
To minimize emissions of fumes and particulates, 
contributing to good air quality in our operations 
and the communities where we operate. 
Our objectives
Comply with local and internal emissions requirements 
Eliminate fugitive emissions from steelmaking processes 
Reduce VOC emissions related to our coating activities 
Our actions
In addition to CO2 emissions, the steelmaking 
process generates emissions from particulate matter 
and other pollutants that can be inimical to air 
quality and public health.
Accordingly, we have established procedures setting 
strict limits on stack emissions and monitoring 
requirements. Internal limits have been deﬁned 
according to the best technologies available to 
improve processes beyond local legal compliance 
levels, as not all countries where we produce have 
the same requirements.
Reducing emissions
In the past three years, we have made signiﬁcant 
investments in the control of particulate emissions, 
upgrading systems and technology at our sites in 
Tamsa in Veracruz and Siderca in Argentina.  
To improve emissions control at our recently-acquired 
Koppel steel shop in Pittsburgh, we plan to make a 
signiﬁcant investment to modernize the fumes capture 
and treatment system. 
In the meantime, we are strengthening preventive 
maintenance, controls and operating conditions to 
sustain the operation as required.
In 2023, with our Consteel® investment at one 
of our two EAFs in Siderca, we will overhaul 
our entire fume management process at the 
facility, as Consteel® technology allows for a 
far more efficient extraction system.  
We continuously monitor particulate material in our 
steel shop stacks except for Koppel, where this is 
currently not technically feasible. We have set very 
high internal particulate emission standards for 
our steel shops, as this is essential to ensure healthy 
working conditions and clean air for both our 
employees and the communities where we operate.  
We also monitor other pollutants such as nitrogen 
oxide (NOx) emissions in our steelmaking processes to 
verify compliance with internal and legal requirements. 
At our new and revamped furnaces, low NOx burners 
have been introduced to reduce emissions, while in Bay 
City, we have implemented selective catalytic reduction 
to achieve further reductions.
Another measure to reduce air pollutants is the 
gradual conversion from solvent to water-based 
varnish coating throughout our industrial system to 
reduce volatile organic compounds (VOCs) related 
emissions. In the past four years, we have invested in 
reducing VOCs at Siderca, Tamsa and Bay City as well 
as in our Dopeless® technology lines. 
Æ 
Æ 
•
•
•
Æ

49
Circularity and material efﬁciency
Our commitment
To implement circular economy concepts throughout 
our industrial system.
Our objectives
Maximize recycling rates at our facilities 
Maximize scrap availability and use 
Reduce the amount of materials sent to landﬁll  
by recycling, reusing and revalorization   
Our actions
As a permanent resource, steel is fundamental to 
achieving a circular economy: it can be recycled 
inﬁnitely without losing any of its properties, a way 
of saving iron, energy, coal and other materials, 
producing less CO2 emissions, and preventing useful 
material from ending up in landﬁll as waste.   
Recycling scrap
The life-cycle approach to scrap recycling that we use 
helps to minimize the environmental footprint of our 
operations, and represents a key opportunity for the 
steel industry to reduce CO2-eq emissions. 
Scrap is processed into new steel in a closed material 
recycling loop, avoiding primary steel production. 
As this applies to the whole steel sector today, 
competition for scrap supplies will inevitably increase. 
We trust that governments in the countries where we 
operate will recognize this issue and the importance  
of encouraging and promoting the use of steel scrap 
for steel production, and allow steel scrap recycling  
to occur efficiently, avoiding its classiﬁcation as a 
waste stream.  
During 2022, we recycled almost 3,400,000 
tons of steel scrap to produce new high quality 
steel products.   
Steel produced at our Dalmine, Koppel, Siderca, 
Silcotub and Tamsa facilities has a recycled content 
of 77%, calculated in accordance with ISO 14021 
standards, averaging results from the ﬁve steel mills.
The value achieved is similar to that of 2021, even 
with an increase in production. 
Æ 
Æ 
•
•
•
Æ 
Residues & co-products reuse  
or recycling: all sites
Reused / recycled materials
Waste disposal
100
80
60
40
20
0
2020
2019
10.8
2018
83.3
6.5
2021
82.4
9.5
83.9
12.1
91.4
8.6 
2022
% 
82.1

50
Material management
Our level of material efficiency reached 97.8% in 2022 
for our steel sites, compared to a steel industry average 
of 97.3% as reported by worldsteel for 2021.   
We reuse and recycle residue and co-products to cut 
waste: in 2022, our waste disposal rate from all our 
sites increased compared with 2021, reaching almost 
11%. Among the reasons for this increase is the restart 
of our recently-acquired operations in the U.S. We 
have maintained our reuse or recycling rates for our 
co-products, with higher volumes for slag, followed 
by scale and iron ﬁnes. Slag, as the major waste co-
product, is reused and recycled in a number of areas 
such as building materials, ﬁllers, road surfacing, and 
concrete, while scale, the second co-product, is mainly 
used in cement processing or by other steel companies.  
The company invested USD 3.8 million in 2022 to upgrade its scrap mill 
in Campana as part of efforts to make manufacturing practices more 
sustainable.
Methodology: worldsteel 
Sites covered: Dalmine, Koppel, Siderca, Silcotub, Tamsa
 2018
 2019
 2020
 2021
 2022
Material efﬁciency: 
Sites with steel shops  
100
80
60
40
20
0
97.8
99.0
98.4
98.7
98.9
%

51
RECYCLING
3,395,000
TONS OF SCRAP
recycled to produce 
new steel  
99,000
TONS OF SCALE
recycled
30,000
TONS OF IRON
based products 
from DRI plant
500,000
TONS OF SLAG  
recycled 
RECYCLING CONTENT 
IN OUR STEEL
The high recycling rate achieved is the result of the 
efforts made by the local team to deploy a series of 
employee training and awareness campaigns as well 
as a new range of digitalization tools, research into 
different alternatives, and the development of new 
opportunities for Confab residues.
We are working to develop Reduce, Recycle, Reuse 
(3R) initiatives with our employees, focusing on 
initiatives such as reducing single-use plastics or using 
biodegradable materials instead of plastic.
We also continue with our thread protectors recycling 
program in several of the regions where we operate. 
During 2022, 6,000 tons of plastic protectors were 
recycled to produce new protectors or other plastic 
products, thus increasing opportunities for circularity. 
Silcotub’s participation in the Retrofeed project 
trialing alternative materials in the steel process 
should contribute not only to reducing the use of fossil 
coal and its related CO2-eq emissions, but also to 
enhancing the circularity of our products. 
At our Dalmine and Silcotub Calarasi sites in 
Europe, we have a 90% residue recycling/reuse 
rate thanks to several initiatives implemented 
over the years.   
Confab, our welded pipe site in Brazil, reuses or 
recycles over 90% of waste products, such as scale, 
wood, and residues from the welding process, etc.,  
up from a rate of 60% three years ago.
100
80
60
40
20
0
 2018 
 2019 
 2020 
 2021 
 2022
% 
82
68
70
77
78

52
Water management
Our commitment
To ensure the responsible management of water 
resources. 
Our objectives
Minimize water intake, especially in water-scarce 
areas where we have water-intensive operations 
Meet water discharge quality targets 
Implement the best water-management technologies 
for new lines
Our actions
Water plays a major role in steel manufacturing 
processes, although little of it is consumed as 
most is reused or returned to source. Aware of 
its responsibility for managing water resources 
efﬁciently, Tenaris constantly evaluates its water 
conservation and reuse practices.
Reducing surface water intake
In 2022, 74% of the water used came from surface water 
and 23% from subsurface; the rest from local networks.  
At Siderca, more than 90% of our intake is from surface 
water as the site was designed to work off an open water 
circuit on the shores of the Paraná River. 
In 2018, we invested in a new water recycling and 
treatment circuit, leading to an overall 25% reduction 
in surface water intake, and we continue to invest in 
upgrading water management systems. 
Although water withdrawal is a relevant and 
challenging issue for the steel industry, especially when 
sites are located in areas with high consumption or low 
availability, the quality of the water discharged is no 
less important. Effluent discharge quality is regularly 
monitored to ensure compliance with local and internal 
standards, with different treatments implemented 
according to effluent type and destination. 
Most are secondary physical-chemical treatments for 
internal sewage wastewater systems, deployed when 
there is no appropriate infrastructure in the location 
where we operate.  
Improving water use and management 
We have evaluated water stress levels at our facilities, 
especially those with high water-use rates for seamless 
pipe making, rolling and heat treatment. Processes for 
welded pipe and ﬁnishing plants use less water.
Of our total water withdrawal, we have mapped 1.2% 
of this in areas classiﬁed by the World Resources 
Institute’s Aqueduct global water risk mapping tool  
as high / extremely high water stress areas. In medium 
to high stress areas, this is 11.1%, while around 88%  
is in low / low to medium ones. Thus, most of our 
more intensive water-use facilities lie in areas of 
low or medium water stress risk, according to the 
Aqueduct map, and these sites currently display high 
recycling rates. 
 
Managing resources responsibly goes further than 
reducing our site water footprint. Regarding products, 
our Dopeless® connections require no water for cleaning 
when running in the ﬁeld, while a standard dope thread 
needs between 10-20 liters of water per connection. 
Æ 
Æ 
•
•
•
Æ 
Water risk levels across Tenaris’s locations
Source: Aqueduct
Low to
medium
83.5%
Low 4.2%
Medium to 
high 11.1%
High or Extremely High 
1.2%

53
More recently, following the wildﬁres that swept 
across much of the province of Corrientes, home to the 
Esteros del Iberá, Tenaris, together with other members 
of the Techint Group, donated materials to help with 
efforts to recover the local ecosystem. The donations 
included machinery such as tractors, steel sheets and 
proﬁles, as well as steel tubes to replace the perimeter 
fencing destroyed in the blaze, vital for keeping 
livestock separate from wildlife.
Rewilding Argentina is part of the Tompkins 
Conservation organization, whose work in Esteros del 
Ibera, creating a successful model of conservation, 
restoration and local economic development, was 
ranked by the National Geographic Society among the 
top seven best projects of its kind in 2020. Tenaris has 
contributed to the project by supplying pipes to build 
corrals, bridges or cages to support the strengthening 
and reintroduction of local fauna such as jaguar, giant 
otter and several local bird species.  
BIODIVERSITY: EVALUATING IMPACT AND 
CONTRIBUTING TO CONSERVATION PROJECTS 
Biodiversity, and its relation to climate change,  
is gaining relevance as understanding grows about 
the impact of businesses activities and climate 
change on the diversity of plant and animal life. 
We are working to enhance our management and 
governance approach in order to recognize these 
impacts and deﬁne actions where needed. We carry 
out targeted activities in speciﬁc regions where we 
can contribute to interaction with local ecosystems.
In Argentina, Tenaris signed an agreement with the 
Rewilding Argentina foundation in 2021 to work 
together in partnership to conserve and restore local 
fauna in different projects throughout the country. 
These include places such as the Esteros del Ibera 
reserve in Northeast Argentina, El Impenetrable in 
the North, and two areas in Patagonia. 
Noise nuisance
Several of our facilities are long-standing industrial 
activities located close to residential areas and we are 
aware that we may create nuisance to our neighbors 
especially with noise. 
This is an environmental aspect of great relevance for 
some of our sites and is thus taken into account in our 
management system. When we design new lines, we 
analyze the technologies available on the market. 
These take noise into account with a view to 
minimizing indoor noise, thus reducing impact on 
our employees and avoiding undue disturbance to our 
neighboring communities. 
Over the year, we extended the noise barrier at our 
Dalmine site and implemented other noise absorption 
and isolation measures.

54
Our R&D focus is on improving our product and service 
portfolio to achieve greater sustainability and efﬁciency, 
in line with evolving customer needs.

55
Our commitment
To develop integrated product and service solutions to meet customer 
requirements while enhancing safety, efﬁciency and reliability, and 
minimizing our environmental impact through the supply chain. 
Our objectives
Develop and improve our product and service portfolio to match 
evolving customer needs and enter new markets 
Promote supply chain efﬁciency through more efﬁcient, cleaner and 
simpliﬁed processes, digital integration and the minimization of waste 
Develop reliable and competitive value chains in the countries 
where we operate 
Our actions
Innovation and continuous improvement are integral to our 
processes at Tenaris and underpin our commitment to develop 
products and services that contribute to advancing the energy 
industry, while minimizing our environmental footprint. In 2022, 
we invested USD 51 million in R&D, reaching a total of USD 262 
million over the last ﬁve years.  
Our R&D network, coordinated by our technology ofﬁces in 
Amsterdam, has centers in Argentina, Italy and Mexico, manned 
by a team of 249 product developers and researchers dedicated to 
pushing the boundaries of material science and mechanical design. 
Their mission is to come up with new technological solutions to 
withstand extreme applications and make standard operations 
safer and more efﬁcient. 
In addition, as part of our sustainability strategy, we are constantly 
researching ways to optimize processes to achieve better quality and 
lead times, through digital integration, automation and AI initiatives.
Æ
Æ
•
•
•
Æ
Innovation and
the Value Chain
249
PEOPLE 
WORKING
IN R&D
500
RIGS 
SUPPLIED UNDER 
THE RIG DIRECT®
MODEL WORLDWIDE 
IN DECEMBER 2022
51
MILLION 
INVESTMENT 
IN R&D IN 2022
USD
46,000
SME EMPLOYEES 
TRAINED THROUGH 
PROPYMES

56
At the forefront of development
Our work in R&D is twofold, reﬂecting our 
commitment to servicing the energy market, principally 
the oil and gas sector, accompanying our industry and 
customers on the path toward the energy transition.
Over the last few years, we have contributed to the 
development of unconventional resources in shale plays 
around the world, thanks to our premium TenarisHydril 
Wedge Series 400™ connections. Engineered to exceed 
the bending, fatigue, compression and torque challenges 
of horizontal wells, they ensure safer and more efficient 
drilling and completion operations.  
By working side-by-side with our customers and 
assessing their needs ﬁrst-hand at the rig, our teams are 
constantly developing solutions that move our industry 
forward. Leveraging decades of rig experience, Tenaris 
has recently put together the most robust package 
available on the market to improve the safety and 
efficiency of offshore operations. 
This reduces the need for manual operations in the 
rig’s red zone, a high-risk area that poses big safety 
challenges industry-wide. 
Key to this package is the TenarisHydril BlueDock® 
premium connector, with design concepts from the 
extensively tested Blue® Series of connections. It provides 
a good performance in complex ultra-deepwater 
operations requiring gas sealability and fatigue 
performance. Its Automatic Anti-Rotational Keys enable 
multiple automatic and hands-free activation without 
the need for special tools and eliminates the need for 
personnel to enter the red zone. 
In 2022, we brought our connector technology 
onshore, with the debut running of the TenarisHydril 
DesertDock™ weld-on connector for an operator in 
South America. This technology simpliﬁes handling 
and installation, for safer and more efficient operations. 
Our ﬁeld-proven Dopeless® technology is another of 
the technological solutions offered in this package. This 
industrially-applied coating system not only eliminates 
the need to apply running compounds at the rig, but also 
increases running reliability, for cleaner, safer and more 
sustainable operations. The beneﬁts of this technology 
are particularly appreciated in offshore operations.
Innovative solutions, enhanced by on-site support  
by our ﬁeld services team, means that customers  
can drastically reduce the need to enter the red zone, 
leading to more efficient and safer offshore operations.
From an operational standpoint, we are replacing the 
use of lift eyes to mobilize pipes with slings securing 
the pipe body at both ends. This is a key development 
for safety, as there is no longer any need for personnel 
to enter the red zone to remove the lift eyes. 
On the digital side, Tenaris’s PipeTracer® mobile 
application allows operators to identify Tenaris 
products onsite in real time, reducing pipe handling, 
improving accuracy and streamlining operations.
Investment in R&D
In USD million
100
80
60
40
20
0
2018        2019          2020        2021        2022
51
45
61
63
42

57
Working for tomorrow, today
Tenaris is committed to building a low-carbon product 
portfolio for the next generation of energy, including 
solutions for hydrogen storage and transportation, 
carbon capture and sequestration (CCS) and geothermal 
energy. We are serving the evolving needs of these 
markets with our premium connections, proprietary steel 
grades, solid R&D knowhow, and technical support.  
As the importance of hydrogen continues to grow in the 
sector’s pathway to net zero, Tenaris joined and chaired 
DNV’s H2Pipe Joint Industry Project (JIP) aimed at 
developing guidelines for safe and reliable design, re-
qualiﬁcation, construction and operation of pipelines 
for hydrogen transportation. The second phase of this 
international initiative is due to start in 2023 and will 
include a comprehensive test program to deepen the 
understanding of hydrogen embrittlement mechanisms 
and the effect of hydrogen on pipeline integrity.
Also, in terms of hydrogen applications, Tenaris’s 
THera™ technology—Tenaris Hydrogen era—
continues to gain ground with projects in Europe 
and the United States.
Tenaris is placing its experience and knowhow in 
developing and testing tubular technologies at the 
service of CCS initiatives, collaborating with leading 
public and private entities and operators. 
Low temperatures and corrosion are the main technical 
challenges affecting CO2 transportation and storage. 
Tenaris has run full-scale testing for TenarisHydril 
Blue® premium connections with Dopeless® technology 
at temperatures near -80°C, to prove its gas sealability 
performance at extremely low potential operating 
temperatures. Our extensive experience in corrosive 
service conditions ensures we are well-placed to 
develop reliable products for offshore and onshore 
transportation in the CO2 use and storage sector.
We are developing R&D initiatives internally and 
on behalf of CCS end-users, for CCS materials and 
connections. Our relationship with leading CCS players 
provides us with input to guide connections and material 
testing. We are also involved in hydrogen research task 
forces at the European Pipeline Research Group (EPRG), 
the European Industrial Gases Association (EIGA) and 
the Pipeline Research Council International (PRCI). 
With hydrogen set to play a major role in the path 
to decarbonization and net zero, Tenaris’s THera™ 
portfolio offers reliable and safe hydrogen transport 
and storage options.

58
Beyond product technology
Over the last years, Tenaris has been transforming the 
tubular supply chain in the energy industry through its 
Rig Direct® service model, streamlining delivery from 
the mill to the well, and optimizing operational costs. 
In 2022, Tenaris and Microsoft formed a 
ﬁve-year alliance to accelerate the company’s 
digital transformation, and create greater 
efficiencies and synergies across its value chain.   
Customer digital integration is an integral part of our 
Rig Direct® service value proposition, and we have been 
investing in other digital technologies to maximize 
customer integration efficiency, lowering operational 
and supply chain costs and increasing collaboration.   
Through the Digital Transformation Alliance, 
Tenaris will be able to fast-track its migration to the 
Cloud environment as it leverages Microsoft’s Azure 
computing solutions for information scalability, 
accessibility and reliability. 
This includes the development of digital tools to 
enhance customer services with real-time data, 
optimizing performance throughout its supply 
chain thanks to improved management and 
control processes. This will also contribute to our 
decarbonization strategy, and enrich employee 
experiences with digital resources. 
In addition, Tenaris has revamped its digital 
Marketplace for smaller customers in Argentina, 
including construction companies and distributors 
needing to place occasional orders. 
Our proprietary PipeTracer® app enables rig personnel to scan QR codes to 
tally pipes received and upload data to the cloud in real time, generating 
cost and time savings for customers.

59
The new platform streamlines efficiency and user 
experience so customers can easily access information 
on Tenaris products and pricing, place orders, and 
track the status of an order, while enabling direct 
communication between customers and Tenaris to 
resolve speciﬁc queries. 
Also available in Mexico and Colombia, the Market-
place will be launched in Canada later this year.
Industry 4.0
In parallel to our focus on meeting current customer 
needs and shaping the technologies of tomorrow, 
we are also working to improve our own production 
processes in order to achieve optimized and leaner 
operations. 
Tenaris has transformed its production system into a 
connected factory able to continuously adjust and self-
optimize through autonomous robotics, IoT devices, 
cloud technology and AI. 
The comprehensive scenario offered by Big Data is 
revolutionizing our global manufacturing system, 
allowing for all parts to run processes in a connected 
and optimized manner.
Taking advantage of these interlinked pools of data 
has helped us to advance our industrial processes and 
has also opened up new opportunities in terms of 
quality, productivity and cost savings.
Real-time signal processing and auto-learning control 
algorithms are now an intrinsic part of proprietary 
control systems that automatically operate machinery 
in our key industrial processes. 
These mechanisms improve production yield and 
quality, and reduce energy consumption, enabling 
us to manufacture the highest quality products at 
competitive costs.
Standardized, detailed views of key metrics 
across Tenaris’s global manufacturing 
system offer a thorough understanding of 
the performance of each production center 
in real time.   
In terms of human-machine collaboration, robotic 
process automation, digital assistants and wearable 
technology have contributed to eliminating repetitive 
tasks and making key data easily accessible remotely, 
in real time. 
We have also implemented video analytics, and 
automated risk detection systems and location-tracking 
technologies to enhance operational safety.
The potential uses of new technologies in our 
industry, such as virtual and augmented reality 
devices, continue to expand. Our IT and Automation 
teams are constantly testing new applications in order 
to further optimize processes.
Innovation plays a critical role in helping the 
industry to improve energy efficiency, safety 
performance and results.”
Alejandro Lammertyn
Chief Digital and Information 
Ofﬁcer

60
We take an integrated approach to sustainability 
by promoting sustainable practices throughout our 
value chain.

61

62
Suppliers by country (*)
The Value Chain: building trust 
The inﬂationary context following the pandemic, and 
the continuing conﬂict in Ukraine, have had a profound 
impact on how companies run their businesses, 
reinforcing the need to build resilience into their supply 
chains, with many ﬁrms migrating towards more 
localized, regional or near-shoring strategies. 
In a context of ongoing global uncertainty, Tenaris is 
investing in strengthening its supplier relationships, 
based on mutual trust and coordination, in the 
knowledge that this will directly contribute to 
reducing transaction costs, enhancing ﬂexibility and 
adaptability for more efficient problem-solving. In 
deepening our approach to value-chain management, 
we are also extending existing policies implemented 
by our procurement company Exiros for a sharper 
focus on environmental performance.
Sustainable sourcing
Tenaris is working to adopt a Sustainable Sourcing 
Policy aimed at enhancing dialogue and awareness of 
sustainability concepts among our suppliers, and  
accompanying us in meeting the standards we require  
in our operations, offering support and training  
as required.  
Our vision is to help our supply chain become 
more competitive by adopting global quality, safety 
and environmental standards, and developing the 
resilience to withstand market changes and sustain  
a solid value chain. 
Materials management
Most of our products are manufactured using EAF  
in integrated steelmaking operations from steel scrap, 
DRI, HBI, pig iron and ferroalloys. In Argentina, we 
make our own DRI from iron ore in pellet form, using 
natural gas as a reductant. 
In 2022, annual iron ore consumption, mostly from 
Brazil and Canada, was approximately one million 
tons. Prices and availability of iron ore or other raw 
materials may be negatively affected by production 
interruptions, such as accidents or natural disasters. 
To mitigate risks and reduce dependency, we have 
been developing alternative suppliers.
 
With our procurement company Exiros, we hold  
a selection process to ensure suppliers comply with 
the Company’s Code of Conduct and local laws. We 
will integrate the concepts of our new Sustainable 
Sourcing Policy into this selection process. We 
require all our business partners to observe our 
internal standards governing ethical behavior, legal 
compliance, and HSE responsibilities. 
Our HSE audits are designed to help suppliers manage 
long-term risks, certifying that those performing high 
HSE-risk activities have the right capabilities. 
(*) 82% of our suppliers are local.
Argentina
Mexico
USA
Italy
Romania
Brazil
Colombia
Canada
Saudi Arabia
China
Indonesia
Nigeria
400
1200
800
1600
2000
Local suppliers 
Suppliers from abroad

63
As of the date of this report, we have audited and 
certiﬁed 90% of our high-HSE risk active service 
suppliers, a prerequisite for the award of a service 
contract. The audit is based on Tenaris’s standard self-
assessment process designed for suppliers that intend 
to provide services. In 2022, 469 new audits were 
carried out. 
Tenaris purchases most supplies through Exiros, whose 
quality system is certiﬁed to ISO 9001 standards. In 
December 2022, Exiros had nearly 49,000 registered 
suppliers, of which over 15,000 were active during the 
year, with 8,600 supplying Tenaris.
PROPYMES: CELEBRATING PARTNERSHIPS
Launched in December 2002, the ProPymes Program 
supports Small and Medium-sized Enterprises 
(SMEs) working in the value chain of Tenaris and 
its sister companies Ternium, Tecpetrol and Techint 
Engineering & Construction. The Program’s aim 
was to create an integrated ecosystem with the 
companies in the value chain by helping them grow, 
innovate and develop export strategies. 
Initially with 26 participating companies, the Program 
now works with 1,007 ﬁrms in Argentina. Over the 
last 20 years, the SMEs taking part have received 
technical assistance to train over 46,000 employees, 
beneﬁted from over USD 78 million in credit support 
from the Techint Group, and exported goods and 
services worth USD 252 million to other companies 
in the group. As regards training, the ProPymes 
Program provided a record number of 75,358 
training hours in 2022. 
In addition, 779 people have participated in  
trade missions.
The 21st annual seminar held in December 2022 
commemorated the achievements of the Program’s 
ﬁrst 20 years, a hybrid event attended by over 700 
representatives of SMEs, featuring speeches from our 
CEO Paolo Rocca and public ofﬁcials. The event was 
also an opportunity to present a new facet of the 
program, ProPymes Environment, designed to offer 
training aimed at improving environmental sustainability 
indicators for companies in the value chain.
ProPymes is also involved in our community 
education program Technical Gene, helping technical 
high schools furnish young people with the right 
workplace skills through on-the-job training. In 2022, 
the ProPymes Technical Gene Program offered 1,370 
students the opportunity to practice their skills.

64
The ramp-up in activities in key markets and the ensuing 
rise in new hires make it more important than ever to 
ensure the well-being of our employees.

65
Our commitment
To lead with care, providing a safe working environment built 
upon well-being, accountability, inclusion and trust, to enable 
employees to develop their skills and careers while contributing 
to the company’s goals. 
Our objectives
Foster trust and empower employees to manage and promote change 
Embed sustainability values through transparent and effective 
processes  
Respect and promote diversity and inclusion in all its forms 
Our actions
Our people, their enthusiasm, ideas, efﬁciency and skills, are our 
most valued asset, driving innovation and forging the path toward 
business growth. 
As a global industry leader, we face a world dynamic tempered by 
economic and political uncertainties, technological disruption and 
trade conﬂict. Nurturing the competencies and determination of 
our teams is more important than ever before to unlock a more 
sustainable future.  
Æ
Æ
•
•
•
Æ
•
Human
Capital
2.8
100
MILLION HOURS 
OF TRAINING DELIVERED 
IN 2022
NATIONALITIES 
REPRESENTED ON 
OUR TEAM
96%
SUPERVISORS 
RECEIVED UPWARD 
FEEDBACK
88%
PARTICIPATION
IN LAST ENGAGEMENT PULSE 
SURVEY, NOVEMBER 2022 
(excluding shop-ﬂoor employees)

66
Emphasizing value
As we move into a post-pandemic phase, our focus 
is on recovery and adapting to an uncertain and 
complex world characterized by shorter business 
cycles and the move towards the energy transition. 
We have also continued to experience the effects  
of the ramp-up of our industrial system, particularly 
in the U.S. and Canada, with the commensurate 
opportunity to hire more local professional and  
shop-ﬂoor personnel and rotate Tenaris employees  
to international assignments as part of their  
growth path.
Industrial passion as a core value
At our company, industrial excellence is not just a 
goal but also a fundamental aspect of our corporate 
identity. We work to strengthen our industrial and 
productive areas through a range of initiatives that 
reﬂect our unwavering commitment to this objective. 
Central to this effort is a team of technical leaders, 
young professionals and managers who share our 
passion for the industrial sector. 
To help them realize their full potential, we provide 
ongoing training and support, enabling them to stay 
at the forefront of their ﬁelds. Additionally, we have 
established specialized technical schools focusing on 
particular processes to ensure that our workforce 
remains highly skilled and knowledgeable. 
By nurturing a culture of industrial excellence,  
we stand out from our competitors and approach 
every aspect of our business from a rational, value-
driven perspective.
We believe that building and developing a passionate, 
industrial workforce is not just a business imperative, 
but a cultural obligation that springs from our 
roots. That's why we are committed to fostering a 
community of industrial talent that shares our values 
and aspirations. 
Our offer includes exposure to challenging projects, 
a multicultural environment, and a wealth of 
opportunities for learning and professional growth.
We seek to attract individuals who are not only  
highly skilled, but also deeply committed to leading  
a sustainable industrial project that beneﬁts society  
as a whole.
Shop-ﬂoor and professional employees 
In thousands of people
30
25
20
15
10
5
0
 Dec-18   Dec-19  Dec-20 
 Dec-21  Dec-22
5.5
19.8
25.3
5.1
17.7
22.8
6.1
17.1
23.2
5.8
17.1
22.9
5.0
14.1
19.0
3.8
2.4
1.9
6.3
6.5
Professional
Shop-ﬂoor
New hires (professional & shop-ﬂoor employees)

67
A human-centric approach
The pandemic has made it clear that understanding 
and empathy as part of investing in employee 
well-being are crucial to maintain efficiency and 
productivity. Post-pandemic workplace trends, such 
as the great resignation and quiet quitting, have 
empowered people to seek new meaning in the work-
life balance, particularly the younger generations. 
This is posing a challenge for industry and business 
worldwide, and Tenaris is no exception. 
We have been reﬁning our employee value proposition 
in line with our strengths as a global company, 
while reforming our talent search policy to prioritize 
personal attributes and skills such as creativity and a 
collaborative mindset that can add value to teamwork 
and our organizational capabilities.
We highlight the importance of connection and 
recognition, a human-centered approach pivoting on 
more personalized relationships. This requires us to 
be close to the line and its processes, and to draw out 
speciﬁc leadership qualities in response to the results 
of our engagement surveys. This includes continued 
emphasis on diversity, inclusion and sustainability.
Reshaping talent management 
The major changes in the talent market, its offer, 
competitiveness and preferences, have affected us in 
different ways according to region and functions. 
We have thus individualized critical proﬁles and 
customized our action plans to counter the effects of 
trends such as the post-pandemic mass resignations 
on our industry. Although we, like our peers in the 
sector, have been affected by the latter, our overall 
resignation rate in 2022 was several percentage points 
below the manufacturing industry’s benchmark. 
The resignation rate among our professional 
employees fell from 6.9% to 6.2%, while the 
resignation rate among our shop-ﬂoor employees rose 
to 6.2%, mostly in the U.S. and Canada. 
We are fostering a culture that puts 
collaboration front and center by promoting 
employee recognition, to strengthen effective 
teamwork and organizational efficiency.”
Luis Scartascini 
Chief Human Resources 
Ofﬁcer
Professional employee 
resignation rate
10
9
8
7
6
5
4
3
2
1
0
2018
2019
2020
2021
2022
6.9
5.5
4.7
4.5
6.2
%

68
New talent attraction drive
In an increasingly competitive market, job proﬁle 
preferences are changing radically, leaning towards 
emotional fulﬁlment rather than a transactional 
relationship. 
This has led to a generalized scarcity of talent, 
particularly in our industry and that of our customers, 
compelling us to develop new ways of meeting 
expectations in order to attract, engage and retain the 
human and professional skills we need. 
As a global company, we know that our career 
development and rotation prospects are an attractive 
differential for both industrial and administrative 
proﬁles. 
With ﬂexibility as the basis for our employee value 
proposition, we have been developing new incentives 
and solutions for industrial positions that traditionally 
required a greater presence in the workplace, a speciﬁc 
challenge for our industry. 
Inclusive digital transformation
As a core element of its strategy to address, govern 
and drive a comprehensive digital transformation, 
Tenaris launched its own version of the Citizen 
Development program to encourage non-IT-trained 
employees to leverage low-code/no-code software 
solutions to tackle problems and create new business 
applications, such as automating speciﬁc processes. 
The new training program enables us to upskill our 
employees and improve process optimization and 
simpliﬁcation so we can move our current workload 
towards digital tools.
ENHANCING WELL-BEING
With hybrid and remote work posing the risk of 
destabilizing the work-life balance, in 2022 we 
devoted special attention to our employees’ mental 
health and well-being. As mentioned in the chapter 
on Health & Safety, medical protocols have been 
developed with Humanitas, supported by targeted 
communications campaigns emphasizing the need for 
annual medical check-ups as well as the importance 
of self-care, including nutrition and exercise. 
We also invest continuously in training and 
awareness-raising campaigns, both for new hires  
and more senior personnel, to provide a safe 
working environment for our employees. These 
complement and reinforce our policies—Human 
Rights Policy, Diversity Policy and Harassment Free 
Policy—and codes of conduct which explicitly aim 
to ensure a healthy and safe working environment, 
prohibiting any form of discrimination or 
harassment in the workplace. 
Our global biennial workplace climate surveys held 
among shop-ﬂoor and professional employees allow 
us to keep our ﬁnger on the pulse and take action 
to tackle any areas of concern for our people.

69
350
300
250
200
150
100
50
0
  2018 
  2019
   2020
  2021
   2022
120
196
316
85
134
219
50
111
161
76
167
243
18
36
54
Female
Male
With the return to full in-person training and events, 
TenarisUniversity revamped its four global management 
programs to include the latest competencies.
Mentoring to guide development
After a signiﬁcant inﬂux of candidates in certain 
regions and areas, we ended 2022 with over 500 
Global Trainees (GT), mostly with an industrial 
proﬁle from regional universities. 
Our new GT Pool program is being deployed on the 
ground by specially trained “mentors” who closely 
follow each GT in the office or mill in order to guide 
their development and inspire their engagement.
As a recruitment tool, we expect to see this impact on 
our retention rates and reduce the time taken to ﬁll 
open positions, while enhancing our talent pipeline to 
support succession planning. 
The GT Pool program will also have an impact on 
diversity in operational and management roles, as we 
are working to ensure that 50% of our professional 
employee intake are women, contributing to a better 
distribution of the workload in a context of growing 
activity.
GT new hires

70
2022 was welcomed with enthusiasm as the 
return to full in-person training and events, and 
at TenarisUniversity, we resumed the four global 
management programs with updated competencies: 
the TenarisUniversity Induction Camp (TUIC), the 
Management Development Program (MDP), the 
Advanced Management Program (AMP) and the 
Leadership Program (LP). These are now buttressed 
by the Business Acumen (BA) and Management 
Essentials (ME) programs that were introduced 
during the pandemic. 
Revamped over the last couple of years to combine 
the latest learnings with technology, the programs 
now offer participants improved and effective ways 
of networking, incorporating the values of the peer 
learning communities to share understanding of  
the course material and develop new practical 
and softer skills. Overall, they offer a broad and 
structured range of management training, featuring 
participation from prominent business schools, with 
particular application to our industry.
STRENGTHENING OUR KNOWLEDGE CULTURE 
The level of engagement displayed by participants, 
the feedback provided and the comments shared, 
were visible proof of the importance of in-person 
learning experiences for Tenaris’s culture and the 
focus on skills and knowledge rather than roles. 
This year, we launched the Maintenance Technical 
School in Mexico, and the Hot Rolling Technical School 
in Italy, following the success of a similar initiative 
for our Technical Sales professionals, to strengthen 
knowledge sharing and foster a sense of community 
as part of our industrial culture. 
We also deployed a company-wide training plan 
aimed at imparting team management skills to 
new shift leaders, part of a growth model strategy 
rooted in setting common goals. 
BACK TO IN-PERSON TRAINING 
Employee participation in Global 
Management Programs
Participants per course
Year
2018
2019
2020
2021
2022
TUIC
133
183
-
86
162
BA
30
36
33
AMP
48
52
-
-
MDP
113
105
49
96
ME
85
83
77
LP
38
39
-
42
TUIC: TenarisUniversity Induction Camp
MDP: Management Development Program
AMP: Advanced Management Program
LP: Leadership Program
BA: Business Acumen Program
ME: Management Essentials Program
Total training hours
35
57
46
37
35
150
120
90
60
30
0
 2018 
 2019 
 2020 
  2021       2022
Per professional employee
Per shop-ﬂoor employee 
(including on-the-job training)
Per shop-ﬂoor employee  
(excluding on-the-job training)
36
43
46
128
122
111
22
68
46
144

71
Global opportunities for growth
During 2022, we experienced strong business recovery 
with the corresponding ramp-up in personnel hires 
to drive renewed activity, particularly in the U.S. and 
Canada, opening up opportunities to recruit people 
from the local market for both professional and 
operational roles. 
This has also enabled us to offer Tenaris employees new 
options for international assignments as part of their 
professional and personal development, while providing 
support for the region as a whole in the wake of the 
challenges ensuing from the spurt in activity.  
In 2022, we had a net increase in the number 
of employees of 2,500, thanks to the reopening 
of production facilities and overall increase in 
production activity.
A good place to work 
We held our latest six-monthly Pulse Survey in 
November, a year on from our more detailed 
Employee Opinion Survey (EOS). 
With an 88% participation rate, the Pulse Survey 
enabled us to benchmark progress on the priority 
topics identiﬁed in the 2021 EOS, such as mental 
health and well-being, and deepen engagement with 
key ﬁgures and critical populations. 
Our regular workplace climate surveys help us gauge 
how people feel about the company as a place to work 
and benchmark progress in target areas.
PARTICIPATION RATE 
IN PULSE SURVEY 2022
SATISFACTION WITH TENARIS
AS A PLACE TO WORK
FAVORABILITY SCORE
CONFIDENCE IN TENARIS’S FUTURE
80%
88%
76%

72
The positive responses highlighted attributes such as 
the company’s ﬁnancial strength, product quality and 
market leadership in general terms. At an internal 
level, there was positive feedback regarding employee 
ﬂexibility, well-being and career development, 
indicating a high level of satisfaction with the 
company as a good place to work, 4% up on the 
previous year. 
Aspects such as collaboration and recognition 
continue to be areas for improvement, with comments 
reﬂecting concerns about their effect on employee 
deliverables. These are now the subject of focus 
groups to gain a greater understanding of the main 
issues prior to developing actions, a priority for 2023.  
Leveling the playing ﬁeld
 
Tenaris fosters diversity in the workplace as the 
bedrock of a healthy company culture, enhancing 
productivity, employee retention and general work 
satisfaction. A rich diversity of ages, abilities and 
nationalities, as well as an active commitment to 
promoting gender equality across the organization, 
have set the course for inclusion at all levels. 
Also key for our talent management strategy is the 
intention to have a high proportion of local staff at 
each of our locations, averaging 85% of employees 
who are native to the respective country. 
We continue to work to improve the gender balance 
with a focus on attracting more women to our GT 
and entry level programs, as well as our corporate 
internships. Here, we aim to have an equal gender 
balance between women and men. As a company that 
grows from within, there are a number of internal 
programs designed to help our female talent develop 
professionally by providing long-term career planning 
and support. 
In Colombia, Tenaris was certiﬁed for the Labor 
Equity Gold Seal by Equipares, the national program 
on labor equity which benchmarks gender issue.
Employees by nationality
26%
11%
7%
5%
2%
25%
8%
6%
3%
6%
Argentine
Mexican
USA
Italian
Romanian
Brazilian
Colombian
Canadian
Indonesian
Others
Senior managers by nationality
1,589
862
491
1,201
2,889
1,873
2,096
6,201
6,617
1,473
Romanian
5%
15%
Argentine
Other
10%
U.S.
5%
Mexican
Colombian
39%
5% Brazilian
2% Canadian
2%
Japanese
1%
Italian 16%
Indonesian
1%

73
Female
Male
Percentage of women
Shop-ﬂoor employees by age
12,000
10,000
8,000
6,000
4,000
2,000
0
Under 30
Between 30 and 50
Over 50
3%
People
9%
4%
Female
Male
Equal opportunities employer
The Tenaris Code of Conduct prohibits unlawful 
discrimination in employment relationships, granting 
all people the right to apply for a position in the 
company, or to be considered for a new post on the 
criteria of merit, without arbitrary discrimination. 
The company’s Human Resources Policy upholds 
equal opportunities by ensuring that hiring, promotion, 
transfer, notice periods, dialogue, rights and protection, 
as well as other employment decisions are taken 
without regard for race, color, religious belief, gender, 
age, disability, national origin or sexual orientation. 
Compensation and remuneration refer to individual 
duties, performance, competence and behavior. 
The Company operates a Compliance Line, available 
24/7, to which employees may report any supposed 
breach of the Company's Code of Conduct or its 
principles, such as acts of corruption, fraud, theft, 
and abuse or discrimination in the workplace. The 
Compliance Line is a conﬁdential communication 
channel which is managed independently by our 
Internal Audit Department. Reports are duly analyzed 
and in many cases, disciplinary actions, including 
dismissals, have ensued.
Our objective is to ensure that at least half of our young 
professional hires are women, as part of our efforts to 
improve the gender balance throughout the organization.
Percentage of women
Professional employees by age
3,500
3,000
2,500
2,000
1,500
1,000
500
0
Under 30
Between 30 and 50
42%
Over 50
22%
People
28%

74
Our education programs are aimed at raising technical 
educational standards in our communities to prepare 
schoolchildren and students for better employment 
opportunities.

75
Our commitment
To drive inclusive growth and development in the communities 
where we work and live, promoting a culture that rewards merit and 
encourages enterprise, both academic and in terms of personal effort.
Our objectives
Contribute to improving all levels of education in our immediate 
and broader communities, with a focus on technical education 
Help preserve our community’s identity and heritage 
Encourage creativity and innovation through culture
Support our communities during crisis (health, education, 
humanitarian)
Our actions
Our community program reﬂects over seven decades of industrial 
tradition worldwide, with a special focus on Latin America. We 
believe that a project like ours can only be sustainable if community 
and industry grow together, with the conviction that education is 
the main driver of individual and social progress. Our seven global 
strategic programs are implemented locally, taking into account 
the different realities of each community where we operate.  
In 2022, our global education programs were renamed after 
Roberto Rocca as a tribute to his legacy and values: the Roberto 
Rocca Technical Schools, Roberto Rocca Technical Gene, Roberto 
Rocca After School Program and Roberto Rocca Scholarships. He 
was passionate about education as fundamental factor for people's 
development, driving social mobility and creating opportunities for 
growth. These beliefs are intrinsic to the ethos of the Techint Group 
and underpin its core values. In 2022, to celebrate the Centenary of 
Roberto Rocca’s birth, we set June 10 as our Global Education Day. 
In 2022, Tenaris invested USD 13.4 million, complemented by an 
additional contribution of USD 1.4 million made by our controlling 
shareholder group. Of the total amount of USD 14.8 million, 
USD 11.4 million, or 77%, was invested in our education programs.
Æ
Æ
•
•
•
•
Æ
Community
Relations
37,000
214,000
BENEFICIARIES
OF OUR GLOBAL AND 
LOCAL EDUCATION 
PROGRAMS
BENEFICIARIES 
OF OUR GLOBAL AND
LOCAL CULTURAL
PROGRAMS
14.8
(USD 13.4 MILLION DIRECT)
INVESTED IN
OUR COMMUNITIES
IN 2022
USD
77%
ALLOCATED TO  
EDUCATION
IN 2022

76
20
15
10
5
 0
2018 
2019 
2020 
2021 
2022
Other community investment (culture, health
and social inclusion)
COVID-19 fund
Education
11.4
11.9
14.3
13.9
18.0
14.5
4.5
9.5
3.6
10.8
1.9
7.4
8.7
2.4
0.3
Education at all levels
Our educational programs cover the entire school 
cycle, from elementary to higher level, helping 
children to fulﬁll their potential and become active 
contributors to society. 
The Roberto Rocca Technical Schools Network, 
Roberto Rocca Technical Gene, the Roberto 
Rocca After School program and Roberto Rocca 
Scholarships program, are the four global initiatives 
designed to support education in our communities. 
During 2022, we launched our Roberto Rocca 
Educational Campus, offering free online training 
in Math, Technical Skills and Safety, among other 
courses for students from our communities. This was 
complemented by the launch of our robertorocca.org 
website to share education articles and global best 
practices.
Technical education: the foundation for 
industrial growth 
At the heart of our education drive is the network of 
Roberto Rocca Technical Schools (ETRR, in Spanish). 
The ETRR program was launched to educate high-
school students from our communities using innovative 
teaching methods and technologies for classrooms 
and laboratories. All the students receive different 
scholarships depending on their needs. 
The ﬁrst school, inaugurated in 2013 in the city of 
Campana (Argentina), has 436 students, while our 
sister company Ternium opened a second technical 
school in 2016, with a capacity of 406 students, in  
the town of Pesquería (Mexico). 
In 2022, the American Chamber of Commerce in 
Argentina distinguished Tenaris and the ETRR with 
an award for their outstanding contribution to quality 
education, in recognition of the educational model 
followed, the innovative learning environment and  
its impact on the community. 
Five ETRR students were picked in 2022 to 
represent Argentina and participate in the FIRST 
Global Challenge, a yearly Olympics-style robotics 
competition organized by the International First 
Committee Organization and held in Switzerland.  
The ETRR team competed against their peers from 
190 countries to build a robot in record time. 
Investment in the community
In USD million
14.8
3.0
0.4

77
Our community work in 2022 sought to increase 
the value of education for the community through 
global partnerships with the German automation 
and industrial manufacturing companies, FESTO 
and Siemens, respectively. The Argentine ETRR was 
certiﬁed as a Technical Training Center, enabling it 
to offer Industry 4.0-related technical courses and 
certify people from the local communities. The ETRR 
in Campana is the ﬁrst training center in Argentina 
qualiﬁed to provide this certiﬁcation. Math and 
Language skills-strengthening courses were offered 
to 431 elementary school-leavers about to begin high 
school and technical courses given to 95 students from 
other local technical high schools.
We believe that gifted teachers who are truly committed 
to both students and the community are a springboard 
for academic excellence. During 2022, we ran our 
annual teacher performance evaluation system involving 
student feedback surveys as well as an assessment of 
the work completed, conduct and disciplinary records. 
Our school assessment committee met to evaluate 87 
teachers, with a view to applying a series of incentive 
systems in line with annual teaching performance.  
Creating innovative learning environments  
The ETRR’s educational model was inspired by 
the High Tech High (HTH) schools network in 
California, and the Project-Based Learning (PBL) 
dynamic teaching method, from PBLWorks. Drawing 
on these sources, the ETRR model is based on active, 
collaborative, project-based learning. It places emphasis 
on social-emotional skills development as well as on 
achieving high academic and technical standards. 
During 2022, the school revamped its learning 
environments to strengthen its educational model, 
facilitate an increase in the number of ETRR students, 
and open up learning spaces to other schools to enable 
them to offer their own students the latest in technical 
training.    
The ETRR commissioned the Danish architects Rosan 
Bosch Studio to propose the necessary changes, as the 
ﬁrm specializes in the design of innovative schools 
offering ﬂexible and diverse learning landscapes. 
The learning environments at the ETRR were revamped in 
2022, opening up spaces for students from other schools 
in the community to access the latest in technical education.

78
Accordingly, spaces were redesigned in line with a 
new approach centered on four main learning areas 
(nodes) rather than traditional classrooms: technical 
and technological, STEM, nature and sustainability, 
citizenship, art and communication, and health and 
movement. These learning spaces are designed to 
encourage students to develop their concentration, 
collaboration, production, action and presentation 
skills as part of our PBL approach. 
Technical education to strengthen skills in 
the community 
The Roberto Rocca Technical Gene program provides 
schools with infrastructure and equipment, as well 
as teacher training and on-the-job internships for 
high-school students, leveraging the teaching and 
learning practices developed by the Roberto Rocca 
Technical Schools program. High-school students 
have the opportunity to develop Industry 4.0 skills 
using speciﬁc tools to guide their learning. 
Through our ProPymes program, we extend 
Technical Gene to our network of small and medium-
sized suppliers.   
As well as infrastructure and equipment, 
we provide practical experience through 
technological projects bringing schools closer 
to industry, including on-the-job internships 
in our mills. 
Launched in 2006, Technical Gene is underway in 12 
communities: Campana, Zárate, Pindamonhangaba, 
Cartagena, Bérgamo, Aktau, Veracruz, Calarasi, 
Campina, Zalău, Bay City and Midland; in eight 
countries: Argentina, Brazil, Colombia, Italy, 
Kazakhstan, Mexico, Romania and the U.S. In 2022, 
3,544 students and teachers took part in the program. 
In Cartagena, we redesigned a technical school in 
the Nelson Mandela neighborhood, improving job 
opportunities for school leavers with local industrial 
companies, and introduced three new technical study 
courses in partnership with the SENA national learning 
system. We also provided technical equipment, built 
new workshops and trained teachers and students in 
Math and technical subjects. 
Our Technical Gene program offers high-school students the opportunity 
to develop Industry 4.0 skills and receive on-the-job training at companies 
from our ProPymes program.

79
Our commitment to strengthening education, 
focused on STEM subjects, is a strategic one, 
beneﬁting the future of our companies and 
communities, in the interests of creating 
greater prosperity for society as a whole.”
Erika Bienek
Community Relations 
Director, Techint Group
Roberto Rocca Technical School
Students involved
Students trained 
from other schools
ETRR students
1,000
900
800
700
600
500
400
300
200
100
0
2021
322
428
2022
526
436
2018
320
336
2019
276
393
2020
271
410
Technical Gene
Students and teachers involved
Teachers
Students
7,000
6,000
5,000
4,000
3,000
2,000
1,000
0
2018
2019
2020
2021
2022
3,216
328
5,656
113
3,374
126
2,650
114
1,131
102
In efforts to bring schools closer to industry, in 
2022, our mill internships returned to the in-person 
pre-pandemic format. 219 students from Campana, 
Zárate, Pindamonhangaba, Calarasi, Zalău and 
Aktau, did internships at our facilities, and we rolled 
out the technical internships experience for the ﬁrst 
time at our plants in Veracruz and Calarasi.
With a focus on raising educational standards, 
teachers in Campana, Veracruz, Pindamonhangaba, 
Cartagena and Zalău received PBL training courses as 
well as Math and FESTO Certiﬁcations. 
Regarding infrastructure, we supported technical 
schools by upgrading workshops and equipment in line 
with the demands of industrial environments, such as 
new classrooms for schools in Campana and Cilegon.   
Starting out on the right foot
The Roberto Rocca After School program offers 
STEM and Art classes for children aged 6-15, an 
integrated approach to develop basic literacy, math, 
science and social-emotional skills through quality 
education, four days a week. 
Launched in 2009, the program is currently being 
implemented in a total of ten communities through both 
Tenaris and Ternium: Campana, Pindamonhangaba, 
Cartagena, Veracruz, Zalău, Montevideo and 
Blytheville (Tenaris), and Ramallo, Santa Cruz and 
Monterrey (Ternium), reaching 1,789 students.

80
The results and approach of the Roberto Rocca After 
School program were presented at the 2022 Virtual 
Conference of the WERA-International Research 
Network in Extended Education. The program was 
singled out for its contribution to the all-around 
development of children, particularly those from 
vulnerable communities. 
In 2022, we reinforced educational content for 
our Science, Math and Literacy teaching, focusing 
on bringing children who were behind in reading 
and writing skills up to speed. As a result, overall 
Math skills improved by 7% and Literacy levels by 
27%, according to College Board measurements. 
In addition, students attending the Roberto Rocca 
After School show higher school attendance rates, 
with those in Campana, for example, clocking up an 
average per year of 30 days more than their peers.
Encouraging educational excellence
Launched in 1976 in Argentina, the Roberto 
Rocca Scholarships program encourages academic 
performance and commitment among high-school 
students living in Tenaris communities. The program 
was expanded in 2005 to include undergraduate and 
graduate students and encourage them to study applied 
science and engineering. The criteria used to assess 
whether high-school students qualify for scholarships, 
in addition to academic excellence, include an 
evaluation of their family's socioeconomic situation. 
This is part of the company’s drive to promote equal 
opportunities, in the understanding that education is 
key to promoting upward social mobility. 
In 2022, we awarded 1,843 scholarships to high-
performing secondary-school students, 530 
scholarships to undergraduates, and 12 to doctoral 
students studying outside their home country.
 
After School program   
Students involved
Roberto Rocca Scholarships program 
Students involved
2,400
2,000
1,600
1,200
800
400
0
2018 
2019 
2020 
2021  
2022
University and PhD
High school
542
1,843
1,222
484
1,606
1,195
458
432
1,335
415
1,500
1,000
500
0
2018 
2019 
2020 
2021  
2022
1,482
1,492
1,257
1,114
1,473
2018-2019: regular students with  
70% attendance or more
2020-2022: students enrolled in the program 
participating in online activities

81
Culture and tradition
Sharing horizons past and present
For Tenaris and its sister companies in the Techint 
Group, art and culture are a source of innovation 
as well as a means of celebrating diversity and 
exploring humanity. The foundation of our global arts 
programs is our partnership with the contemporary 
art Fundación PROA in Argentina. In 2022, Tenaris 
invested USD 1.9 million in cultural activities in  
8 countries. 
In 2022, together with Fundación PROA, we held a 
series of Film Festivals achieving a record turnout. 
7,029 spectators gathered to watch a selection of Latin 
American ﬁlms screened in communities in Bay City, 
Bergamo, Blytheville, Calarasi, Campana, Campina, 
Houston, Montevideo and Zalău. 
During 2022, PROA presented the exhibitions “A 
panorama of this world”, “Christo and Jeanne-Claude”, 
“Labyrinths”, “Anthropocene”, and the site-speciﬁc 
“Giros”. PROA received 100,000 in-person visitors, and 
2,200 people attended seminars and virtual classes.
Tenaris also supports the Galleria d’Arte Moderna e 
Contemporanea (GAMeC) in Bergamo, which hosts 
a wide variety of local and international exhibitions, 
and last year welcomed 102,165 visitors.
History in the making 
In Italy, the Fondazione Dalmine in Bergamo is 
responsible for disseminating Tenaris’s history 
and industrial culture, and its archive is home to a 
vast collection of historical material documenting 
industrial development in the region. The institution 
hosts cultural events and exhibitions, and offers 
elementary and high-school students learning 
experiences about the region’s past and present, as 
well as Robotics, History, Digital Media, Productive 
Processes and Security Labs training courses. 
At our photo libraries in Campana, Pindamonhangaba, 
Veracruz and Montevideo, we collect and preserve 
photographic data recording the history of the 
locations and communities where we operate. This 
material is made available to the community on the 
photo libraries’ respective web pages. 
VOLUNTEERS IN ACTION
With renewed emphasis on helping educational 
institutions to recover as lessons returned to in-person 
attendance after the pandemic, the Tenaris Volunteer 
program brought together dozens of employees and 
their families as well as local students who poured 
their efforts into refurbishing schools. 
In Campana, the volunteers dedicated two days to 
upgrading the Josefa school, waterprooﬁng structures, 
replacing wood and metalwork and overhauling 
kitchens, classrooms and bathrooms, to provide 
schoolchildren with safe, modern and comfortable 
facilities. Furnished with the necessary protective 
equipment and tools, the volunteers worked 
enthusiastically to refurbish the establishment, which 
has just been designated the new local headquarters 
for the After School program.

82
Independent Board members paid a visit to one of our 
customers' operations in the Vaca Muerta shale play 
where our products and services are used.

83
Governance,  
Risk and Compliance
Our commitment
To build a corporate culture of transparency and 
integrity based on ethical behavior and compliance 
with the law.
Our objectives
Develop and oversee Tenaris’s strategy and risk 
management, taking into account ﬁnancial, social, 
environmental and ethical considerations to ensure 
our long-term sustainability. 
Corporate governance
Tenaris S.A. was established as a société anonyme 
organized under the laws of the Grand Duchy of 
Luxembourg on December 17, 2001. As of the date 
of this report, San Faustin S.A. beneﬁcially owned 
60.45% of the Company’s outstanding voting shares. 
San Faustin has controlling interests in Ternium, the 
leading steel producer in Latin America; Tecpetrol, 
an oil and gas company; Techint, an engineering and 
construction company; Tenova, supplying equipment 
and technologies for iron and steel and mining; and 
Humanitas, a research hospital network in Italy. 
The Company’s shares are listed and traded on 
the Italian Stock Exchange and the Mexican Stock 
Exchange; and in addition, the Company’s American 
Depositary Shares (ADSs) are listed and traded on  
the New York Stock Exchange. 
Management of the Company is vested in a board of 
directors with the broadest powers to act on behalf 
of the Company and accomplish or authorize all acts 
and transactions of management and disposal that 
are within its corporate purpose and not speciﬁcally 
reserved in the articles of association, or by applicable 
law, to the general shareholders’ meeting. 
The Company’s current board of directors is composed 
of eleven directors, of which ﬁve qualify as independent 
directors under applicable U.S. securities regulations, 
and the Company’s articles of association. 
The board of directors meets as often as required by 
the interests of the Company and at least four times 
per year. In 2022, the Company’s board of directors 
met nine times and adopted four unanimous written 
resolutions. On May 3, 2022, the board of directors 
appointed Mr. Paolo Rocca as administrateur délégué 
(CEO) and delegated to him the power to manage 
the Company’s affairs within the ordinary course of 
business to the full extent permitted by Luxembourg 
law; to direct and supervise the business activities 
of the Company’s subsidiaries; and to represent the 
Company in relation to such matters. 
The Company’s board of directors has an audit 
committee, which currently consists of four 
independent members under applicable U.S. securities 
regulations and the Company’s articles of association. 
Æ 
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84
The audit committee operates under a charter, 
which sets forth the audit committee’s purpose and 
responsibilities. The audit committee assists the board 
of directors in its oversight responsibilities related to 
(i) the integrity of the Company’s ﬁnancial statements; 
(ii) the effectiveness of the Company’s system of 
internal control, risk management and internal audit 
over ﬁnancial reporting; and (iii) the independence 
and performance of the Company’s external auditors. 
The audit committee also performs other duties 
entrusted to it by the Company’s board of directors or 
required to be performed by it under applicable laws 
and regulations.
In addition, the audit committee is required to review 
and, where applicable, approve material transactions 
between the Company or its subsidiaries with related 
parties, as provided in the Company’s articles of 
association, or as may be required by any law, rule 
or regulation applicable to the Company, in order to 
determine whether their terms are consistent with the 
interests of the Company and all its shareholders, and 
are consistent with market conditions or are otherwise 
fair to the Company and its subsidiaries.  
For further details of our corporate governance, 
including our board of directors, audit committee, 
senior management and major shareholders, please 
refer to our Annual Report at ir.tenaris.com/ﬁnancial-
and-sustainability-reports/reports.
We are an industrial company whose 
sustainability depends on the continuing 
support of our local communities.

85
Risk management
The Company has established at management level 
a Critical Risk Committee (CRC) that assists the 
board of directors, the audit committee and the 
CEO, in connection with the monitoring, assessment 
and review of risks to which Tenaris is exposed, 
and regarding the oversight of the risk management 
framework and processes. 
Risks are identiﬁed and managed by management. 
We have categorized risk factors according to the 
potential area impacted, the likelihood of their 
occurrence and the severity of any eventual impact. 
The CRC primarily focuses on risks considered critical 
to the Company’s assets, operations or reputation or 
that have the potential to trigger signiﬁcant liabilities.
The CRC facilitates the identiﬁcation and assessment of 
critical risks, the adoption of mitigating actions and the 
monitoring of action plans. Critical risks are escalated 
through existing reporting lines and decisions are not 
dissociated from other management decisions. The 
CRC periodically reports to the board of directors, the 
audit committee and the CEO on its activities. 
Critical risks include accidents, cybersecurity, 
commercial execution, climate change and 
environmental issues, health and safety,and regulatory 
risks, among others.
For further information about Tenaris's risks, please see 
the “Risk factors” section in our 2022 Annual Report. 
Business Conduct: committed to 
Compliance 
Tenaris is committed to building a corporate culture 
of business ethics based on ethical behavior and 
compliance with the law. The Company has adopted 
a Code of Conduct incorporating guidelines and 
standards of integrity and transparency applicable to 
all of our directors, officers and employees. As far as 
the nature of each relation permits, all the principles 
detailed in the Company’s Code of Conduct also apply 
to relations with our contractors, subcontractors, 
suppliers and associated persons.
In addition, the Company has adopted a Code of 
Ethics for Senior Financial Officers, intended to 
supplement the Company’s Code of Conduct. It 
applies speciﬁcally to the principal executive officer, 
the principal ﬁnancial officer, the principal accounting 
officer or controller, as well as persons performing 
similar functions. 
The Company has also adopted a Policy on Business 
Conduct, effective since 2012. The Company’s 
business conduct compliance officer is responsible 
for implementing the Company’s Business Conduct 
Compliance Program aimed at identifying and 
mitigating corruption risks, managing third-party 
risk and fostering a culture of compliance, ethical 
behavior, integrity and transparency. 
The work carried out by our Critical Risk 
Committee is vital to keep track of risks that 
could affect the company, such as economic 
and political crises, cyberattacks or climate 
change, and deﬁne a response.”
Alicia Mondolo
Chief Financial Ofﬁcer

86
The Company regularly issues, reviews and validates 
its codes, policies, procedures and standards following 
anti-corruption and ethical business regulations 
and its developments, including the U.S. Foreign 
Corrupt Practices Act (FCPA), the UK Bribery Act, 
and the fundamentals of the OECD Convention on 
Combating Bribery of Foreign Public Officials. 
The Company’s Business Conduct Compliance 
Program is a single, risk-based approach to how the 
Company develops, structures and implements anti-
corruption and anti-bribery compliance and adherence 
to ethical business, regulating interaction with public 
officials, governmental entities, communities, other 
public and private corporations, business partners and 
third-party employees. 
The Business Conduct Compliance Program develops 
several preventive actions within the following ten 
core compliance areas: Risk Assessment and Planning, 
Normative, Advising and Guidance, Communications, 
Training, Certiﬁcations, Third Parties, Monitoring 
and Audit, Discipline and Remediation, and 
Benchmarking and Profession. 
These activities are based on regular risk evaluations 
to identify and focus on critical factors and best 
practices, with a view to developing and applying 
each activity with special attention to risk prevention 
through education and communication. 
Tenaris understands that high standards of integrity 
and transparency can only be achieved by setting 
common rules among its employees, officers and 
directors, as well as the third parties with which it 
engages in business. 
As commitment and compliance with these common 
rules by our suppliers becomes essential for securing 
our goals and expectations on ethical, transparent 
and rightful behavior, Tenaris has developed a Code 
of Conduct for Suppliers, applicable to suppliers 
and their respective employees, officials, directors 
or authorized representatives for dealings and 
transactions involving Tenaris. Commitment to 
comply with the provisions of the Code of Conduct 
for Suppliers will be considered for the selection and 
engagement of suppliers. 
The Company has also implemented a 
Conﬂict of Interests and Non-Competition 
Policy, which was last reviewed in 2022, to 
address conﬂict of interest risks associated 
with employees’ business relations with other 
companies or entities. 
During 2022, Tenaris updated 24 compliance and 
ethics-related internal norms, and offered 71 in-person 
or online business conduct training sessions to 1,155 
employees around the world, coming to 3,334 training 
hours. Training nurtures our compliance culture and 
raises awareness about taking reliable decisions and 
preventing bribery, corruption issues or any other 
actions which disregard company controls. Tenaris 
also offered e-training to 402 third-party employees, 
of which 302 are based in high-risk countries.
Tenaris has implemented standardized processes to 
evaluate, select and hire representatives or associates, 
such as commercial intermediaries, customs agents, 
permitting assistants, advisors and law ﬁrms.

87
Procedures include due diligence processes, internal 
authorization controls and standard provisions to 
ensure third-party commitment to comply with 
Tenaris’s anti-bribery and anti-corruption policies. 
Regarding the automation of compliance activities, 
Tenaris has implemented a digital platform to 
systematize due diligence procedures carried out on 
high-risk third parties, including background checks, 
onboarding, e-training courses and monitoring. 
Tenaris believes that the effective involvement and 
responsibility assumed by each employee on a daily basis 
are critical for the Company’s business ethics culture. 
As part of our Business Conduct Compliance 
Program, we develop awareness-raising activities 
and communicate relevant guidelines, policies and 
procedures throughout the organization, in the form 
of newsletters, ﬂyers, banners, stories and notices 
published on our intranet. 
We also hold regular management meetings and 
distribute educational materials aligned with the 
industry’s best practices. In 2022, our Company 
issued 49 communication pieces with a global reach 
within Tenaris.
Regular monitoring and audit activities are performed 
to verify compliance and to gauge our response 
capacity worldwide.  
Compensation Policy and Report
Tenaris has adopted a Compensation Policy, in 
compliance with applicable Luxembourg law.
The Compensation Policy, on the Company’s website, 
sets forth the principles and guidelines for purposes of 
determining the compensation payable to the members 
of the Company’s board of directors and the CEO. 
Tenaris’s Compensation Policy seeks to: 
attract, motivate and retain individuals of high 
professional standing and experience
promote internal pay equity
incentivize long-term decision making 
promote sustainability, efficiency and growth
ensure maximum transparency. 
By doing so, Tenaris seeks to continue encouraging 
long-term shareholder engagement. 
On March 31, 2023, the Company’s board of 
directors approved the 2022 Compensation Report, 
available on the Company’s website. 
In accordance with applicable Luxembourg law, the 
2022 Compensation Report will be submitted to 
the non-binding vote of the shareholders at the next 
shareholders’ annual general meeting, scheduled 
to be held on May 3, 2023. 
•
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•
•
•
Risk recognition and ethical behavior 
underpin Tenaris’s culture of integrity: the 
commitment of our leadership and employees 
to compliance education has been crucial to 
raise people’s awareness of the importance of 
business ethics in achieving Tenaris’s goals.”
Andreina Ostos
Business Conduct 
Compliance Ofﬁcer (BCCO)

88
The 2022 Compensation Report sets forth the 
compensation paid or payable to the members of 
the Company’s board of directors and to the CEO 
for the performance of their duties during the year 
ended December 31, 2022. Among other issues, the 
2022 Compensation Report contains the assessment 
made by the board of directors for the purposes of 
determining the CEO’s variable compensation for 
the year 2022, based on a report prepared by an 
independent compensation consultant and an analysis 
of Tenaris’s annual performance, including ﬁnancial 
and non-ﬁnancial performance indicators. 
Compliance Line 
Tenaris has implemented a “Compliance Line” 
available 24/7 to all employees, customers, 
contractors, suppliers and other interested parties  
that wish to report any violation to the Company’s 
Code of Conduct. The Compliance Line is managed 
by the Company’s internal audit department under  
the supervision of the Company’s audit committee. 
The information reported through the Compliance 
Line is strictly conﬁdential, to the extent permitted  
by applicable law. 
Reports may be submitted in person, online, by  
email or through our toll-free numbers available  
in most of the countries where Tenaris operates. 
During 2022, Tenaris’s Compliance Line was 
available in ten languages.
In February 2022, the Company enhanced its 
Compliance Line in accordance with best market 
practices, technological developments and applicable 
regulatory requirements. For example, the new system 
makes it easier for interested parties to submit their 
reports (including the possibility of reporting from a 
mobile device by scanning a QR code) and allows for 
interaction with the reporting person. 
The renewed Compliance Line was publicized, and a 
communication campaign held in each location where 
Tenaris operates. 
Compared to previous years, complaints reported 
during 2022 have signiﬁcantly increased, mainly due 
to the adoption of the new enhanced compliance line 
system, which facilitates the reporting of violations, 
the afore-mentioned communication campaign, the 
headcount increase, and the return of many employees 
to the offices. 
In 2022, the complaints received had a substantiation 
rate of 56% and led to disciplinary actions, 
including dismissals and termination of commercial 
relationships, and helped to improve the Company’s 
internal control system. 54% complaints received in 
2022 were not made anonymously. 56% of complaints 
were related to workplace environment matters.
Shareholder’s Compliance Line
Shareholders, investors and other interested parties 
have access to an exclusive channel to communicate any 
concerns related to accounting or reporting matters, as 
well as issues affecting the process of internal control 
over ﬁnancial reporting. The Shareholder’s Compliance 
Line is a web-based form available on the Company’s 
website, which, once submitted is sent directly to the 
members of the Company’s audit committee and the 
Chief Audit Executive. 
Human Rights 
Tenaris is committed to conducting operations in 
a way consistent with human rights principles by 
fostering and promoting respect for the fundamental 
rights and dignity of people.

89
Our Human Rights Policy was adopted in 2009; it 
was ﬁrst reviewed in 2018 and more recently updated 
in March 2022. The Policy provides that Tenaris will 
act in compliance with the Universal Declaration 
of Human Rights, the principles articulated in the 
International Labour Organisation’s Declaration of 
Fundamental Principles and Rights at Work, and the 
United Nations Global Compact, as well as all human 
rights laws, rules and regulations applicable in the 
jurisdictions where it conducts its business. 
Tenaris is also subject to the 2015 UK Modern 
Slavery Act and has implemented modern slavery 
due diligence review to assess commitment and 
compliance by its suppliers, as well as targeted 
training for employees performing tasks related to 
human rights and modern slavery issues. In addition, 
the Company’s Code of Conduct, based on United 
Nations recommendations, has a speciﬁc chapter on 
“Labor and Human Rights”; and Tenaris’s standard 
terms and conditions for the purchase of goods and 
services include provisions on compliance with human 
rights regulations. 
Much of the information included in this report 
expresses our commitment to help our employees and 
third parties understand and carry out activities in 
accordance with these principles. They include respect 
for human freedom and dignity, the prohibition of 
child labor, forced labor and discriminatory behavior, 
and the recognition of people’s rights to freedom of 
association and collective bargaining. 
Tenaris is a long-term industrial project, and we 
are convinced that the only way to succeed and 
prosper is by building long-lasting relations with all 
our stakeholders, including employees, investors, 
customers, contractors and suppliers, as well as with 
the communities where we operate.
As part of our risk assessment of suppliers, 
commercial intermediaries, representatives and other 
third-party contractors, we have: 
i) adopted a due diligence review to verify that third-
party contractors comply with essential human rights 
regulations and have not infringed any applicable laws 
regarding slavery, forced or child labor; 
ii) included in our general terms and conditions for 
the purchase of goods and services, a commitment 
by third-party contractors to comply with applicable 
laws, rules and regulations on human rights, including 
a prohibition of all forms of slavery, forced labor or 
child labor, and; 
iii) implemented a Code of Conduct for Suppliers 
based on United Nations recommendations, which 
contemplates a speciﬁc section concerning “Labor and 
Human Rights”. 
The Code of Conduct for Suppliers applies to all 
our suppliers and must be accepted as a condition 
for entering into any agreement to provide goods or 
services to Tenaris. 
We value and respect the culture and tradition of the 
communities where we operate, and we actively work 
to take into account their health, safety, environment, 
human rights and economic well-being. 
On April 28, 2022, the board of directors approved 
the Company’s annual Modern Slavery Statement, 
available on www.tenaris.com/en/sustainability/
governance-and-ethics/.

90
The principal accounting policies applied in the 
preparation of this Sustainability Report are set out 
below. These policies have been consistently applied  
to all the years presented, unless otherwise stated.
Basis of presentation
This report has been prepared with reference to the 
Global Reporting Initiative (GRI) and is based on the 
guidelines established by worldsteel, the UN Global 
Compact, the Sustainability Accounting Standards 
Board (SASB) and the recommendations of the Task 
Force on Climate-Related Financial Disclosures 
(TCFD). Please see the GRI, SASB and TCFD content 
indices at the end of this report.
Our Health, Safety and Environment, and Quality 
Management systems are designed according to the 
latest versions of the ISO 14001, ISO 45001 and  
ISO 9001 standards.
The scope of this report is the same as the one for our 
ﬁnancial statements, except for those production sites 
that were not considered material due to their low 
level of operation during the year as explained below. 
Rounding:
Certain monetary amounts, percentages and other 
ﬁgures included in this Sustainability Report, have 
been subject to rounding adjustments. Accordingly, 
ﬁgures shown as totals in certain tables may not be 
the arithmetic aggregation of the ﬁgures that precede 
them, and ﬁgures expressed as percentages in the 
text may not total 100% or, as applicable, when 
aggregated may not be the arithmetic aggregation  
of the percentages preceding them.
ECONOMIC 
EBITDA: Earnings before interest, tax, depreciation 
and amortization. EBITDA provides an analysis 
of the operating results excluding depreciation and 
amortization and impairments, as they are recurring 
non-cash variables which can vary substantially 
from company to company depending on accounting 
policies and the accounting value of the assets. 
EBITDA is an approximation to pre-tax operating 
cash ﬂow and reﬂects cash generation before working 
capital variation. EBITDA is widely used by investors 
when evaluating businesses (multiples valuation), as 
well as by rating agencies and creditors to evaluate  
the level of debt, comparing EBITDA with net debt.
EBITDA is a non-IFRS alternative performance 
measure.
EBITDA = Net income for the period + Income 
tax charges +/- Equity in Earnings (losses) of non-
consolidated companies +/- Financial results + 
Depreciation and amortization +/- Impairment 
charges/(reversals)
EBITDA margin (%): Of net sales.
Net cash position= Cash and cash equivalents + Other 
investments (Current and Non-Current)+/-Derivatives 
hedging borrowings and investments – Borrowings 
(Current and Non-Current).
Return on equity (%): Net income (loss) attributable 
to shareholders’ equity / Average equity attributable to 
shareholders’ equity.
Return on capital employed (%): Operating income 
(loss) / (Average equity attributable to shareholders’ 
equity – Average net cash).
FCF Margin (%): [Net cash (used in) provided by 
operating activities – Capital expenditures] / Net sales. 
HEALTH & SAFETY 
Opportunity ratio refers to improvement 
opportunities, which include learning opportunities 
and opportunities to improve conditions in the work. 
Opportunities Ratio: Number of opportunities per 
million hours worked.
Accounting 
Policies
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91
Through our Rig Direct® services we are supporting over 500 rigs around 
the world, integrating operations with our customers to minimize 
materials production and optimize workﬂow.

92
Total Injury Frequency Rate: (First Aid injuries + 
injuries with lost days + injuries without lost days) per 
million hours worked 
Injury Frequency Rate: Number of accidents with and 
without lost days (not including First Aid) per million 
hours worked. 
Lost Time Injury Frequency Rate: Number of 
accidents with lost days per million hours worked.
Major Injury Frequency Rate (excluding fatalities): 
Number of major accidents (amputation, asphyxia, 
deep laceration, fracture—with exception of ﬁnger 
fractures—second and/or third degree extended burns 
and severe contusion) per million hours worked.
Near Miss Frequency Rate: Number of incidents per 
million hours worked.
High Potential Incidents Frequency Rate: Number of 
incidents with potential high consequences per million 
hours worked.
ENVIRONMENT
Greenhouse Gas Protocol
In 2022, we adopted the GHG Protocol for the 
purposes of reporting our emissions. Up until 2021,  
we had been using worldsteel standards, so comparative 
amounts have accordingly been reclassiﬁed where 
necessary to comply with this change.   
We continue to report to worldsteel according to 
its methodology, and comply with local applicable 
legal requirements. Our emissions reporting applies 
to all tubular production sites, including those with 
integrated steelmaking facilities, rolling mills and 
ﬁnishing facilities for both seamless and welded pipes.
The annual inventory for the GHG Protocol is held 
according to the “Operational control approach”, 
meaning that the scope of accounting includes all 
Tenaris sites for steel and tubes production where 
Tenaris has operational control. The emissions from 
a site may be excluded if its production level is below 
10,000 tons in the reporting year. 
A site’s emissions will be excluded if it is not 
operational for at least 9 months in the reporting year 
in question.
The base year is deﬁned as 2018.
The Scopes 1, 2 and 3 reporting system is used in line 
with the deﬁnitions enshrined in the GHG Protocol. As 
Scope 3 involves voluntary reporting, relevant categories 
will be added and may change over time, increasing 
the number of categories included. Changes to outputs 
from different sites owned by Tenaris and included in its 
operational control boundary do not present the need to 
modify calculations either over time, or in the base year. 
Acquisitions, mergers, and divestitures are tracked over 
time and will be included in the base year calculation 
if they have an inﬂuence higher than 10% on total 
emissions, considering the production level of the sites 
when an acquisition, merger or divestiture takes place. 
Emissions factors selected are in accordance with 
GHG Protocol hierarchy. Scope 2 emissions related to 
purchased electricity, heat or cooling, are calculated 
using a location-based and market-based approach. The 
market-based approach is the method selected by Tenaris 
to calculate and report its intensity. Local contracts, 
Renewable Electricity Certiﬁcates (RECs) or Guarantees 
of Origin (GOs) are considered in the market-based 
approach, as well as the residual mix for unclaimed 
electricity when this information is available and reliable.  
Intensity is expressed as ton CO2-eq/ton processed 
steel, which includes internal cast steel produced at 
Tenaris sites and the acquisitions of steel bars, coils 
and plates subsequently processed at any of our sites 
to produce seamless and welded pipes. 
Intensity includes Scope 1 emissions, the Scope 2 market-
based approach emissions and Scope 3 emissions for 
category one raw materials, within the boundaries and 
considering the exclusion criteria mentioned above.
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93
Electricity sold from internal power plants is not 
included in the intensity calculation, and is reported 
separately.
Scope 3 emissions
The majority of our seamless steel pipe products are 
manufactured in integrated steelmaking operations 
using the electric arc furnace route, with the principal 
raw materials being steel scrap, direct reduced iron 
(“DRI”), hot briquetted iron (“HBI”), pig iron, and 
ferroalloys. Additionally, we complement our steel 
needs with the purchase of steel bars from third 
parties. Our welded steel pipe products are processed 
from purchased steel coils.  
We report Scope 3 emissions related to the purchase 
of steelmaking raw materials, and steel bars and 
coils purchased from external suppliers used at our 
tubular production and processing facilities. Based on 
the results of our life cycle analysis and our certiﬁed 
Environmental Product Declaration, available at 
www.tenaris.com/en/sustainability/environment/, we 
conclude that raw materials and steel bars and coils 
are the most relevant source of Scope 3 emissions. 
Whenever possible, supplier-speciﬁc emissions 
factors are used. Tenaris reviews the supplier-based 
information provided and refers to internal criteria 
to deﬁne applicability. A material used may have 
different suppliers so a weighted average is performed 
using supplier based emission factor when available 
and adopted, otherwise literature available emission 
factors are used. As data reliability increases over time, 
when emissions factors are found to be more accurate, 
they are applied from that moment on. However, 
they are not always applied to past years, as there is 
no certainty about their applicability with the same 
value. For those inputs where values are not expected 
to change over time, they may be applied to previous 
years. If supplier-based data is not available, then other 
sources are used such as worldsteel, IEA, etc. 
Additionally, since 2022 we are reporting other Scope 
3 categories: category 3 as upstream emissions from 
fuels used and category 9 downstream emissions 
due to the transportation of intermediate and ﬁnal 
product. These other Scope 3 emissions are only 
reported under the absolute emissions number but are 
not considered for the intensity calculation.
Emissions calculated for the transport of intermediate 
and ﬁnal products present the following exclusions: 
inland transport in Brazil, Indonesia, China, Saudi 
Arabia and UAE, Rig Direct® movements in Argentina, 
Mexico and Colombia and spot exports from the 
U.S. and Canada using containers or liners. These 
boundaries may be different from exclusions for the 
GHG sites included, as different criteria apply. The real 
distances of transport routes have been calculated for 
those routes bearing over 3,000 tons in the reporting 
year for inland and maritime transportation and 8 tons 
on aerial transportation; otherwise, an historic average 
is used. We will continue to evaluate the relevance of 
other categories of Scope 3 emissions according to the 
GHG Protocol corporate value chain standard.  
Other environmental indicators
Recycling content in our steel: Proportion of  
recycled material in our steel calculated according  
to ISO 14021 standard.
Material efficiency (sites with steel shops): The 
methodology is aligned with worldsteel. Sites covered 
are Dalmine, Koppel, Siderca, Silcotub and Tamsa.
Residues & co-products reuse or recycling: All sites.
Water withdrawal intensity: Tubular production and 
processing sites (including steel shops).
Restatement of previous years’ indicators: 
The following ﬁgures have been restated due to 
changes in boundaries, quantities acquired and/
or emissions factors, in order to align scope and 
methodology for all periods presented: 
GHG emissions for all years
2020 and 2021. Total energy and electricity consumed.
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94

95

96
GRI 
Content Index
2
2-1
2-2
2-3
2-4
2-5
2-6
2-7
2-8
2-9
2-10
2-11
2-12
2-13
2-14
2-15
2-16
2-17
2-18
2-19
2-20
2-22
2-23
2-26
2-28
2-29
2-30
3
3-1
3-2
3-3
201
201-1
201-2
201-3
GRI Disclosures
Description
Reference
Public limited liability 
company, 1, 24, 25, 83, 124
CFS - Note 32
Year 2022, Annual, 
irtenaris@tenaris.com
90-93
110
8, 9, 24-27, 55-63, 105, 
107, AR
65-73, 103-106
103
83, AR
AR
83-89
14, 15, 83-89
AR
83-89
AR
83-89
AR
AR
AR
AR
3-5
6, 7, 83-89, 96-98
Compliance line
6, 7
14-16
106
14-16
14-16
26-27, 107
27
8-11
AR: Acc. Pol. P.; Empl. 
beneﬁts; Note 4 & 22
UNIVERSAL STANDARDS
General Disclosures 2021
Organizational details
Entities included in the organization’s sustainability reporting
Reporting period, frequency and contact point
Restatements of information
External assurance
Activities, value chain and other business relationships
Employees
Workers who are not employees
Governance structure and composition
Nomination and selection of the highest governance body
Chair of the highest governance body
Role of the highest governance body in overseeing the management  
of impacts
Delegation of responsibility for managing impacts
Role of the highest governance body in sustainability reporting
Conﬂicts of interest
Communication of critical concerns
Collective knowledge of the highest governance body
Evaluation of the performance of the highest governance body
Remuneration policies
Process to determine remuneration
Statement on sustainable development strategy
Policy commitments
Mechanisms for seeking advice and raising concerns
Membership associations
Approach to stakeholder engagement
Collective bargaining agreements
Material Topic
Process to determine material topics
List of material topics
ECONOMIC INDICATORS
Management of material topics
Economic Performance 2016
Direct economic value generated and distributed
Financial implications and other risks and opportunities due  
to climate change
Deﬁned beneﬁt plan obligations and other retirement plans
Statement of use: Tenaris S.A. has reported the information cited in this GRI content index for the period 2022 with reference to the GRI Standards. 
GRI 1: Foundation 2021
AR: 2022 Tenaris Annual Report
CFS: 2022 Tenaris Consolidated Financial Statements

97
203
203-1
203-2
204
204-1
205
205-1
205-2
3-3
301
301-2
301-3
302
302-1
302-3
302-4
302-5
303
303-1
303-2
303-3
303-4
303-5
305
305-1
305-2
305-3
305-4
305-5
305-7
306
306-1
306-2
306-3
306-4
306-5
GRI Disclosures
Description
Reference
Indirect Economic Impacts 2016 
Infrastructure investments and services supported
Signiﬁcant indirect economic impacts 
Procurement Practices 2016
Proportion of spending on local suppliers
 
 
Anti-corruption 2016 
Operations assessed for risks related to corruption
Communication and training about anti-corruption policies and procedures
ENVIRONMENTAL INDICATORS
Management of material topics
Materials 2016 
Recycled input materials used
Reclaimed products and their packaging materials 
 
 
Energy 2016 
Energy consumption within the organization
Energy intensity
Reduction of energy consumption
Reductions in energy requirements of products and services
 
 
Water and Efﬂuents 2018 
Interactions with water as a shared resource
Management of water discharge-related impacts
Water withdrawal
Water discharge
Water consumption
 
 
Emissions 2016 
Direct (Scope 1) GHG emissions
Energy indirect (Scope 2) GHG emissions
Other indirect (Scope 3) GHG emissions
GHG emissions intensity
Reduction of GHG emissions
Nitrogen oxides (NOx), sulfur oxides (SOx), and other signiﬁcant air emissions
Waste 2020
Waste generation and signiﬁcant waste-related impacts
Management of signiﬁcant waste-related impacts
Waste generated
Waste diverted from disposal
Waste directed to disposal
107
26
62
83-89
83-89
38-53, 102-103
49-51, 103
49-51, 55-63  
102
102
102
102
52, 103
52, 103
52, 103
52, 103
52, 103
41, 102
41, 102
41, 102
41, 102
41, 102
48, 102
39, 49-51, 103
39, 49-51, 103
39, 49-51, 103
39, 49-51, 103
39, 49-51, 103

98
GRI Disclosures
Description
Reference
308
308-1
3-3
401
401-1
403
403-1
403-2
403-3
403-4
403-5
403-6
403-7
403-8
403-9
403-10
404
404-1
404-2
404-3
405
405-1
405-2
413
413-1
414
414-1
62, 63
28-37, 62-81
66, 103, 106
29-37
29-37
29-37
29-37
29-37
29-37
29-37
29-37
29-37, 101
29-37, 101
70, 105
65-73
65-73
104, AR Board of directors
73, 105
75-81, 107 
62-63
Supplier Environmental Assessment 2016
New suppliers that were screened using environmental criteria
SOCIAL INDICATORS
Management of material topics
Employment 2016 
New employee hires and employee turnover 
 
 
Occupational Health & Safety 2016 
Occupational health and safety management system
Hazard identiﬁcation, risk assessment, and incident investigation
Occupational health services
Worker participation, consultation, and communication on occupational 
health and safety
Worker training on occupational health and safety
Promotion of worker health
Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
Workers covered by an occupational health and safety management system
Work-related injuries
Work-related ill health 
 
 
Training and Education 2016 
Average hours of training per year per employee
Programs for upgrading employee skills and transition assistance programs
Percentage of employees receiving regular performance and career 
development reviews 
 
 
Diversity and Equal Opportunities 2016 
Diversity of governance bodies and employees
Ratio of basic salary and remuneration of women to men
Local Communities 2016
Operations with local community engagement, impact assessments,  
and development programs
Suppliers Social Assessment 2016 
New suppliers that were screened using social criteria

99
SASB
Iron & Steel Producers 
Content Index
Gross global Scope 1 emissions, percentage 
covered under emissions-limiting regulations
Discussion of long-term and short-term 
strategy or plan to manage Scope 1 emissions, 
emissions reduction targets, and an analysis of 
performance against those targets
Air emissions of the following pollutants: (1) CO, 
(2) NOx (excluding N2O), (3) SOx, (4) particulate 
matter (PM10), (5) manganese (MnO), (6) lead 
(Pb), (7) volatile organic compounds (VOCs), and 
(8) polycyclic aromatic hydrocarbons (PAHs)
(1) Total energy consumed, (2) percentage grid 
electricity, (3) percentage renewable
(1) Total fuel consumed, (2) percentage coal, (3) 
percentage natural gas, (4) percentage renewable
(1) Total fresh water withdrawn, (2) percentage 
recycled, (3) percentage in regions with High or 
Extremely High Baseline Water Stress
Amount of waste generated, percentage
hazardous, percentage recycled
(1) Total recordable incident rate (TRIR), (2) 
fatality rate, and (3) near miss frequency rate 
(NMFR) for (a) full-time employees and (b) 
contract employees
Discussion of the process for managing iron ore 
and/or coking coal sourcing risks arising from 
environmental and social issues
Accounting metric
Raw steel production, percentage from: (1) basic oxygen furnace 
processes, (2) electric arc furnace processes
Total iron ore production (*)
Total coking coal production (*)
Activity Metric
Code
EM-IS-110a.1
EM-IS-110a.2
EM-IS-120a.1
EM-IS-130a.1
EM-IS-130a.2
EM-IS-140a.1
EM-IS-150a.1
EM-IS-320a.1
EM-IS-430a.1
Code
EM-IS-000.A
EM-IS-000.B
EM-IS-000.C
Unit of measure
Metric tons (t) CO2-eq, 
Percentage (%)
n/a
Metric tons (t)
Gigajoules (GJ), 
Percentage (%)
Gigajoules (GJ), 
Percentage (%)
Thousand cubic 
meters (m³), 
Percentage (%)
Metric tons (t),
Percentage (%)
Rate
n/a
Unit of measure
Metric tons (t), 
Percentage (%)
Metric tons (t) 
Metric tons (t)
Topic
Greenhouse
Gas Emissions
Air Emissions
Energy
Management
Water
Management
Waste
Management
Workforce
Health & 
Safety
Supply Chain
Management
Page
41, 
102
8-11, 
39-47,  
102
48, 
102
102
102
52, 
102
49-51, 
103
29-37, 
101
62-63
Page
101
None
None
(*) We do not produce either iron ore or coking coal. In Argentina we consume iron ore to produce direct reduced 
iron using gas as a reductant. Our annual consumption of iron ore during 2021 was approximately 768,000 tons.

100
TCFD 
Content Index
a) Describe the board’s oversight of climate-related risks 
and opportunities.
b) Describe management’s role in assessing and managing 
climate-related risks and opportunities.
a) Describe the climate-related risks and opportunities the 
organization has identiﬁed over the short, medium and 
long term.
b) Describe the impact of climate-related risks and 
opportunities on the organization’s businesses, strategy,
and ﬁnancial planning.
c) Describe the resilience of the organization’s strategy, 
taking into consideration different climate-related 
scenarios, including a 2˚C or lower scenario.
a) Describe the organization’s processes for identifying and 
assessing climate-related risks.
b) Describe the organization’s processes for managing 
climate-related risks.
c) Describe how processes for identifying, assessing, and 
managing climate-related risks are integrated into the 
organization’s overall risk management.
a) Disclose the metrics used by the organization to assess 
climate-related risks and opportunities in line with its 
strategy and risk management process.
b) Disclose Scope 1, 2 and, if appropriate, Scope 3 GHG 
emissions, and the related risks.
c) Describe targets used by the organization to manage 
climate-related risks and opportunities and performance 
against targets.
Disclosure
Governance
Strategy
Risk Management
Metrics and Targets
Page
8-11, 83
8-11, 83
8-11
8-11
8-11
85
85
85
102
102
8-11

101
Indicator
Unit
Sustainability
Performance Indicators
2021
2022
2020
3.3
2.7
0.2
18
58
44
14
 43,000 
2.0
6.5
7.0
4.9
3.4
3.7
2.6
1.0
1.1
0.7
0.47
0.53
0.29
0
0
0
0
13
14
9
3.3
3.8
1.9
3.9
3.3
0.5
20
67
50
17
 53,200 
2.5
6.0
6.6
4.2
3.1
3.4
2.2
0.9
1.0
0.5
0.33
0.36
0.24
0
0
0
0
13
14
9
3.3
3.6
2.4
1.8
1.9
0.3
21
–
–
–
36,000
2.0
6.5
6.8
5.4
2.8
3.1
2.0
1.1
1.1
1.1
0.27
0.32
0.10
0
0
0
0
16
17
11
4.6
5.1
2.9
Million tons
Million tons
Million tons
USD million
Employees and contractors
Employees
Contractors
Hours
Rate
Employees and contractors
Employees
Contractors
Employees and contractors
Employees
Contractors
Employees and contractors
Employees
Contractors
Employees and contractors
Employees
Contractors
Employees number
Employees rate
Contractors number
Contractors rate
Employees and contractors
Employees
Contractors
Employees and contractors
Employees
Contractors
PRODUCTION
Cast steel (100% electric arc furnace)
Seamless pipes
Welded pipes
SAFETY
Investments in health and safety
Million hours worked
Safe hours held
Opportunities ratio
Total Injury Frequency Rate
Injury Frequency Rate 
Lost Time Injury Frequency Rate
Major Injury Frequency Rate
(excluding fatalities)
Fatalities as a result of work-related injury 
Near Miss Frequency Rate
High Potential Incidents Frequency Rate

102
Indicator
Unit
2021
22
1.9
0.9
1.8
1.17
-18
0.4
0.9
92
17
1.2
396
 40,828 
 9,828 
80
 31,246 
93
6
1
 669 
11
2022
110
2.1
1.1
2.4
1.17
-18
1.1
0.4
1.1
88
17
0.8
221
 48,615 
 12,466 
86
 36,149
94
5
1
 317 
10
2020
11
1.2
0.6
1.3
1.33
-7
0.3
0.5
93
11
1
414
 24,652 
 5,607 
75
 19,345 
93
6
1
1,167
11
USD million
CO2-eq million tons
CO2-eq million tons
CO2-eq million tons
Ton CO2-eq /ton steel  
cast/processed
%
CO2-eq million tons
CO2-eq million tons
CO2-eq million tons
%
g/ton product
Kg/ton product
g/ton product
Terajoules (TJ)
TJ
%
TJ
%
%
%
TJ
GJ/ton processed steel
ENVIRONMENT
Investments in environment  
and energy savings
Emissions
Greenhouse gas emissions
CO2 emissions from all sites
Scope 1 emissions
Scope 2 emissions - Market based
Scope 3 emissions - Category 1 - Purchased 
goods and services
Intensity
Intensity from all sites vs. 2018
Scope 2 emissions - Location based
Scope 3 emissions - Category 3 - Fuel -and 
energy- related activities
Scope 3 emissions - Category 9 - Downstream 
transportation and distribution
Scope 1 emissions from all sites covered 
under emissions-limiting regulations
Air emissions
Particulate material emissions
Nitrogen oxides emissions 
Volatile organic compound emissions from 
pipe & coupling varnishing 
Energy management
Total energy consumed
Total electricity consumed from the grid
Electricity consumption supplied from grid
Total fuel consumed
-of which natural gas
-of which coal
-of which other (e.g., diesel and gasoline)
Electricity generated and sold
Energy intensity from all sites

103
Indicator
Unit
2021
49.7
73
22
5
17
6
1
1.4
99.0
93.3
6.7
 17,671 
 –  
 705 
96
4
 5,105 
3,602
 1,503 
71
29
 22,776 
 20,568 
 2,208 
90
10
493
 301 
 192 
61
39
2022
53.0
74
23
4
16
5
3
1.2
97.8
82.1
10.8
19,765 
 18,788 
 977 
95
5
 5,527 
3,868
 1,659 
70
30
 25,292 
 22,656 
 2,636 
90
10
590
293
297
50
50
2020
32.9
63
30
7
17
7
4
1.4
99.0
91.4
8.6
 
14,063 
 –  
 439 
97
3
 4,965 
3,563
 1,402 
72
28
 19,028 
17,184
 1,841 
90
10
314
196
118
62
38
Million m3
%
%
%
m3 water/ton pipe
m3 water/ton pipe
m3 water/ton pipe
%
%
%
%
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
Water management
Water withdrawal 
-of which surface
-of which subsurface
-of which network
Intensity of water withdrawal at all sites
Intensity of water withdrawal excluding Siderca
Estimated water consumed at all sites
Water withdrawal from high or extremely  
high baseline water stress
Waste Management
Co-products and waste
Material efﬁciency at sites w/steelshops
Residue & co-products reuse or recycle
at all sites
Waste disposal at all sites
HUMAN CAPITAL
Employees at year-end
Shop ﬂoor
-of which male
-of which female
-of which male
-of which female
Professional
-of which male
-of which female
-of which male
-of which female
Total employees (full-time)
-of which male
-of which female
-of which male
-of which female
Trainees (part-time)
-of which male
-of which female
-of which male
-of which female

104
Indicator
Unit
2022
1,016
885
131
87
13
 
6,555 
 5,566 
 989 
 85 
 15 
 14,623 
 13,274 
 1,349 
 91 
 9 
 4,114 
 3,816 
 298 
 93 
 7 
 39 
1,247 
  725 
 522 
58
 42 
 3,386 
  2,449 
 937
72
 28 
 894 
 694 
200
78
 22
2021
975
854
121
88
12
 
5,013 
 4,323 
 690 
 86 
 14 
13,912 
12,674 
 1,238 
 91 
 9 
 3,851 
 3,571 
 280 
 93
 7 
 40 
961 
 557 
 404 
58
 42 
 3,308 
 2,382 
 926 
72
 28 
 836 
 652 
 184 
78
 22
2020
978
853
125
87
13
 
3,350 
 2,848 
 502 
 85 
 15 
 12,384 
 11,266 
 1,118 
 91 
 9 
 3,294 
 3,070 
 224 
 93 
 7 
 40 
899 
 557 
 342 
62
 38 
 3,300 
 2,409 
 891 
73
 27 
 766 
 597 
 169 
78
 22
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
Years
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
Senior managers by gender
Total
Male
Female
Male
Female
Age ranges
Employees under 30
 -of which male
– of which female
 -of which male
– of which female
Employees between 30 and 50
 -of which male
– of which female
 -of which male
– of which female
Employees over 50
 -of which male
– of which female
 -of which male
– of which female
Average age of workforce
Age ranges for professional 
employees 
Professionals under 30
-of which male
-of which female
-of which male
-of which female
Professionals between 30 and 50
-of which male
-of which female
-of which male
-of which female
Professionals over 50
-of which male
-of which female
-of which male
-of which female

105
Indicator
Unit
2022
5,308 
 4,841 
 467
91
 9 
 11,237 
 10,825 
 412
96
 4 
 3,220 
 3,122
 98
97
 3
1 
 –  
 1 
 –  
 100 
 725 
 619 
 106 
 90 
 10 
 290 
 266 
 24 
 90 
 10
0.97
34
144
45.6
2.8
2020
2,451 
 2,304 
 147 
94
 6 
 9,084 
 8,902 
 182 
98
 2 
 2,528 
 2,477 
 51 
98
 2
3 
 1 
 2 
 30 
 70 
 717 
 612 
 105 
 90 
 10 
 258 
 238 
 20 
 90 
 10
0.98    
37
68
22
1.2
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
People
People
People
%
%
Ratio
Hours 
Hours, including on-the-job 
training
Hours, excluding on-the-job 
training
Million hours
Age ranges for shop-ﬂoor employees
Shop ﬂoor under 30
-of which male
-of which female
-of which male
-of which female
Shop ﬂoor between 30 and 50
-of which male
-of which female
-of which male
-of which female
Shop ﬂoor over 50
-of which male
-of which female
-of which male
-of which female
Age ranges for managers
Managers under 30
-of which male
-of which female
-of which male
-of which female
Managers between 30 and 50
-of which male
-of which female
-of which male
-of which female
Managers over 50
-of which male
-of which female
-of which male
-of which female
Female to male actual total compensation  
per professional employee category
Training
Training hours per professional employee
Training hours per shop-ﬂoor employee
Training hours per shop-ﬂoor employee
Hours of training
2021
4,052 
 3,768 
 284 
93
 7 
10,604 
10,286 
 318 
97
 3 
 3,015 
 2,925 
 90 
97
 3
1 
 1 
  – 
 100 
 –  
 700 
 600 
 100 
 90 
 10 
 274 
 253 
 21 
 90 
 10
0.97    
35
111
36
2

106
Indicator
Unit
2022
6,617
6,201
2,889
2,096
1,873
1,473
1,201
862
491
1,589
395
159
153
52
51
47
24
19
9
8
99
100
71
6.2
6.2
6,458
316
196
120
62
38
2021
5,319
5,681
2,190
1,989
1,737
1,817
 1,011 
 703 
 506 
1,443
377
158
150
43
48
45
21
18
8
12
96
93
71
4.9
6.9
6,264
219
134
85
61
39
2020
4,507
4,680
1,362
2,026
1,562
1,188
 750 
 519 
 510 
1,525
357
166
147
44
51
45
19
23
10
15
98
88
66
3.2
4.5
1,940
54
36
18
67
33
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
People
Number
%
% All employees
% Professional employees
People
People
People
People
%
%
Employees by nationality
Argentine
Mexican
USA
Italian
Romanian
Brazilian
Colombian
Canadian
Indonesian
Others
Senior managers by nationality
Argentine
Italian
Mexican
Romanian
USA
Brazilian
Colombian
Canadian
Indonesian
Japanese
Others
Number of nationalities represented  
in the employee population
Employees covered by collective bargaining 
agreements
Resignation rate
Resignation rate
New hires
GTs new hires 
GTs new hires - Male
GTs new hires - Female
GTs new hires - Male
GTs new hires - Female

107
Indicator
Unit
2022
162
96
0
42
33
77
10
0.4
3.0
13.4
3,216
328
1,482
542
1,843
11,763
2,963
3,648
31
2,553
13,906
1,167
378
51
602
921
20
24
7
2020
0
49
0
0
30
85
5.1
6.2
1.4
12.7
 1,131 
 102 
 1,473 
 415
 
 1,335 
 5,147 
-663
638
12
-634
11,263
 1,520 
193
42
248
1,085
-5
-6
26
People
People
People
People
People
People
USD millions
USD millions
USD millions
USD millions
N° of students
N° of teachers
N° of students
N° of students
N° of students
USD millions
USD millions
USD millions
% of net sales
USD millions
USD millions
USD millions
USD millions
USD millions
USD millions
USD millions
%
%
% of net sales
Employee participation in global 
management programs
TUIC
MDP
AMP
LP
BA
ME
COMMUNITY
Education investment
COVID-19 fund
Other community investment
Total community investment
Technical Gene
Technical Gene
After School Program
Roberto Rocca Education Program 
University & PhD
Merit Awards Program - High school
ECONOMIC AND FINANCIAL
Net sales
Operating income
EBITDA
EBITDA margin
Net income attributable  
to shareholders’ equity
Capital and reserves attributable  
to shareholders’ equity
Net cash provided by operating activities
Capital expenditures
R&D investments
Dividends
Net cash position
Return on equity
Return on capital employed
FCF Margin
2021
86
0
0
0
36
83
4.5
0.1
2.3
6.9
 5,656 
 113 
 1,492 
 484 
 1,222 
 6,521 
708
1,359
21
1,100
11,961
 119 
240
45
484
700
9
7
-2

108
Signiﬁcant contribution criteria
Circular economy
%
Climate change adaptation
%
Biodiversity and ecosystems
%
Climate change mitigation
100%
100%
100%
100%
100%
100%
100%
%
Pollution
%
Water and marine resources
%
SALES (turnover)
A. Taxonomy-eligible activities
A.1 Environmentally sustainable activities 
(taxonomy-aligned)
Manufacture of iron and steel
Turnover with environmentally sustainable  
activities (taxonomy-aligned) (A.1)
A.2 Taxonomy-eligible but not 
environmentally sustainable activities 
(non-taxonomy-aligned activities)
Manufacture of iron and steel
Turnover with taxonomy-eligible but not 
environmentally sustainable activities 
(non-taxonomy-aligned activities) (A.2) 
Total (A.1 + A.2)
B. Non-taxonomy-eligible activities
Turnover with non-taxonomy-eligible activities (B)
Total (A + B)
CAPEX
A. Taxonomy-eligible activities
A.1 Environmentally sustainable activities 
(taxonomy-aligned)
Manufacture of iron and steel
Electricity generation from wind power
CapEx with environmentally sustainable activities 
(taxonomy-aligned) (A.1)
A.2 Taxonomy-eligible but not 
environmentally sustainable activities 
(non-taxonomy-aligned activities)
Manufacture of iron and steel
CapEx with taxonomy-eligible but not 
environmentally sustainable activities  
(non-taxonomy-aligned activities) (A.2)
Total (A.1 + A.2)
B. Non-taxonomy-eligible activities
CapEx with non-taxonomy-eligible activities (B)
Total (A + B)
OPEX
A. Taxonomy-eligible activities
A.1 Environmentally sustainable activities 
(taxonomy-aligned)
Manufacture of iron and steel
OpEx with environmentally sustainable  
activities (taxonomy-aligned) (A.1)
A.2 Taxonomy-eligible but not  
environmentally sustainable activities  
(non-taxonomy-aligned activities)
Manufacture of iron and steel
OpEx with taxonomy-eligible but not
environmentally sustainable activities  
(non-taxonomy-aligned activities) (A.2)
Total (A.1 + A.2)
B. Non-taxonomy-eligible activities
OpEx with non-taxonomy-eligible activities (B)
Total (A + B)
Code
3.9
3.9
3.9
4.3
3.9
3.9
3.9
Absolute turnover
 7,131 
 7,131 
 4,002 
 4,002 
11,133 
 630 
11,763 
 134 
 87 
 222 
 153 
 153 
 375 
 3 
 378 
185
185
 114
114 
 299 
 19 
 318
USD million
Share of turnover
61%
61%
34%
34%
95%
5%
100%
36%
23%
59%
41%
41%
99%
1%
100%
58%
58%
36%
36%
94%
6%
100%
%
Minimum safeguards
Y
Y
Y
Y/N
Share of taxonomy-aligned 
turnover in FY 2022
61%
61%
36%
23%
59%
58%
58%
%
Climate change mitigation
Y/N
Water and marine resources
Y
Y
Y
Y
Y/N
Pollution
Y
Y
Y
Y
Y/N
Climate change adaptation
Y
Y
Y
Y
Y/N
Circular economy
Y/N
Biodiversity and ecosystems
Y
Y
Y
Y
Y/N
DNSH criteria (*)
EU taxonomy tables
(*) “Do No Signiﬁcant Harm”

109
Independent Limited 
Assurance Report

PricewaterhouseCoopers, Société coopérative, 2 rue Gerhard Mercator, B.P. 1443, L-1014 Luxembourg
T : +352 494848 1, F : +352 494848 2900, www.pwc.lu
Cabinet de révision agréé. Expert-comptable (autorisation gouvernementale n°10028256)
R.C.S. Luxembourg B 65 477 - TVA LU25482518
Independent Limited Assurance Report on a selection of Key Performance Indicators disclosed 
in Sustainability Report 2022  
To the Board of Directors of
Tenaris S.A.
26, Boulevard Royal
L-2449 Luxembourg 
We have performed a limited assurance engagement with respect to a selection of Key Performance 
Indicators disclosed in the Sustainability Report 2022 (the “Sustainability Report”) of Tenaris S.A.  
(the “Company”) for the year ended 31 December 2022 as set out in the “Scope” section below. 
Scope
The scope of our work was limited to provide limited assurance over the selected Key Performance 
Indicators as set out in the Exhibit 1 attached (the “Selected Information”). 
Our assurance was with respect to the year ended 31 December 2022 information only and we have 
not performed any procedures with respect to earlier periods or any other elements included in 
the 2022 Sustainability Report and, therefore, do not express any conclusion thereon.
The Assessment Criteria
The Selected Information was prepared in accordance with certain sections of the Global Reporting 
Initiative (GRI) and of the Sustainability Accounting Standards Board (SASB) frameworks and additional 
methodologies defined by Company policies (together the “Assessment Criteria”) for the year ending 
31 December 2022, accompanying the KPI disclosures in the Sustainability Report. 
Management considers the Assessment Criteria relevant for the purpose of the Company’s business 
and for the ultimate users of the Sustainability Report.
Responsibilities of the Board of Directors
The Board of Directors of the Company is responsible for:
x
developing appropriate Assessment Criteria against which to assess the Selected Information and 
applying these consistently;
x
ensuring that those Assessment Criteria are relevant and appropriate to the Company and its 
shareholders; 
x
designing, implementing and maintaining internal control procedures that provide adequate control 
over the preparation and presentation of the Selected Information that is free from material 
misstatement, whether due to fraud or error;

111
x
selecting and applying appropriate policies, and making estimates that are reasonable in the 
circumstances;  
x
the preparation of the Selected Information in accordance with the Assessment Criteria; 
x
retention of sufficient, appropriate records to support the reported data and assertions included in 
the Selected Information. 
Inherent limitations
The Selected Information needs to be read and understood together with the Assessment Criteria which 
the Company is solely responsible for selecting and applying. The absence of a significant body of 
established practice on which to draw to evaluate and measure non-financial information allows for 
different, but acceptable, measurement techniques and can affect comparability between entities and 
over time. The selection of different but acceptable measurement techniques may result in materially 
different measurements.
Our independence and quality management
We have complied with the independence and other ethical requirements of the International Code of 
Ethics for Professional Accountants (including International Independence Standards) issued by the 
International Ethics Standards Board for Accountants as adopted for Luxembourg by the “Commission 
de Surveillance du Secteur Financier” (CSSF), which is founded on fundamental principles of integrity, 
objectivity, professional competence and due care, confidentiality and professional behavior. 
Our firm applies International Standard on Quality Management 1, as adopted for Luxembourg by the 
CSSF, which requires the firm to design, implement and operate a system of quality management 
including policies or procedures regarding compliance with ethical requirements, professional standards 
and applicable legal and regulatory requirements.
Responsibility of the “Réviseur d’entreprises agréé”
Our responsibility is to express a limited assurance conclusion on the Selected Information as set out in 
the Exhibit 1 based on the procedures we have performed and the evidence we have obtained. We 
conducted our assurance engagement in accordance with the International Standard on Assurance 
Engagements (ISAE) 3000 (Revised): Assurance Engagements other than Audits or Reviews of 
Historical Financial Information issued by the “International Auditing and Assurance Standards Board” 
(IAASB) as adopted for Luxembourg by the “Institut des Réviseurs d’Entreprises”. This Standard 
requires that we plan and perform the assurance engagement to allow us to conclude with limited 
assurance that nothing has come to our attention that causes us to believe that the Selected Information 
has not been prepared, in all material aspects, in accordance with the Assessment Criteria. 
A limited assurance engagement involves assessing the suitability in the circumstances of the 
Company’s use of the Assessment Criteria as the basis for the preparation of the Selected Information, 
assessing the risks of material misstatement of the Selected Information whether due to fraud or error, 
responding to the assessed risks as necessary in the circumstances, and evaluating the overall 
presentation of the Selected Information.

112
In a limited assurance engagement, the procedures vary in nature and timing and are less in extent than 
for a reasonable assurance engagement. As a result, the level of assurance obtained in a limited 
assurance engagement is substantially lower than the assurance that would have been obtained had 
we performed a reasonable assurance engagement. 
Within the scope of our engagement we did not perform an audit or a review on external sources of 
information or expert opinions, referred to in the Sustainability Report.
Within the scope of our limited assurance engagement, we performed, amongst others, the following 
procedures:
x we gained an understanding of the Selected Information and related disclosures;
x we gained an understanding of the Assessment Criteria and their suitability for the evaluation and/or 
measurements of the Selected Information;
x we gained an understanding of the internal control procedures in place supporting the gathering, 
aggregation, processing, transmittal of data and information and reporting of the Selected 
Information, including controls over third party information (if applicable) and performing 
walkthroughs to confirm our understanding;
x based on that understanding, we assessed the risks that the Selected Information may be materially 
misstated and determination of the nature, timing and extent of further procedures;
x we inquired relevant Company management, personnel and third parties;
x we performed analytical procedures related to the Selected Information;
x we considered the significant estimates and judgements made by management in the preparation of 
the Selected Information;
x we performed limited testing, on a selective basis of evidence supporting the reported Selected 
Information and assessed the related disclosures. 
Limited Assurance Conclusion
Based on the procedures we have performed and evidence we have obtained, nothing has come to our 
attention that causes us to believe that the Company’s Selected Information for the period from 
1 January 2022 to 31 December 2022 has not been prepared, in all material aspects, in accordance 
with the Assessment Criteria.

113
Restriction on Use and Distribution of our Report
This report, including the opinion, has been prepared for and only for the Board of Directors of Tenaris
in accordance with the terms of our engagement letter and is not suitable for any other purpose. We do 
not accept any responsibility to any other party to whom it may be distributed.
PricewaterhouseCoopers, Société coopérative
Luxembourg, 31 March 2023
Represented by
Gilles Vanderweyen
Réviseur d’entreprises agréé
Encl.: 
Exhibit 1 - The “Selected Information”

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
General 
contents 
 
2-1 
- 
Name of the organisation 
- 
- 
2-1 
- 
Location of headquarters 
- 
- 
2-1 
- 
Location of operations 
- 
- 
2-1 
- 
Ownership and legal form 
- 
- 
2-6 
  
Markets Served 
Geographic locations 
where products and 
services are offered; 
- 
2-6 
  
Markets Served 
Sectors served; 
- 
2-6 
- 
Scale of the organisation 
Total number of 
employees; 
N° of people 
2-6 
- 
Scale of the organisation 
Net sales (for private 
sector organisations) or 
net revenues (for public 
sector organisations); 
USD million 
2-6 
- 
Scale of the organisation 
Total capitalisation (for 
private sector 
organisations) broken 
down in terms of debt 
and equity; 
USD million 
Human 
Resources 
(HR) (General 
contents) 
2-7 
- 
Total shop floor and 
professional employees 
Professional employees 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Shop floor employees 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Total 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Full-time - Male 
Thousand 
people 
2-7 
- 
Total shop floor and 
professional employees 
Full-time - Female 
Thousand 
people 
2-7 
EM-IS-
320a.1. 
Total shop floor and 
professional employees 
Full-time - Total 
Thousand 
people 
2-7 
- 
Total shop floor and 
professional employees 
Part-time - Male 
Thousand 
people 
2-7 
- 
Total shop floor and 
professional employees 
Part-time - Female 
Thousand 
people 
2-7 
- 
Total shop floor and 
professional employees 
Part-time - Total 
Thousand 
people 
2-7 
- 
Total shop floor and 
professional employees 
Argentina 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Mexico 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
USA 
N° of people

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
2-7 
- 
Total shop floor and 
professional employees 
Italy 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Romania 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Brazil 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Colombia 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Canada 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Indonesia 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Japan 
N° of people 
2-7 
- 
Total shop floor and 
professional employees 
Other countries 
N° of people 
2-
7/405-
1 
- 
Professional employees - Male 
- 
N° of people 
2-
7/405-
1 
- 
Professional employees - 
Female 
- 
N° of people 
HR (General 
contents) 
2-
7/405-
1 
- 
Senior Managers - Male 
- 
N° of people 
HR (General 
contents) 
405-1 
- 
Senior Managers - Male 
- 
% 
HR (General 
contents) 
2-
7/405-
1 
- 
Senior Managers - Female 
- 
N° of people 
HR (General 
contents) 
405-1 
- 
Senior Managers - Female 
- 
% 
HR (General 
contents) 
2-
7/405-
1 
- 
Senior Managers - Total 
- 
N° of people 
HR (General 
Contents) 
2-6 
- 
Significant changes to the 
organisation and its supply 
chain 
Changes in the location 
of, or changes in, 
operations, including 
facility openings, 
closings, and 
expansions; 
- 
2-6 
- 
Significant changes to the 
organisation and its supply 
chain 
Changes in the share 
capital structure and 
other capital formation, 
maintenance, and 
alteration operations (for 
private sector 
organisations); 
-

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
2-6 
- 
Significant changes to the 
organisation and its supply 
chain 
Changes in the location 
of suppliers, the 
structure of the supply 
chain, or relationships 
with suppliers, including 
selection and 
termination. 
- 
2-9 
- 
Governance structure 
Governance structure of 
the organisation, 
including committees of 
the highest governance 
body. 
- 
2-9 
- 
Governance structure 
Committees responsible 
for decision-making on 
economic, 
environmental, and 
social topics. 
- 
2-2 
  
Entities included in the 
consolidated financial 
statements 
  
  
2-4 
  
Restatements of information 
  
  
2-3 
  
Reporting period 
  
  
2-3 
  
Reporting cycle 
  
  
2-3 
  
Contact point for questions 
regarding the report 
  
  
2-5 
  
External assurance 
  
  
Economic & 
Financials 
201-1 
  
Net sales 
- 
USD million 
201-1 
  
Operating income (loss) 
- 
USD million 
201-1 
  
EBITDA 
- 
USD million 
201-1 
  
EBITDA margin 
- 
% of net 
sales 
201-1 
  
Net income (loss) attributable to 
owners of the parent 
- 
USD million 
201-1 
  
Equity attributable to owners of 
the parent 
- 
USD million 
201-1 
  
Cash flow from operations 
- 
USD million 
201-1 
  
Capital expenditures 
- 
USD million 
201-1 
  
R&D investments 
- 
USD million

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
201-1 
  
Dividends 
- 
USD million 
201-1 
  
Net financial position 
- 
USD million 
201-1 
  
Return on equity 
- 
% 
201-1 
  
Return on capital employed 
- 
% 
201-1 
  
FCF Margin 
- 
% of net 
sales 
201-1 
  
Economic value generated 
- 
USD billion 
201-1 
  
Economic value distributed in 
suppliers 
- 
USD billion 
201-1 
  
Economic value distributed in 
community investments 
- 
USD million 
201-1 
  
Economic value distributed in 
research and development 
- 
USD million 
201-1 
  
Economic value distributed in 
capital providers 
- 
USD million 
201-1 
  
Economic value distributed in 
taxes 
- 
USD million 
201-1 
  
Economic value distributed in 
capex 
- 
USD million 
201-1 
  
Economic value distributed in 
employees 
- 
USD billion 
201-3 
- 
Defined benefit plan obligations 
and other retirement plans 
- 
USD million 
Environment 
302-1 
EM-IS-
130a.2. 
Total fuel consumption within 
the organisation - Non-
renewable sources 
- 
Tera Joules 
(TJ) 
302-2 
EM-IS-
130a.2. 
Total fuel consumption within 
the organisation - Renewable 
sources 
  
Joules or 
multiples 
(TJ) 
- 
EM-IS-
130a.2. 
Fuel consumption- Coal 
- 
% 
- 
EM-IS-
130a.2. 
Fuel consumption- Natural Gas 
- 
% 
- 
EM-IS-
130a.2. 
Fuel consumption- Other 
(Diesel) 
- 
% 
- 
EM-IS-
130a.2. 
Fuel consumption- Renewable 
  
% 
302-1 
- 
Total sold by type of energy 
use 
- 
Tera Joules 
(TJ) 
302-1 
EM-IS-
130a.1. 
Total energy consumption 
- 
Tera Joules 
(TJ) 
- 
EM-IS-
130a.1. 
Total electricity consumption 
  
MWh 
- 
EM-IS-
130a.1. 
Electricity/Energy consumption 
- Supplied from grid electricity. 
- 
% 
- 
EM-IS-
130a.1. 
Energy consumption - 
Renewable 
  
% 
303-3 
EM-IS-140a.1 
Water withdrawal 
- 
Million m3

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
303-3 
- 
Average water intake -  
Surface water 
- 
% 
303-3 
- 
Average water intake - 
Subsurface water 
- 
% 
303-3 
- 
Average water intake -  
Network water 
- 
% 
303-3 
EM-IS-
140a.1. 
Water intake - Extremely high 
and high water stress areas 
- 
% 
303-3 
- 
Water intake - Medium-high 
water stress areas 
- 
% 
303-3 
- 
Water intake - Low-medium 
and low water stress areas 
- 
% 
305-1 
EM-IS-110a.1 
Scope 1 emissions (all sites) 
- 
CO2 million 
ton 
- 
EM-IS-
110a.1./2 
Scope 1 emissions - 
Percentage covered under 
emissions-limiting regulations 
- 
% 
305-1 
  
Scope 1- Biogenic CO2 
emissions 
- 
Metric tons 
of CO2 
equivalent. 
305-2 
  
Scope 2 emissions market 
based 
- 
Metric tons 
of CO2 
equivalent. 
305-2 
  
Scope 2 emissions location 
based 
- 
Metric tons 
of CO2 
equivalent. 
305-3 
  
Scope 3 emissions category 1 
- 
Metric tons 
of CO2 
equivalent. 
305-1 
y 305-
2 
  
CO2 equivalent total emissions 
- (Scope 1 + Scope 2 market 
based) 
  
Metric tons 
of CO2 
equivalent. 
305-1, 
305-2 
y 305-
3 
  
CO2 equivalent total emissions 
- (Scope 1 + Scope 2 market 
based+ Scope 3 cat 1) 
  
Metric tons 
of CO2 
equivalent. 
305-3 
  
GHG Emissions - Upstream 
process - Category 3 
  
Metric tons 
of CO2 
equivalent. 
305-3 
  
GHG Emissions - Downstream 
process - Category 9 
  
Metric tons 
of CO2 
equivalent. 
Human 
Resources 
 
405-1 
- 
Professional employees - Male 
- 
% 
405-1 
- 
Professional employees - 
Female 
- 
% 
405-1 
- 
Board Employees - Male 
- 
% 
405-1 
- 
Board Employees - Female 
- 
% 
405-1 
- 
Board Employees - Male 
- 
N° of people 
405-1 
- 
Board Employees - Female 
- 
N° of people 
405-1 
- 
Board Employees - Total 
- 
N° of people 
405-1 
- 
Board Employees under 30 
  
% 
405-1 
- 
Board Employees between 30 
and 50 
- 
% 
405-1 
- 
Board Employees over 50 
- 
% 
405-1 
- 
Board Employees under 30 
- 
N° of people 
405-1 
- 
Board Employees between 30 
and 50 
- 
N° of people 
405-1 
- 
Board Employees over 50 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- Mexican 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- Argentinian 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- Italian 
- 
N° of people

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
405-1 
- 
Board Employees by nationality 
- French 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- American 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- Brazilian 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- Belgian 
- 
N° of people 
405-1 
- 
Board Employees by nationality 
- Canadian 
- 
N° of people 
405-1 
- 
Employees under 30 
- 
(No.) 
405-1 
- 
Employees under 30 
- 
% 
405-1 
- 
Employees under 30 - of which 
women 
- 
(No.) 
405-1 
- 
Employees under 30 - of which 
women 
- 
% 
405-1 
- 
Employees between 30 and 50 
- 
(No.) 
405-1 
- 
Employees between 30 and 50 
- 
% 
405-1 
- 
Employees between 30 and 50 
- of which women 
- 
(No.) 
405-1 
- 
Employees between 30 and 50 
- of which women 
- 
% 
405-1 
- 
Employees over 50 
- 
(No.) 
405-1 
- 
Employees over 50 
- 
% 
405-1 
- 
Employees over 50 - of which 
women 
- 
(No.) 
405-1 
- 
Employees over 50 - of which 
women 
- 
% 
405-1 
- 
Average age of the workforce 
(in years) 
- 
(No.) 
405-1 
- 
Employees under 30 - Shop 
Floor 
- 
N° of people 
405-1 
- 
Employees under 30 - Shop 
Floor 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
of which women 
- 
% 
405-1 
- 
Employees between 30 and 50 
- Shop Floor 
- 
N° of people 
405-1 
- 
Employees between 30 and 50 
- Shop Floor 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
of which women 
- 
% 
405-1 
- 
Employees over 50 - Shop 
Floor 
- 
N° of people 
405-1 
- 
Employees over 50 -  
Shop Floor 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
of which women 
- 
% 
405-1 
- 
Professionals under 30 
- 
(No.) 
405-1 
- 
Professionals under 30 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
of which women 
- 
% 
405-1 
- 
Professionals between  
30 and 50 
- 
(No.) 
405-1 
- 
Professionals between  
30 and 50 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
of which women 
- 
% 
405-1 
- 
Professionals over 50 
- 
(No.)

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
405-1 
- 
Professionals over 50 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
of which women 
- 
% 
405-1 
- 
Managers under 30 
- 
(No.) 
405-1 
- 
Managers under 30 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
Managers between 30 and 50 
- 
(No.) 
405-1 
- 
Managers between 30 and 50 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
Managers over 50 
- 
(No.) 
405-1 
- 
Managers over 50 
- 
% 
405-1 
- 
of which women 
- 
(No.) 
405-1 
- 
Mexican 
- 
People 
405-1 
- 
Mexican 
- 
% 
405-1 
- 
Argentine 
- 
People 
405-1 
- 
Argentine 
- 
% 
405-1 
- 
Italian 
- 
People 
405-1 
- 
Italian 
- 
% 
405-1 
- 
Rumanian 
- 
People 
405-1 
- 
Rumanian 
- 
% 
405-1 
- 
American 
- 
People 
405-1 
- 
American 
- 
% 
405-1 
- 
Brazilian 
- 
People 
405-1 
- 
Brazilian 
- 
% 
405-1 
- 
Colombian 
- 
People 
405-1 
- 
Colombian 
- 
% 
405-1 
- 
Canadian 
- 
People 
405-1 
- 
Canadian 
- 
% 
405-1 
- 
Indonesian 
- 
People 
405-1 
- 
Indonesian 
- 
% 
405-1 
- 
Japanese 
- 
People 
405-1 
- 
Japanese 
- 
% 
405-1 
- 
Others 
- 
People 
405-1 
- 
Others 
- 
% 
405-1 
- 
Number of nationalities 
represented in the employee 
population 
- 
(No.) 
405-1 
- 
Argentine 
- 
% 
405-1 
- 
Italian 
- 
% 
405-1 
- 
Mexican 
- 
% 
405-1 
- 
American 
- 
% 
405-1 
- 
Brazilian 
- 
% 
405-1 
- 
Romanian 
- 
% 
405-1 
- 
Canadian 
- 
% 
405-1 
- 
Colombian 
- 
%

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
405-1 
- 
Japanese 
- 
% 
405-1 
- 
Indonesian 
- 
% 
405-1 
- 
Others 
- 
% 
Suppliers 
414-
1/308-
1 
EM-IS-
430a.1. 
Percentage of certified 
suppliers over our active 
service suppliers classified as 
high HSE risk suppliers. 
- 
% 
414-
1/308-
1 
EM-IS-
430a.1. 
All our suppliers meet the 
standards enshrined in our 
QHSE policy and Code of 
Conduct. 
- 
% 
Health & 
Safety 
 
403-9 
- 
Injury Frequency Rate 
Employees and contract 
employees 
Rate 
403-9 
- 
Fatalities as a result of work-
related injury 
Employees 
N° 
403-9 
EM-IS-
320a.1. 
Fatalities as a result of work-
related injury 
Employees 
Rate 
403-9 
- 
Fatalities as a result of work-
related injury - Workers who 
are not employees but whose 
work and/or workplace is 
controlled by the organisation 
Contract employees 
N° 
403-9 
EM-IS-
320a.1. 
Fatalities as a result of work-
related injury - Workers who 
are not employees but whose 
work and/or workplace is 
controlled by the organisation 
Contract employees 
Rate 
403-9 
- 
High-consequence work-related 
injuries (excluding fatalities) 
Employees 
N° 
403-9 
- 
High-consequence work-related 
injuries (excluding fatalities) 
Employees 
Rate 
403-9 
- 
High-consequence work-related 
injuries (excluding fatalities) - 
Workers who are not 
employees but whose work 
and/or workplace is controlled 
by the organisation 
Contract employees 
N° 
403-9 
- 
High-consequence work-related 
injuries (excluding fatalities) - 
Workers who are not 
employees but whose work 
and/or workplace is controlled 
by the organisation 
Contract employees 
Rate 
403-9 
- 
Recordable work-related 
injuries  
Employees 
N° 
403-9 
EM-IS-
320a.1. 
Recordable work-related 
injuries/Total recordable 
incident rate (TRIR) 
Employees 
Rate 
403-9 
- 
Recordable work-related 
injuries/Total recordable 
incident rate (TRIR) - Workers 
who are not employees but 
whose work and/or workplace 
is controlled by the organisation 
Contract employees 
N° 
403-9 
EM-IS- 
320a.1. 
Recordable work-related 
injuries/Total recordable 
Contract employees 
Rate

Exhibit 1 
The “Selected Information” 
 
Topic 
GRI 
SASB 
Selected Information 
Division 
Measure 
Unit 
incident rate (TRIR) - Workers 
who are not employees but 
whose work and/or workplace 
is controlled by the organisation 
- 
EM-IS-
320a.1. 
Near miss frequency rate 
(NMFR) - Employees 
- 
Rate 
- 
EM-IS-
320a.1. 
Near miss frequency rate 
(NMFR) - Contract employees 
- 
Rate 
- 
EM-IS-
320a.1. 
Near miss frequency rate 
(NMFR) - Total  
- 
Rate 
403-9 
 
Number of hours worked - 
Employees 
- 
 
N° 
403-9 
 
Number of hours worked - 
Workers who are not 
employees but whose work 
and/or workplace is controlled 
by the organisation/Contract 
employees 
- 
N°

124
Registered Ofﬁce
26, Boulevard Royal
Luxembourg
(352) 26 47 8978
PRINCIPAL OFFICES
Argentina
Av. L. N. Alem 1067, 27th Floor
(C1001AAT) Buenos Aires
Argentina
(54) 11 4018 2100
Italy
Piazza Caduti 6 Luglio 1944, 1
(24044) Dalmine, Bergamo
Italy
(39) 035 560 1111
Mexico
Ediﬁcio Parque Reforma
Campos Eliseos 400, 17th Floor
(11560) Mexico City, 
Mexico
(52) 55 5282 9900
USA
2200 West Loop South, Suite 800
(77027) Houston, Texas
USA
(1) 713 767 4400
Corporate
Information

126
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www.tenaris.com