In-Country Value



On the basis of the values and principles set out in its Code of Conduct and Safety Health Environment and Quality Charter, Total places its commitment to community development at the heart of its corporate responsibility in order to create shared value with people living near its facilities, its customers and suppliers, and its employees. Dialogue with stakeholders, impact management and the creation of value are the pillars of the Group’s societal policy.


This approach, which is deployed in direct relation with industrial or commercial operations, guides the actions taken by the Group to improve the way it is integrated into local territories. In line with the strategic priorities defined by the General Management, annual reporting tools are used to track and monitor overall societal performance. Several indicators, which are based on the societal policy, measure the quality of dialogue with stakeholders, the management of the impact of the Group’s activities, socioeconomic development projects and access to energy. Four topics have been identified as Group priorities: education, employment, road safety and access to energy.


Dialogue and involvement with stakeholders



Openness, dialogue and engagement are essential for developing long-term, constructive and transparent relations with stakeholders. For the past 20 years or so, changes in the regulatory framework have promoted information, consultation and dialogue prior to high-impact decisions being made.


In addition to complying with regulations, Total encourages dialog at every level of its organization. The Group societal directive demands that “each asset must consult its stakeholders regularly to gain a clearer understanding of their expectations and concerns, measure their level of satisfaction regarding the Group and identify avenues of improvement for its societal strategy”.


Stakeholder consultation

In Exploration & Production, dialogue is initiated within the framework of societal baseline studies carried out to identify at a very early stage (even before the start of operational activities) stakeholders that may potentially be affected and to understand the human socioeconomic context of the area in question. The Community Liaison Officer (CLO) maintains a dialogue between the subsidiary and the local communities. CLOs, who are employees of Total and come from the local community and therefore speak the local language and understand local customs; as such they often play a key role in facilitating the Company’s integration into the local context. To formalize and organize relations with stakeholders, agreements may also be signed and meetings held, such as public consultations.


For example in the Democratic Republic of the Congo, two societal officers were hired to work shifts and remain present seven days a week, with the support of four CLOs recruited from the impacted communities, in readiness for a seismic campaign launched at the start of 2016. Six additional CLOs were recruited by the contractor in charge of the seismic campaign in order to maintain permanent dialogue with the communities.


In addition to holding regulatory forums for dialogue, Refining & Chemicals has voluntarily set up structures for dialogue with local stakeholders (such as Community Advisory Panels in the United States and special commissions for some European platforms). In application of the worldwide Responsible Care® voluntary charter covering the scope of its worldwide petrochemical activities, Refining & Chemicals consults its stakeholders in order to understand their concerns and offer an appropriate response.


Implementation of the SRM+ tool

To put its societal approach on a professional footing, Total has applied its internal Stakeholder Relationship Management (SRM+) methodology since 2006. The aim is to identify and map out the main stakeholders and the societal issues in the local context, to meet the stakeholders, understand their views and issues, and then define an action plan for building a long-term trusting relationship. These discussions allow the Group to better address the expectations of the stakeholders and consolidate the societal strategy of the subsidiaries and sites. Since 2006, SRM+ has been implemented in over 100 entities, and the deployment will continue in 2016:

  • at Exploration & Production, the SRM+ method was rolled out on the site in Pau, France as part of an initiative to optimize the portfolio of societal actions deployed all over the country;
  • at Refining & Chemicals, the SRM+ was deployed on three sites in 2016: the Flanders site and the Normandy (France) and Antwerp (Belgium) platforms;
  • and at Marketing & Services, a specific module, developed in 2012, has now been deployed in 80% of the countries covered, including Costa Rica, Singapore, Sierra Leone and the Netherlands in 2016.


Respecting the rights of indigenous peoples

Total acknowledges the specificities of indigenous and tribal peoples (as referred to in International Labor Organization’s Convention No. 169) and has developed a Charter of Principles and Guidelines Regarding Indigenous and Tribal Peoples to be followed with communities that are in contact with its subsidiaries. This Charter encourages the use of experts in order to identify and understand these peoples’ expectations and specificities, consult with them and contribute to their socioeconomic development.


In Bolivia, the societal and environmental situation of the Azero Block (indigenous communities and a national park) prompted the Total E&P Bolivia subsidiary to put an even greater focus on human rights in the execution of the project and to improve dialogue with the local communities. The discovery of remains and archaeological tools during the construction of the Incahuasi gas treatment plant, located on the territory of the Guarani indigenous people, was managed in collaboration with the Bolivian authorities and the local Guarani communities. Total agreed to move the treatment plant’s torch to another position, so that the funereal remains could be buried on the spot where they were found. In 2015, International Alert (IA), a British NGO that specializes in finding and supporting peaceful solutions to conflicts, conducted an impact assessment on human rights and the risks of conflict. IA drew up recommendations with a view to better integrating respect of human rights into the management of the project and to improve dialogue with local communities, by taking the cultural dimension into consideration. The report is available online.


Additionally, an internal team of professionals from the social and natural sciences was recruited to initiate a participative approach and to establish dialogue with local actors at the earliest possible stage. The initial societal baseline survey, which was launched in August 2015 and involved several meetings with local organizations and all the affected communities, defined a framework of respect for the stakeholders, of information, dialogue and coordination that was given to every organization. These efforts to establish a dialogue reached more than 2,500 people, of whom 36% were women.





The societal initiative is integrated into operational processes using the internal H3SE management system (occupational health and safety, security, societal commitment and the environment), known as MAESTRO (Management And Expectations Standards Towards Robust Operations). Audits conducted with MAESTRO give rise to recommendations and strengthen efforts in order to better manage the Group’s operations.


Conducting impact assessments

An understanding of the socioeconomic context is gained through a baseline study, which is generally accompanied by a consultation phase involving local stakeholders.


These societal studies, which are a systematic prerequisite for Exploration & Production projects, are made before any start-up of operations in an effort to avoid, reduce, compensate or remedy any negative impacts. For example, in Egypt dialogue was established by local consultants in the course of the initial societal baseline studies conducted, at the end of 2015, before the drilling of the onshore exploration licenses (Block 2, Block NEMO) of the Nile Delta, and through a number of interviews in a 50 km2 zone around the exploration well close to a hamlet, in early 2016.


Some 360 responses to a questionnaire from these villages and hamlets led to a better understanding of the societal and the socioeconomic context of the zone. In addition, 20 discussion groups (men and women were usually separated to make it easier for everyone to voice their opinions) and 32 interviews with stakeholders were organized. This dialogue continued as part of the societal impact assessment, which analyzed the potential impacts and defined mitigation measures. The recommendations were then included in the specifications for the drilling contractor. Furthermore, replacement farm land was made available in May 2016 for more than one year.


The Group developed the MOST (Management Operational Societal Tool) tool that allows users to manage stakeholder relations, site-related grievances and societal projects. Specific modules (access to land, compensation and employment) can be added to this common framework. Societal data is geo-referenced, with automatic display in a geographic information system. MOST generates reports that serve as a basis for the analysis of societal performance. Using this tool, a new version of which was released in 2016, is part of the process to raise the standards of professionalism of the local teams. In 2016, the tool was deployed in three new countries (Angola, Argentina and Papua New Guinea), bringing to 15 the number of subsidiaries of Exploration & Production that use the tool.


Handling grievances from local communities

The grievance mechanism was reinforced in 2016 in preparation for its gradual introduction at all the Group’s subsidiaries and sites.


At Exploration & Production, a manual on the handling of grievances, inspired by the UN Guiding Principles on Business & Human Rights, has been available since 2013. For example, Total E&P RDC has taken several preventive measures related to human rights. The mechanism to handle grievances includes an escalation system for any grievances or incidents that could have consequences for human rights.


At Refining & Chemicals, grievance handling systems are in place on every platform. Certain issues may be addressed with the support of the stakeholders. For example, a program was set up to monitor odors near an industrial park, thanks to the participation of NGOs and volunteers. A panel of “noses” were trained in the characterization of odors, which were monitored for a one-year observation period. The findings were collected and the results were presented at a discussion meeting with the stakeholders.


At Marketing & Services, a guide to raise awareness of grievance management has been available since 2014 to allow the subsidiaries and operating sites to introduce a dedicated system separate from the one used to handle commercial complaints. This mechanism was incorporated into Marketing & Service’s societal framework.


Improving road safety

Safety is one of Total’s values. Road safety in particular is a global issue that is right at the heart of the Group’s business, and one of the top priorities of its societal action.


The Group’s ambition to actively take part in the reduction in the numbers of victims of road accidents is reflected by the numerous actions taken as part of the United Nations Decade of Action for Road Safety (2011 – 2020), of which Total is a partner. In 2016, the Chairman and Chief Executive Officer restated the Group’s commitment by joining the high-level consultative group initiated by the International Automobile Federation, which has been tasked with uniting leaders from all over the world in the promotion of innovative solutions to the challenge of road safety. In this context, the Group took part in the first study mission in Myanmar, intended to establish a baseline in order to propose a national road safety action plan to the country’s authorities.


The Group is also a member of the Global Road Safety Partnership (GRSP), which aims to encourage the development of multi-sector partnerships that will spread good practices on the road all over the world. In 2016, the Group continued to support the seminars organized by the GRSP in Beijing (China) in May, and in Durban (South Africa) in October, that were attended by experts and players in road safety from Asia and Africa respectively.


The GRSP is also helping Total to improve its “En route pour ta Sécurité” flagship program, intended to raise children’s awareness of dangers on the road. Developed in 2012, this game-based educational program has been deployed in 37 countries in Africa and the Middle East, and in 8 Asian countries, reaching out to more than 700,000 children. A study conducted with the GRSP identified paths of improvement and produced a methodological guide intended to strengthen its impact, in particular by involving local stakeholders in the identification of changes to road layouts around schools. Total hopes to build a network of excellence, made up of highly motivated schools and competent partners that will turn everyone into an ambassador of road safety. The system aims to make 200,000 children more aware every year. For several years now, Total has been deploying a game-based and educational cube-shaped tool designed by Total for teachers (the “Cube Sécurité”) that is also easy to use in communities. Some 750 schools worldwide already use this cube, and 1,000 more cubes will be distributed in 2017.


Other local initiatives for two-wheelers are also being deployed in Asia, and in particular the “Prends soin de toi aussi bien que de ta monture” campaign, focusing on the importance of wearing a helmet and proper maintenance. Total is continuing its actions to bring the public and private sectors on board through the Safe Way Right Way platforms designed to mobilize partners, raise funds, develop training and awareness-raising actions, or to contribute to improving the regulations and their application along two major highways between Kenya and Uganda on one hand, and in Cameroon on the other.


In 2016, in France, Total and 20 other major companies signed the national appeal in favor of road safety and work, initiated by the Ministry of the Interior, which aims to engage with businesses with a view to reinforcing prevention amongst employees through concrete commitments. Since 1995, Total has been a partner of the “10 de Conduite Jeune” training campaign for young drivers in cooperation with the French national police, Groupama and Renault. Each year, this initiative raises awareness among more than 10,000 junior and secondary school students of dangerous behavior on the road.





The Group has a special responsibility towards communities living in the vicinity of its facilities, and strives to turn its activities into sources of value and opportunity for them. Total’s ambition is to act and be recognized as a partner in the sustainable economic and social development of the communities and territories where it operates, and as a standard-setter for access to energy.


Total is building a global, integrated local development approach (“In-Country Value”) that creates synergies among all the value- creating elements for host countries (infrastructure, support for local industries, employment, subcontracting, socioeconomic development projects, education, access to energy, etc.) by promoting the Group’s industrial know-how. This approach is reflected in two key strategies: on the one hand, the Group’s commitment to local content and, on the other hand, support for the implementation of socioeconomic programs, including in particular the implementation of access-to-energy programs.


Acting as a partner for human, social and economic development

Total’s contribution to the socioeconomic and human development of the countries in which the Group operates is reflected in its involvement in local development programs.


In 2016, €387 million was spent on societal projects, compared to €384 million in 2015 and €459 million in 2014. Certain expenses are managed directly by host countries in application of contractual provisions, for example in Nigeria (Niger Delta Development Committee) or in the Republic of the Congo (Provisions d’investissements diversifiés). In 2016, 3,000 societal actions were reported. These programs support local populations and fall into three main categories: local economic development, human and social development and citizenship.


Two cross-functional priorities underlie these projects: partnerships and skills development. Built on constructive dialogue and the determination to forge long-term relationships of trust with stakeholders, partnerships with local institutions and organizations guarantee the long-term success of projects. In all its actions, Total ensures that it respects local authorities’ prerogatives and teams up with NGOs that have field experience. In the same vein, Total promotes actions that help strengthen the ability of individuals and local bodies to organize their development independently in order to ensure sustainability.


The Group’s expertise is based on the continued professionalization of its societal teams through structuring projects, setting goals and monitoring performance indicators. At the Group’s head office, an individual is dedicated to relations with NGOs. At Exploration & Production, more than 400 people work in societal matters, over 360 of which on a full-time basis. Several in-house training modules have been created for all Group employees, including an e-learning devlopped in 2016 on the Group’s societal approach.


Committing to local content

The Group is committed to increasing its use of local labor and subcontractors that meet the operational requirements of its activities, in particular through programs designed to train and support SMEs and important players in the local economy. Total contributes to the diversification of the economy in the territories where it operates by supporting multiple local initiatives, with a particular emphasis on the improvement of skills and education.


To this end, Exploration & Production shifted from a local content approach (focused mainly on direct and indirect local employment) to an In-Country Value approach geared toward local value creation. The segment’s roadmap is centered on four main areas: publishing future industrial and manpower needs; using a unique supplier database for each subsidiary; developing a large-scale program for training technicians; and comprehensively studying local value creation. Total participated in the development of the IPIECA “Local content strategy guide” and recently helped update this document.


For example, in the Republic of the Congo, Total E&P Congo has had since 2012 an organization dedicated to the development of local content, which identifies and rates local companies that are potential subcontractors. The Moho Nord project introduced a plan for the compulsory use of local content by its international subcontractors and the local lower-level subcontractors. In a drive to favor the use of local labor, training plans were set up to improve the skills of the local workforce and to align them with the needs of the project: more than 200,000 hours of training for junior managers working on the project, and more than 3,200 hours of training for 46 lecturers from technical and engineering universities.


With respect to Marketing & Services, the first “Start-upper of the year by Total” contest was organized in 34 African countries in 2016. This pan-African contest aims to support young entrepreneurs from all backgrounds, and in all fields of activity. Of the 6,642 projects received, 102 winners were selected (three per country), including four continental prize-winners from Egypt, Nigeria, Senegal and Cameroon. The winning start-uppers receive funding, heightened visibility (with the “2016 start-upper of the year by Total”) and business support for their project from the Group’s local subsidiaries and expert partners in the field selected by Total. For the four continental winners, Total works with Bon’Innov, an incubator for innovative projects with a strong economic and societal impact. In Africa and the Middle East, Total is pursuing the “Young Dealers” program that aims to help young service station employees gain promotion to management positions.


Boosting regional development and supporting major industrial changes to the Group’s platforms

In addition to the jobs generated by its activities, the Group, as a responsible company, supports SMEs, particularly in France, through its Total Développement Régional (TDR) subsidiary. To help and support the economic development of SMEs and the regions, Total has set up a program to examine applications for funding from French SMEs in accordance with the Group’s standards.


This support is a major element in Total’s commitment to its industrial and economic responsibilities and takes a number of different forms within TDR that help create long-term jobs:

  • financial assistance for the setting up, development or takeover of SMEs in the form of loans;
  • industrial conversion assistance alongside local development bodies;
  • and assistance in the development of export activities and international trade, and help for innovative SMEs.


Between 2014 and 2016, TDR has issued a total of €23.4 million in loans to 434 SME projects, thereby supporting nearly 8,000 jobs.


The Group relies on TDR for the local implementation of agreements signed with governmental authorities in connection with its industrial conversion projects. These included, for example, the conversion of the ICD platform in Dunkirk and the future Carling Saint-Avold and La Mède platform projects.


To maintain industrial activities and jobs once refining operations at the Flanders facility end, two industrial projects are underway: construction of a dietary phosphate production plant by 2017 (Ecophos), and construction of a pilot biodiesel and biofuel production plant in which the Group has a stake (BioTFuel). Overall, the 2012-2014 regional development framework agreement helped create or maintain 800 jobs.


In Carling (France), the second steam cracker was permanently shut down in 2015. To adapt the platform and ensure its future by restoring its competitiveness, Total invested €180 million in 2016 in order to develop new activities in the growing hydrocarbon resins (Cray Valley) and polymers markets. Total has made a commitment to implement this industrial conversion without any lay-offs and to fulfill all of its contractual obligations with its clients and partner companies, particularly through a support fund for subcontractors. In addition, Total is committed to improving the Carling industrial platform’s attractiveness by developing a shared services offer, with the aim of helping new industrial stakeholders become established at the platform. In this way, Total confirms its responsibility towards the employment areas in which the Group operates as well as its commitment to maintain a strong and sustainable industrial presence in the Lorraine region.


Plans to convert the La Mède refinery through an investment greater than €200 million are underway to create the first French bio-refinery, establish an 8 MW solar farm and set up a training center in partnership with the French Institute for Oil and New Energies. This project will be completed without any lay-offs. TDR is particularly involved in providing support to the subcontractors and putting the Group’s commitments into action.


In Carling and La Mède, these commitments to local authorities have been set out in a Voluntary Agreement for Economic and Social Development, including Group support for SMEs (e.g., subcontractors, loans to SMEs) and industrial initiatives (e.g., improved platform structure and greater appeal, search and examination of third-party industrial projects).


Supporting education

Education is key to creating shared value by helping host countries develop the skills of their young people and training the future employees that industry will need. Total’s contributions to education are framed within existing local systems, adapted to local realities and always undertaken in the form of partnerships. In addition to support for primary and secondary education where needs have been identified, the Group’s educational initiatives are built around four core international programs: scholarships, partnerships with universities, teaching and research chairs, and professional training.


Total promotes the internationalization of its management, the recruitment of local personnel and their access to positions of responsibility, particularly within their original subsidiaries. To achieve this, the Group offers local, regional and international scholarships prior to recruitment. For example, since 2004, over 1,000 students from the Group’s host countries have been able to prepare for qualifications (doctorates, MBAs, Master’s degrees, engineering schools, bachelor’s degrees and university institutes of technology) at the best institutions, mainly in France.


To help the companies recruit qualified local staff, Total helps to strengthen the African continent’s universities by making the Group’s technical and scientific expertise available to them. Approximately 30 framework agreements have been signed with leading institutes of higher education, such as the 2IE Institute in Burkina Faso and the universities of Cape Town and Witwatersrand in South Africa. The university partnership program launched in Africa in 2010 has subsequently been deployed across Europe, Asia and the Middle East and now includes 80 establishments in regular dialogue with Total.


Total lends its support to teaching and research chairs, and in particular research and innovation at 24 institutions, to address the needs of the business world.


In addition, professional training programs adapted to the needs of each country are organized in cooperation with local actors and allow trainees to obtain diplomas and recognized professional qualifications. These programs are complemented by “Total associate teachers”. This original initiative is a non-profit association run by current or retired employees of the Group who teach courses free of charge in schools and universities. Over 250 teachers give courses and lectures in oil-related fields. During the 2015-2016 academic year, over 17,000 students throughout the world benefited from this expertise.


In 2016, the inaugural session of the Total Energy Summer School (TESS) was attended by 84 students, 40 teachers and researchers from around the world and 75 Group experts. The event included three days of workshops, in which participants addressed the future energy challenges facing science, industry, the economy, education and social responsibility. Some plenary sessions were streamed live or replayed at the Total Campus, the dedicated platform for students, to encourage the widest possible participation.


Finally, to help provide access to education to as many people as possible, Total broke new ground by contributing to the creation and distribution of a free massive open online course (MOOC) on the oil chain (entitled “Oil & Gas: from Exploration to Distribution”) a four-week online course taken by 21,800 participants.


Giving the most disadvantaged populations greater access to energy

For more than 10 years, several Group subsidiaries have been engaged in various one-off access-to-energy projects for low-income populations, usually in cooperation with neighboring communities and local authorities in host countries. To improve its societal performance, structure its approach and reach out to the widest possible audience, Total aims to develop models that are both profitable and sustainable. For this reason, in 2010 the Group launched the “Total Access to Energy” program, a source of initiatives for identifying and testing solutions that facilitate access to energy for the poorest populations.


Awango by Total, a new business model

The first large-scale achievement to come out of this program, Awango by Total is a business response to a societal problem. This innovative, sustainable and reproducible business model offers a range of solar solutions for lighting and recharging small electrical appliances such as mobile phones.


Launched in 2011 in four pilot countries, this offer was sold in close to 50 countries in 2016, including 12 where it is currently being launched. By the end of 2016, nearly 1.8 million lamps had been sold, improving the day-to-day lives of nearly 9.5 million people. The distribution networks used are both Total’s traditional networks (service stations) and “last mile” networks built with local partners to bring these solutions to isolated areas. Reseller networks are then set up and economic programs developed with the support of external partners to recruit and train young solar resellers.


This model is based on innovative partnerships with various stakeholders : in 2016, approximately 50 business partnerships were launched with such varied stakeholders as NGOs, development agencies, professional customers (retailers, Total key account customers, etc.), telecommunications operators or international organizations.


The Group’s goal is to further develop this program and reach out to 25 million people in Africa by 2020 by selling five million lamps in a continent that is at the core of Total’s global strategy.


Several new business models are being trialed. Two significant examples include:

  • the development of solar kit and lamp ownership schemes on a pay-as-you-go or credit basis. The sale of a solar kit (several light sources, a flashlight, a radio and a cable for recharging a cell phone) worth approximately $100 to $150 is accompanied by a financing plan allowing customers to spread out their payments;
  • and the launch of the first crowdfunding platform to promote access to energy in partnership with Babyloan, a European leader in crowdfunding. This partnership aims to accelerate access to energy and related financing solutions, particularly in Africa, Asia and Latin America, where the need is greatest. This collaboration aims to support the creation of local microbusinesses that will develop distribution networks towards isolated communities and better address last mile distribution challenges. By the end of 2016, three microfinancing institutions were qualified, two of which are operational on the platform, in Peru and Kenya. In 2017, 2,000 projects are expected to be financed in approximately 10 countries.


Fighting fuel poverty and developing more inclusive mobility

Total is actively involved in the fight against fuel poverty in France by supporting and guiding low-income households in improving thermal insulation in their homes. The Group is working alongside the French government and other energy producers in the “Living Better” program, which has allowed 200,000 low-income households1 to benefit from thermal renovation since its creation in 2011. In addition, the 90 energy efficiency ambassadors at SOLIHA and FACE (agreement signed with the French Ministry for the City, Youth and Sport) have helped to identify and support households affected by energy poverty in 30 departments in France (assistance with building renovation formalities, financing solutions, training in eco-friendly behavior).


As a driving force for mobility, Total supports the launch and development of mobility platforms aimed at addressing the transport needs of vulnerable people. This initiative is being spearheaded in partnership with the Wimoov association, which offers mobility advice and solutions to 7,500 people a year2, 50% of whom find jobs or new employment. Total and Wimoov jointly created the Inclusive Mobility Laboratory, which focuses on the global recognition of mobility advisors and innovative services available to vulnerable groups, including local support via community services and tailored digital solutions that bring together transport operators and players in the social economy. The call for projects issued in partnership with the French Ministry for the City, Youth and Sport (Experimental Youth Development Fund) has made it possible to fund and support, via the Agence nouvelle des Solidarités actives (new agency for active inclusion), 16 innovative youth initiatives throughout France until the end of 2016.


Finally, Total launched service stations with reduced investment and operating costs for municipalities according to a social business model intended to facilitate access to fuel in rural areas in France.





In addition to the societal initiatives that are directly related to the Group’s industrial activities, Total has also been committed for over 20 years to taking general-interest measures in the countries where it has operations. These actions are essentially conducted by the Total Foundation and the Philanthropy Department of Total S.A.


Total Foundation

For the period of 2013-2017, the Group has renewed its commitment to its foundation, which has a five-year budget of €50 million. The Total Foundation is active in four fields: health, solidarity, oceans and marine biodiversity, culture and heritage.


In the health field, the Group has been a partner of the Pasteur Institute since 2005. The aim of this partnership, renewed for 2015 to 2017, is to support the fight against childhood diseases through research programs and field actions in partnership with the Group’s subsidiaries. Projects are focused on providing training to local actors and are mainly carried out in Africa and South-East Asia.


In the field of solidarity, the Total Foundation encourages Group employees to engage with the community through support for projects championed by non-profit organizations with which they volunteer on a personal basis. In 2016, the Foundation supported 46 employee projects in 25 countries.


With regard to marine biodiversity, the Total Foundation funds research programs undertaken to improve knowledge about marine species and ecosystems and challenges related to their protection and enhancement. For the 54 projects supported in 2016, the Foundation ensures the sharing of knowledge through awareness and education campaigns.


In the culture and heritage field, the Total Foundation partly funded 11 exhibitions in 2016 that helped to showcase the cultures of the countries in which the Group operates. In 2015, the Total Foundation and the Fondation du Patrimoine (heritage foundation) renewed their partnership for the fourth time for the 2015-2017 period. The partnership primarily focuses its activities on the rehabilitation of the country’s industrial, craft, port and maritime heritage converted for sociocultural purposes and on work sites designed to further professional training and social integration. Since 2006, over 180 projects, including 35 worksites for employment integration (or including social integration clauses), set up across France have received nearly €22 million in funding from this partnership. In 2016, 8 new worksites of this kind have been supported by Total Foundation for an amount of €795,000.


Total S.A. philanthropy

In the field of solidarity, the Philanthropy Department has forged a number of major institutional partnerships in France. Since 2009, it has worked with the French government and the ministry responsible for youth to promote the social, professional and civic integration of young people. This program, developed under the “La France s’engage” label, has benefited over one million people since 2014. This partnership, with an overall budget of €60 million and the experimental youth development fund as its primary technical and financial tool, has enabled the financing of 31 projects in 2016.


In the marine field, the Group has been a partner of the French Society of Sea Rescuers (SNSM) since 2008. Through its funding and expertise, it plays a role in improving the safety of rescue operations and training volunteers. Thanks to its support, the Sea Rescuers have a center equipped with a state-of-the-art navigation and vessel handling simulator. Each year, over 500 rescuers have access to this training.


In the field of culture, convinced that access to culture from a very young age is key to self-confidence and respect for others, the Group supports numerous initiatives designed to instruct young people in the worlds of art and culture. In total, nearly 100,000 children from metropolitan France and the Overseas Departments have benefited from these projects.