Annual Report 2005 - Tenaris

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42. TenarisConfab The quality of the company's products and services depends on the professional and personal development of its people, the company's most important asset.
The courses in the areas of Non-Destructive Testing, Laboratories and Quality Management accounted for 25% of all the training hours given to employees. Highly qualified professionals were hired to give courses on complex themes such as phased array ultrasound and Electron Microscope Scanning, among others. 2005 also saw the formation of an initial group for the Metallurgy course organized by the company in conjunction with the Welding Institute. With a course load of 140 hours, the program benefited 23 TenarisConfab employees from the technology areas, as well as guests students from nearby universities. Another training highlight was the postgraduate Project Management course. 27 executives from the Proposal and Project Management, IT and Engineering areas spent 180 hours learning how to use the tools developed by the Project Management Institute (PMI). As part of a Tenaris global alignment project, 13 TenarisConfab executives took part in a course at Stanford University in the USA. With other Tenaris executives from around the world, they participated in a 40 hour module designed specifically to analyze Tenaris strategy. In 2005, in line with Tenaris' strategic principles, the TenarisConfab training area was denominated TenarisUniversity-Brazil. This major change was designed to ensure greater alignment of training with the organization's international strategy. The Metallurgy and the Stanford University courses are a result of this new approach, as are the e-learning programs– which accounted for 9% of the number of training hours (2,340 hours) provided for administrative staff in the second half of the year. In addition to managing training, TenarisUniversity is responsible for all areas related to knowledge management, intranet and university relations. Global Trainee Program The company has a differentiated trainee program, which is implemented throughout the global organization. This is a strategic initiative designed to develop young talents. Reformulated in 2005, the main characteristics of the program are: the Global Trainees (GTs) work in at least two different areas; they are formally assessed in accordance with pre-established targets, which in turn are linked to those of the department(s) in which they are located; individual accompaniment throughout the program; specific e-learning courses in accordance with the GT's area; and a global induction program during which Tenaris GT's from around the world spend one month together to familiarize themselves with the company's values and culture and other basic information about the organization. A total of 113 young professionals have graduated from the program in Brazil over the last five years, receiving a thorough grounding in state-of-the-art business practice. The partnership with the Fundação Dom Cabral for the training course which is an integral part of the program utilizes the concept of distance education, that is, the use of IT resources, in conjunction with classroom activities, with both types of learning activity conducted by highly qualified lecturers. The subjects covered include: strategic management, business management, people management, written and spoken communication, managerial skills and project management. 43. Annual Report 2005
Page 1: Annual Report 2005
Page 4 and 5: Company profile More than 60 years
Page 6 and 7: It was during this period, with the
Page 8 and 9: 8. TenarisConfab
Page 10 and 11: Highlights 10. TenarisConfab
Page 12 and 13: Message to the shareholders 12. Ten
Page 14 and 15: The segment supplying fuel tanks fo
Page 16 and 17: Letter of principles 16. TenarisCon
Page 18 and 19: Business review 18. TenarisConfab
Page 20 and 21: 20. TenarisConfab On a daily basis,
Page 22 and 23: 22. TenarisConfab The graph shows t
Page 24 and 25: The challenges TenarisConfab faced
Page 26 and 27: Leading indicators 26. TenarisConfa
Page 28 and 29: Pipes 28. TenarisConfab
Page 32 and 33: 32. TenarisConfab In 2005 more than
Page 34 and 35: PRA-1 is a Petrobras project aimed
Page 36 and 37: Equipments 36. TenarisConfab
Page 40 and 41: Social action review 40. TenarisCon
Page 44 and 45: The program modules are designed to
Page 46 and 47: In 2005, Confab invested R$5.3 mill
Page 48 and 49: Board of Directors 48. TenarisConfa
Page 50 and 51: Balance sheet 50. TenarisConfab ASS
Page 52 and 53: Income statement GROSS REVENUE Sale
Page 54 and 55: Statement of changes in financial p
Page 56 and 57: Explanatory notes 56. TenarisConfab
Page 60 and 61: Explanatory notes . 60. TenarisConf
Page 64 and 65: 64. TenarisConfab In 1991, the stoc
Page 66 and 67: 66. TenarisConfab ACCOUNTS CURRENT
Page 80 and 81: Statement of cash flow 80. TenarisC
Page 82 and 83: Report of the Independent Auditors

Annual Report 2005 - Tenaris

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