Skip to content
Please check an answer for every question.
Cookie settings

Total may deposit the following categories of cookies: Cookies for statistics, targeted advertising and social networks. You have the possibility to disable these cookies, these settings will only be valid on the browser you are currently using.

Enabling this cookie category allows you to establish statistics of traffic on the site. Disabling them prevents us from monitoring and improving the quality of our services.
Our website may contain sharing buttons to social networks that allow you to share our content on these social networks. When you use these sharing buttons, a link is made to the servers of these social networks and a third-party cookie is installed after obtaining your consent.
Enabling this cookie category would allow our partners to display more relevant ads based on your browsing and customer profile. This choice has no impact on the volume of advertising.

Employment and social inclusion

Social challenges


Total’s ambition is to become the responsible energy major. Thus, in order to help provide specific solutions to the major challenges emerging over the coming decades, Total relies on the know-how and commitment of over 104,000 employees around the world.

In this context, the Group has identified its main challenges to developing Human Resources:
  • attracting and developing talents by identifying and enhancing each person’s abilities, based on the principle of non-discrimination and equal opportunity;
  • maintaining employees’ long-term employability by facilitating skills acquisition in order to keep up with the development of job sectors and technologies;
  • ensuring a high level of commitment based on respect for each other, health and well-being at work.

To address its challenges, Total relies on the Group Human Resources division, which forms part of People & Social Responsibility division, whose President is a member of the Executive Committee. In particular, the Group Human Resources division has the role of defining the Human Resources strategy and policies of the Group in accordance with the business challenges and the One Total Company project.

In line with the multiple situations encountered in the field, it coordinates the promotion and roll-out of the new policies to support the various Human Resources departments in the Group’s business segments. The Group’s indicators were reviewed in 2018 with a view to improving the implementation of Human Resources policies and obtaining more detailed knowledge of specific local requirements, and are monitored in order to enhance the Group’s Human Resources activities.

Attracting and developing talents

Attracting and developing the talents that the Group needs is one of the key factors in the implementation of the Company project. Total’s tools for dealing with these challenges include appropriate management of employees joining and leaving the Group, a responsible compensation policy for employees, and on increasing employee shareholding.

Appropriate management of the Group’s workforce

Group employees

As of December 31, 2018, the Group had 140,460 employees belonging to 326 employing companies and subsidiaries located in 103 countries. At year-end 2018, the countries with the most employees were in descending order France, Poland, the United States, Mexico, Belgium, Germany and China.

The increase in the number of employees between 2017 (98,277 employees) and 2018 is 6.3% (6,183 employees). This is mainly due to the scope variation (addition of the 3,268 employees of Argedis included in the consolidation scope and integration of nearly 4,000 employees following the acquisitions of notably Mærsk Oil and Direct Énergie) as well as an increase of hirings.

(1) Managers or equivalent ≥300 Hay points. The Hay method is a unique reference framework used to classify and assess job levels.


Total’s workforce movements

Since the end of 2014, the oil & gas industry has experienced an economic downturn related in particular to the significant fall in oil prices. In this difficult environment, Total decided to protect its workforce while limiting recruitment. In light of a more favorable economic environment, which nonetheless remains subject to the oil price volatility, hiring resumed in 2018 and increased by 11.2% compared to 2017. This represents a total of 13,506 employees hired with permanent contract within the consolidated scope.

Total implements a proactive policy of recruiting young people at the start of their career, regardless of their job sector or background. The Group gives them the opportunity to forge a variety of career paths through tailored, continuous training programs designed to improve long-term employability. This enables Total to adapt to structural and job sector changes.

In addition, Total hires more experienced profiles for more specific positions, while offering them long-term career prospects within the Group.

The regions that hired the most employees were Latin America (36.7%), mainly in Brazil and Mexico (taking into account the high turnover rate in these countries), Europe excluding France (21.8%), France (15.7%) and North America (10.7%).

In 2018, the consolidated Group companies hired 11,650 employees on fixed-term contracts, compared with 5,287 in 2017. This increase results from a scope variation due to the integration in 2018 in the consolidation scope of Argedis, which business has a significant seasonality (service stations) and which involves hiring on temporary contracts.


A responsible compensation policy

The Group’s compensation policy applies to all companies in which TOTAL S.A. holds the majority of voting rights. The aim of this policy is to ensure external competitiveness and internal fairness, reinforce the link to individual performance, increase employee share ownership and implement the Group’s Corporate Social Responsibility commitments.

A large majority of employees benefit from laws that guarantee a minimum wage, and, whenever this is not the case, the Group’s policy ensures that compensation is above the minimum wage observed locally. Regular benchmarking is used to assess compensation based on the external market and the entity’s competitive environment. Each entity’s positioning relative to its reference market is assessed by the Human Resources Department of each business segment, which monitors evolutions in payroll, turnover and consistency with the market.

Fair treatment is ensured within the Group through the widespread implementation of a management job level evaluation (JL ≥ 10)(2) using the Hay method which associates a salary range with each job level. Performance of the Group’s employees (attainment of set targets, skills assessment, overall evaluation of job performance) is evaluated during an annual individual review and formalized in accordance with principles common to the entire Group.

The compensation structure of the Group’s employees is based on the following components, depending on the country:

  • a base salary, which is subject to individual and/or general salary-raise campaigns each year. The merit-based salary-raise campaigns are intended to compensate employees’ individual performance according to the targets set during the annual individual review, including at least one HSE (Health, Safety, Environment) target; and
  • an individual variable compensation starting at a certain level of responsibility, which is intended to compensate individual performance (quantitative and qualitative attainment of previously set targets) and the employee’s contribution to collective performance evaluated among others according to HSE targets set for each business segment, which represent up to 10% of the variable portion. In 2018, 86.7% of the Group’s entities (Worldwide Human Resources Survey - WHRS scope) included HSE criteria in the variable compensation.

Complementary collective variable compensation programs are implemented in some countries, such as France, via incentives and profit-sharing that also incorporates HSE criteria. According to the agreement signed for 2018-2020 applicable to the oil and petrochemicals(3) (scope of about 17,700 employees in 2018) sector in France, the amount available for employee incentive is determined based on:

  • financial parameters (the Group’s return on equity as an absolute value and compared to four peers(4)),
  • the attainment of safety targets (injury rate and accidental deaths in the oil and petrochemicals sector in France),
  • criteria assessed at the level of the entity to which the employees belong, relating to employee commitment to priority areas identified by the Total Foundation program, which is driven mainly by the Fondation d’entreprise Total in France,
  • criteria relating to the performance of the entity in question (production, sales volumes, gross margins, operating costs, etc.).

The Group also offers pension and employee benefit programs (health and death) meeting the needs of the subsidiaries and the Group’s standards. These programs, which supplement those that may be provided for by local regulations, allow each employee to:

  • benefit, in case of illness, from coverage that is at least equal to the median amount for the national industrial market;
  • save or accumulate income substitution benefits for retirement;
  • arrange for the protection of family members in case of the employee’s death via insurance that provides for the payment of a benefit recommended to equal two years’ gross salary.

These programs are reviewed on a regular basis and adjusted when necessary.

(2) Job level of the position according to the Hay method. JL10 corresponds to junior manager (cadre débutant) ( ≥ 300 Hay points).
(3) i.e., the following companies in France: TOTAL S.A., Elf Exploration Production, Total Exploration Production France, Total Marketing Services, Total Marketing France, Total Additifs et Carburants Spéciaux, Total Lubrifiants, Total Fluides, Total Raffinage-Chimie, Total Petrochemicals France, Total Raffinage France, Total Global Information Technology Services, Total Global Financial Services, Total Global Procurement, Total Global Human Resources Services, Total Learning Solutions, Total Facilities Management Services and Total Consulting.
(4) ExxonMobil, Royal Dutch Shell, BP and Chevron.


A proactive policy to increase employee shareholding and employee savings

Employee shareholding, one of the pillars of the Group’s Human Resources policy, is extended via three main mechanisms: the grant of performance shares, share capital increases reserved for employees, and employee savings. In this way, Total wishes to encourage employee shareholding, strengthen their sense of belonging to the Group and give them a stake in the Group’s performance by allowing them to benefit from their involvement.

Each year since 2005, Total has granted performance shares to many of its employees (approximately 10,000 each year since 2009). The definitive granting of these shares depends on the fulfillment of performance conditions assessed at the end of a vesting period extended to three years in. The 2018 plan approved by the Board of Directors of TOTAL S.A. in March 2018 granted a 7% higher volume of performance shares compared with the 2017 plan. Over 40% of plan beneficiaries had not received performance shares the previous year. More than 10,000 employees were concerned by this plan, over 97% of whom are non-senior executives.

Total also invites employees of companies more than 50% owned in terms of voting rights, and subscribing to the Shareholder Group Savings Plan (PEG-A) created in 1999 for this purpose, to subscribe to share capital increases reserved for employees. Previously offered every two years, share capital increases reserved for employees now take place annually. As a result, more than 60% of the Group’s employees are shareholders. Depending on the offerings chosen and the employees’ location, these operations are completed either through Company Savings Plans(5) (FCPE) or by subscribing directly for shares or for American Depositary Receipts (ADRs) in the United States.

Pursuant to the authorization given by the Annual Shareholders’ Meeting of June 1, 2018, the Board of Directors of TOTAL S.A. approved, at its meeting on September 19, 2018, the principle of a share capital increase reserved for employees to be completed in 2019. This operation will concern approximately 100 countries. As in 2018, two offerings are proposed: a traditional scheme with a 20% discount and a leveraged scheme in all countries where permitted by law. Employees will receive a matching contribution of five free shares for the first five shares subscribed. The shares subscribed will give holders current dividend rights. The subscription period will close in mid-May 2019.

The previous operation took place in 2018. Over 40,000 employees in 94 countries took part in this share capital increase, which resulted in the subscription of 9,174,817 shares at a price of €37.20 per share.

Employee savings are also developed via the Total Group Savings Plan (PEGT) and the Complementary Company Savings Plan (PEC), both open to employees of the Group’s French companies that have subscribed to the plans under the agreements signed in 2002 and 2004 and their amendments. These plans allow investments in a wide range of mutual funds, including the Total Actionnariat France fund that is invested in Total shares.

A Collective Retirement Savings Plan (PERCO) is open to employees of the Group’s French companies covered by the 2004 Group agreement on provisions for retirement savings. Other saving plans and PERCO are open in some French companies covered by specific agreements. Employees can make discretionary contributions in the framework of these various plans, which the Group’s companies may supplement under certain conditions through a matching contribution. The Group’s companies in France made gross matching contributions that totaled €70.8 million in 2018.

(5) Total Actionnariat France, Total France Capital+, Total Actionnariat International Capitalisation, Total International Capital.

Maintaining employees’ long-term employability

Maintaining employees’ long-term employability is another key factor in the successful implementation of the Company project. In order to manage this risk, the Group operates a tailored training policy focused on two areas: facilitating skills acquisition in order to keep up with the development of job sectors and technologies, and contributing to maintaining employees’ long-term employability.

The technical and commercial know-how of employees and their ability to manage large projects underpin the Group’s operational excellence and are essential for the Group’s development. Total therefore offers tailored, continuous training programs aimed at enhancing employees’ skills and employability. These training courses form part of an approach based on improving skills and supporting careers, including for employees moving between business segments and/or geographical region.

The Group’s policy in the field of training hinges on five major areas:

  • sharing Total’s corporate values, particularly with respect to HSE, ethics, leadership, innovation and digital technology;
  • supporting the development of existing activities and creating new ones in order to achieve the Group’s ambitions;
  • increasing key skills in all business areas to maintain a high level of operating performance;
  • promoting employees’ integration and career development through Group induction and training on management and personal development; and
  • supporting the policy of mobility and diversity within the Group through language and intercultural training.

The Group’s training efforts remained strong in 2018, with 75% of employees having attended at least one site training during the year. In 2018, there were 234,174 days of onsite training, for a total budget of around €157 million.

For remote training, there were 30,128 people trained.

In addition, Total has a technical training center, Oléum, which combines technical expertise and life-size technical learning platforms. The center operates on two sites in France (in Dunkerque and La Mède), offering trainees a life-size Seveso environment and providing technical training in operations, maintenance, inspection, safety and more. Oléum welcomes interns from all sectors of activity of the Group worldwide, as well as partners and external customers. In 2018, a platform was introduced enabling the delivery of the certified Basic Offshore Safety Induction and Emergency Training course. This certification is mandatory for all personnel working on offshore platforms.

Ensuring a high level of commitment based on respect for each other, health and well-being at work

To ensure a high level of commitment from its employees, the Group promotes Human Resources development based on respect for each other, health and well-being at work. Total’s approach is based on a number of levers. In addition to the organization of work and social dialogue, Total aims to promote equal opportunities and diversity. It intends to ban all discrimination related to origin, gender, sexual orientation or identity, disability, age or affiliation with a political, labor or religious organization.

Promoting equal treatment of employees and banning discrimination

Present in more than 130 countries, diversity is an integral part of the Group’s DNA. Openness to the world, its cultures and differences is a significant feature of Total and is a key success factor. The Group has long been involved in promoting equal opportunities and diversity, and strives to promote an environment conducive to the expression and development of all employees’ potential.

The diversity of its employees and management is crucial to the Group’s competitiveness, innovative capacity and attractiveness. Total works to develop its employees’ skills and careers while prohibiting any discrimination related to origin, gender, sexual orientation or identity, disability, age or affiliation with a political, labor or religious organization.

This policy is supported at the highest level and promoted by the Diversity Council, which is chaired by a member of the Group’s Executive Committee.

Each entity is responsible for creating a suitable work environment so that they offer all employees the same career opportunities and can benefit from all of the skills and diverse approaches they bring.

Promoting equal opportunity and diversity is part of a policy and has long been monitored. Total was one of the pioneering Groups with regard to diversity. It has prioritized two key components of diversity: gender diversity and internationalization, aiming to offer women and men of all nationalities the same career opportunities up to the highest levels of management. Total has set itself targets to this end.

In addition to the components of gender diversity and internationalization, disability forms an integral part of the Group’s diversity policy. Previously mainly deployed and coordinated in France, the disability policy was rolled out internationally in October 2018 through the signing of the International Labour Organization (ILO) Global Business and Disability Network Charter. In September 2018, Total renewed its commitment to diversity, equal opportunities and economic and social performance by signing the new Diversity Charter introduced by the “Les entreprises pour la cité” network in France. By signing this new charter, Total has reaffirmed its aim to be a responsible employer. The Group was one of the 33 founding signatories of the charter when it was launched in 2004. In November 2018, within the European Round Table of Industrialists (ERT) framework, Total signed a pledge through which the signatories hope to strengthen the European movement to promote Diversity and Inclusion.


Equal treatment for women and men



Total is committed to respecting the principle of equal treatment for women and men and promotes this fundamental principle and ensures that it is correctly applied. Equal treatment for women and men is promoted in the Group through a global policy of gender diversity, targets set by General Management, Human Resources processes that take the issue of gender into consideration, agreements in favor of a better work-life balance (such as the agreement on remote working in France) and awareness-raising and training actions.

Total’s commitment spans from recruitment to the end of a career. It guarantees equal treatment for women and for men in the process for identifying high-potential employees and appointing executives. In terms of compensation, specific measures have been set in place since 2010 to prevent and compensate for unjustified salary gaps.

The Group’s target for 2020 is:

  • women represent 25% of senior executives (they were approximately 5% in 2004 and are 21.6% in 2018);
  • women represent more than 20% of Management Committees members (head office and subsidiaries) (they are 21.8% in 2018).

In order to increase the representation of women in Management Committees, at the end of 2018 the Executive Committee set a new target of 20% women members of Management Committees of branches and large operational divisions.

In terms of TOTAL S.A., Total’s commitment took shape in 2016 with the arrival of the President of the People & Social Responsibility division to the Group’s Executive Committee (7 people). With regard to diversity in the 10% of the highest management of the Company positions, the proportion of women equals 15%. At Group level, which is the most relevant perimeter considering Total’s activities, this proportion equals 21%(6).

Total aims to hire women in proportions that reflect the percentages of qualifications awarded by the higher education establishments in its business segments. The Group strives to promote the same proportion of women and men with equivalent qualifications and experience within the overall population eligible for a specific promotion.

To encourage young women to choose to study technical subjects, Total has been a partner of the “Elles bougent” organization in France since 2011, and served as honorary Chairman in 2015. Some 130 female engineers regularly inform high-school girls about careers in science. Throughout the Group, female engineers and technicians from all cultures are encouraged to give talks to high-school girls and female students to illustrate women’s contribution to the fields of science and technology.

Diversity is also promoted through action to change mentalities, and awareness, training and communication events are held regularly. Internal training courses such as “Managing your career as a woman” and “Managing diversity” are also available.

Through its mentoring activities and development workshops, the TWICE (Total Women’s Initiative for Communication and Exchange) network also helps to develop the gender diversity policy. It aims to promote the progression of women within the Group, particularly to management roles, and help women further their careers. Created in 2006, it is currently in place in France and abroad (35 local networks) and has over 3,200 members. Since 2010, nearly 610 women have benefitted from the network’s mentoring program, in France and internationally, and which helps them to better anticipate the key phases of their careers.

The signing of agreements, international charters and commitments relating to diversity is emblematic of the Group’s conviction at the very highest level of decision-making.

Thus, in 2010, Total signed the “Women’s Empowerment Principles – Equality Means Business” set out in the United Nations Global Compact, and its commitment to equal opportunities and the equal treatment of women and men is regularly embodied in agreements that address the issue of diversity, such as the global agreement signed in 2015 with IndustriALL, or the Global Deal to which Total has adhered more recently in 2017.

In 2016, Total, along with 20 other oil and gas companies, got involved at the World Economic Forum by signing “Closing the Gender Gap – a Call to Action”. This joint declaration is based on seven action principles (leadership; expectations and goal setting; Science, Technology, Engineering and Mathematics (STEM) program; clear responsibilities; recruitment, retention and promotion policies; inclusive corporate culture; and work environment and work-life balance) and two decisive drivers: more diverse recruitment and greater openness of technical and management roles to women.

In the same vein, the Chairman and Chief Executive Officer chaired the 15th edition of the Entretiens de Royaumont discussion forum at the end of 2018, on the subject of “Being a woman”.

(6) Proportion calculated on the basis of 95,327 employees.


Internationalization of management

With employees representing over 150 nationalities, Total enjoys broad cultural diversity and believes that it is important to promote this at all levels of its activities. In 2018, 84.9% of employees hired by the Group and 58.9% of managers hired were non-French nationals. In 2018, the integration in the consolidation scope of companies mainly present in France (such as Argedis, Direct Énergie and GreenFlex for instance) is partly responsible for the more representation of French people in hires and Group employees.

The Group has set a target of having local managers representing 50% to 75% of the subsidiaries’ Management Committee members by 2020 (they represented 52% in 2018 compared to 54% in 2017) and non-French nationals representing 40% of senior executives (having represented approximately 19% in 2004 and are 32.1% in 2018).

Several measures have been put in place to internationalize the management population, including career paths to internationalize careers, increasing the number of foreign postings for employees of all nationalities (approximately 4,000 employees representing more than 100 nationalities are posted in more than 100 countries), and integration and personal development training organized by large regional hubs (for example, Houston, Johannesburg and Singapore).

The inclusion of the teams from Mærsk Oil, the acquisition of which was finalized in March 2018, explains the increase in international employees on local Management Committees and senior executives of non-French nationality.


Measures promoting the employment and integration of people with disabilities

The integration and job retention of people with disabilities are covered by specific measures incorporated into the Group’s diversity policy.

In France, for over 20 years, Total has implemented its policy to promote the employment of people with disabilities by signing agreements with employee representatives. Three framework agreements signed for three years (2016-2018) with the French representative unions and approved by the government (DIRECCTE 92) set out the commitments of the Group’s French companies with regard to occupational integration of people with disabilities. The average Group employment rate of people with disabilities in France (direct and indirect employment) was 5.19% in 2017(7) (compared to 5.16% in 2016 and 4.99% in 2015). These agreements will be renegotiated in 2019.

The agreements in force are based on three major priorities:

  • professional support throughout the employee’s career;
  • an integration and professional training plan;
  • the development of agreements and partnerships with the disabled and protected employment sectors (ESAT and EA).

Total promotes recruitment of people with disabilities as well as indirect employment by purchasing from the protected employment sector as part of its responsible procurement. At the same time, the Group takes various types of action:

  • internally: integration, professional training, support and job retention, communication, awareness actions and sessions organized for managers and all the teams, as well as for Human Resources managers;
  • externally: information and advertising aimed at students, cooperation with recruitment agencies, attendance at specialized forums, partnerships with schools and universities.

Total’s Disability Program is a structure within the Diversity department of the Group’s Human Resources division. It is responsible for leading the disability policy and relies on a network of expert contacts within the establishments.

Internationally, the Group’s actions to support employees with disabilities took on a new dimension at the end of 2018, with the ambition of going beyond the legal requirements in all of the countries where it operates. This aim was embodied by the signing of the International Labour Organization (ILO) Global Business and Disability Network Charter in October 2018. To date, 40 subsidiaries have voluntarily signed up to the scheme and have set goals for the next two years on the basis of the five principles identified as priorities by the Group: respect and promotion of rights, policy and practice of non-discrimination, accessibility, job retention and confidentiality. The first stage of implementation took place in December 2018, on International Day of Persons with Disabilities, giving the participating subsidiaries the opportunity to share internal best practices and learn from the ILO network and other companies’ experiences.

In addition, Total supports organizations such as the Association Total Solidarité Handicap (ATSH), which was formed in 1975 by employees with children with disabilities. ATSH provides discreet, confidential moral and financial support, helps with paperwork and practical assistance to current and retired employees of the Group and their dependents in France who are affected by disability. It currently has over 350 members, a third of whom received help from the association in 2018.

(7) The percentage for 2018 is not available at the date of publication of this Registration Document.


Commitment to promote the professional integration of young people

Total is committed to promoting the professional integration of young people, thus increasing their employability. It believes that for maximum impact, this issue must be tackled as early as possible in the education system, and has therefore put in place targeted actions tailored to the specific context of the countries where they are implemented.

In France, Total’s target is to have 50% of secondary education internships offered to disadvantaged youths. Since 2018, this has been implemented in the Paris region.

Total recruited nearly 5,000 interns in France over the 2016-2018 period, corresponding to 5% of the workforce in France. As of 2019, the Group is committed to continuing with the scheme in the long term. In addition, indicators reflecting Total’s priority commitments in relation to gender diversity, disability and the professional integration of disadvantaged youths will be set up to improve monitoring.

In Africa, the Young Graduate Program run by the Marketing & Services segment offers graduates below the age of 25 an 18-month work placement. The program is split into two phases consisting of work experience at a subsidiary in the young person’s home country followed by an assignment in another country. Since the program was launched in 2014, over 350 young people have taken this opportunity to improve their employability. The Young Graduate Program aims to reach the milestone of 500 graduates registered by 2020.

Volontariat International en Entreprise (VIE) is an international internship program that offers young graduates aged between 18 and 28, from France or other European Economic Area member states, professional internship within an affiliate and abroad for a maximum of 24 months. The program has been in operation within the Group since 2002, and over 1,700 young people have benefited from it to date.


Other anti-discrimination measures

Large-scale initiatives aimed at raising employees’ awareness of diversity are organized on a regular basis.

In October 2018, the Diversity Council, chaired by a member of the Executive Committee, met in Paris. A year-end 2017 review was performed and areas for action were identified to ensure that the goals set for 2020 are achieved, particularly in terms of the appointment, recruitment, feminization and internationalization of the Group’s senior executives.

The Group signed the LGBT (lesbian, gay, bisexual and transgender) Charter in 2014. Prepared by the “L’Autre Cercle” association, it establishes a framework for combating discrimination related to sexual orientation or identity in the workplace in France.

Total has written a practical guide to religion in the Group to offer concrete answers to employees’ questions about religion in the workplace and to promote tolerance of everyone’s beliefs, while respecting differences at the same time. The guide, which was posted on the Group’s intranet site in March 2017, offers the keys to understanding different beliefs, so that everyone can better comprehend them in their everyday activities.


Measures to meet the specific requirements of the organization of work

The Group’s activities are varied and, depending on the segments, require the implementation of specific regimes for the organization of work, such as the “shift” regime(8) and the “rotational” regime(9). Most shift workers are employed in the Refining & Chemicals, Marketing & Services and Gas, Renewables & Power segments, while the rotational regime mainly concerns the Exploration & Production segment.

The average work week is determined in accordance with applicable local law and limits set by International Labour Organization (ILO) conventions. Excluding specific regimes, it is less than 40 hours in most subsidiaries located in Europe, Japan and Qatar. It is 40 hours in most subsidiaries located in Asian, African and North American countries. It is above 40 hours, without exceeding 48 hours, in subsidiaries located in Latin America (mainly Argentina, Brazil, Mexico), a few countries in Asia (Cambodia, India, Philippines) and Africa (mainly South Africa, Equatorial Guinea and Morocco).

The challenges involved in the organization of work are many and varied depending on the regions of the world where the Group operates, and the applicable local law. The Group entities put in place measures to meet the specific requirements of the organization of work and promote, where possible, a good work-life balance. For example, remote working has been in place in France since 2012.

As of December 31, 2018, the number of remote workers in France (WHRS scope) was 1,371, 34.5% of whom were men (representing 473 men), compared to 952 in 2017 and 746 in 2016.

In addition, as part of a global approach to preventing and managing employee absenteeism, the sickness absenteeism rate is one of the indicators monitored under the WHRS.


(8) For employees providing a continual activity with relays between teams to maintain production (two or three 8-hour shifts), for example in plants or refineries.
(9) For employees working at a location (town or worksite) far from their place of residence with alternating periods of work and rest.


Promoting social dialogue

Social dialogue is one of the pillars of the Company project. It includes all types of negotiations, consultations or exchanges of information between the Group entities, the employees and their representatives about economic and social issues and related to the life of the company. The subjects covered by dialogue with employees vary from company to company, but some are shared throughout, such as health and safety, work time, compensation, training and equal opportunity.

The Group strives to maintain this dialogue at both a local level and at the head offices or centrally, as well as through its membership of bodies and the signing of agreements.

Among the numerous stakeholders with which Total maintains regular dialogue, the Group’s employees and their representatives have a privileged position and role, particularly in discussions with the management teams. In countries where employee representation is not required by law (for example in Myanmar and Brunei), the Group companies strive to set up such representation. There are therefore employee representatives in the majority of Group companies, most of whom are elected.

At European level, the European Committee enables the provision of information and discussions about the Group’s strategy and social, economic and financial situation, as well as on matters relating to sustainable development, environmental and societal responsibility, and safety. It examines any significant proposed organizational change concerning at least two companies in two European countries, to express its opinion, in addition to the procedures initiated before the national representative bodies. A new agreement was reached in July 2017 that contains some innovative measures allowing for better dialogue with the members of the European Committee (field safety visits and learning expeditions to discuss the Group’s strategy directly on site).

Globally, social dialogue is embodied through the signing of various agreements. In 2015, Total signed an agreement with the worldwide trade union federation, IndustriALL Global Union, which represents 50 million employees in 140 countries. Under this agreement, the Group made a commitment to maintain minimum Corporate Social Responsibility (CSR) standards and guarantees worldwide for subsidiaries in which it has more than a 50% stake (occupational health and safety, human rights in the workplace, enhancement of the dialogue with employees, life insurance, professional equality, societal responsibility and assistance with organizational changes). In addition, the Group ensures that the principles of the agreement on health, safety and human rights are disclosed to and promoted among its service providers and suppliers. The implementation of this agreement is monitored annually with representatives who are members of trade unions affiliated with the IndustriALL Global Union and appointed by this federation. Two follow-up meetings were therefore held in July 2017 and 2018 to assess the implementation of the agreement and identify areas for improvement and actions to be taken. The aim is to maintain the partnership and renegotiate the agreement for 2019 and beyond.

In December 2017, Total also joined the worldwide Global Deal initiative, a multi-stakeholder partnership that aims to incite governments, companies, unions and other organizations to make concrete commitments to favoring dialogue with employees. The Global Deal promotes the idea that effective social dialogue can contribute to decent work and quality jobs and, as a consequence, to more equality and inclusive growth from which workers, companies and civil society benefit.

As a company that listens to the people who work for it, Total continues to build on its Company project, One Total, through a participative approach that engages employees. This approach was illustrated in 2016 by the involvement of employees in a reflection of the Group’s ambitions and values. This was followed in 2018 by the One Total, Be Simple collaborative campaign focusing on employees’ day-to-day lives, with simplification having been identified as the key area in which progress must be made in order to achieve the Group’s ambition. Employees were able to express their opinions on the theme of simplification, share ideas for solutions and discuss the issues with each other through a dedicated collaborative platform.

In addition, every two year, Total carries out an internal survey (Total Survey) among its employees to gather their views and expectations with regard to their work situation and perception of the Company, locally and as a Group. The results of the last survey conducted in 2017 among 70,000 employees in 124 countries demonstrated that employees have a commitment rate of 78% and that 85% of them are proud to work for Total.

The number of employees covered by collective agreements has increased in 2018: they were 62,628 in 2017 and 66,822 in 2018 within the WHRS scope.