Global Reporting Initiative (GRI)
La Global Reporting Initiative (GRI) est une organisation à but non lucratif, indépendante et internationale à laquelle participent des entreprises, des ONG et d'autres parties prenantes. Sa mission est de promouvoir le développement durable. La GRI a été créée en 1997 en partenariat avec le Programme Environnement des Nations Unies (PNUE).
L'organisation a développé des lignes directrices en matière de reporting de développement durable afin de donner aux entreprises un référentiel global leur permettant de rendre compte de leurs performances économiques, environnementales et sociales. Ce reporting est aujourd'hui largement utilisé à travers le monde.
Depuis 2016, ce référentiel comprend des références aux Objectifs de Développement Durable (ODD) des Nations Unies.
En 2017, Total a cessé d'utiliser le référentiel GRI G4 (qui était employé depuis 2014), et a adopté les "GRI Standards" en continuant de rapporter en conformité avec le niveau "Core" (critères essentiels).
La table d’index de Total utilise des sources d'information variées toutes produites par le Groupe: le Document d'enregistrement universel 2019, le rapport Climat 2019, le Document d'information sur les Droits de l'Homme 2018, le site internet du Groupe, etc.
Télécharger la table de référence 2019 "GRI Standards Core" détaillée de Total
Total – Table de référence des standards du GRI
- Conformément au niveau "CORE" (auto-déclaré)
- Période de reporting : 2019-2020
- Lexique:
- URD 2019 – Document d’Enregistrement Universel (Universal Registration Document) de Total
- CC 2019 - Rapport Climat
- HR 2018 – Document d'information sur les Droits de l'Homme
- SP – site Sustainable Performance
La correspondance des standards de GRI et des Objectifs du Développement Durable des Nations Unies (SDG) a été établie suivant l’inventaire établi par le SDG Compass des indicateurs pertinents pour le business.
Nos standards de reporting
Informations générales
GRI Standard | Disclosure | Sources | Related SDGs |
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102-14 | Statement from senior decision-maker |
CC 2019 – p. 5 Patrick Pouyanné’s foreword |
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102-15 | Key impacts, risks and opportunities |
SP – Challenges identification |
GRI Standard | Disclosure | Sources | Related SDGs |
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102-16 | Values, principles, standards, and norms of behavior |
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102-17 | Mechanisms for advice and concerns about ethics |
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GRI Standard | Disclosure | Sources | Related SDGs |
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102-18 | Governance structure | URD 2019 p.19 – 1.5.1 A Board of Directors fully committed to the Company’s strategic orientations | |
102-19 | Delegating authority |
URD 2019 p. 159 – 4.1.5.2 Executive Committee and Group Performance Management Committee |
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102-20 | Executive-level responsibility for economic, environmental, and social topics |
URD 2019 p. 20 – 1.5.3 An operational structure |
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102-21 | Consulting stakeholders on economic, environmental, and social topics |
SP – Employment and social inclusion > Promoting social dialogue |
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102-22 | Composition of the highest governance body and its committees | URD 2019 p. 130-141 – 4.1 Administration and management bodies |
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102-23 | Chair of the highest governance body | URD 2019 p. 159 – 4.1.5.1 Unified Management Form |
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102-24 | Nominating and selecting the highest governance body | URD 2019 p. 130-133 – 4.1.1 Composition of the Board of Directors |
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102-25 | Conflicts of interest | URD 2019 p. 142 – 4.1.1.2 Absence of conflicts of interest or convictions |
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102-26 | Role of the highest body in setting purpose, values, and strategy | URD 2019 p.19 – 1.5.1 A Board of Directors fully committed to the Company’s strategic orientations |
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102-27 | Collective knowledge of highest governance body | URD 2019 p. 146 – 4.1.1.6 Training of directors and knowledge of the Company |
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102-28 | Evaluating the highest governance body's performance | URD 2019 p. 158 – 4.1.4 Assessment of the Board of Directors’ practices | |
102-29 | Identifying and managing economic, environmental, and social impacts | URD 2019 p. 153 – 4.1.2.3 Committees of the Board of Directors |
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102-30 | Effectiveness of risk management processes | URD 2019 p. 153 – 4.1.2.3 Committees of the Board of Directors > The Audit Committee | |
102-31 | Review of economic, environmental, and social topics | URD 2019 p. 157 – 4.1.2.3 Committees of the Board of Directors > The Strategy & CSR Committee | |
102-32 | Highest governance body’s role in sustainability reporting |
URD 2019 p. 151 – 4.1.2.2 Activity of the Board of Directors in 2019 |
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102-33 | Communicating critical concerns | URD 2019 p. 155 – 4.1.2.3 Committees of the Board of Directors > The Governance and Ethics Committee | |
102-35 | Remuneration policies | URD 2019 p. 169 – 195 - 4.3 Compensation for the administration and management bodies | |
102-36 | Process for determining remuneration | URD 2019 p. 169 – 195 - 4.3 Compensation for the administration and management bodies | |
102-37 | Stakeholders’ involvement in remuneration | URD 2019 p. 171 – 4.3.2.1 Compensation of Mr. Patrick Pouyanné for fiscal year 2019 |
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102-38 | Annual total compensation ratio | URD 2019 p. 183 - 4.3.2.1 Compensation of Mr. Patrick Pouyanné for fiscal year 2019 > Compensation ratios | |
102-39 | Percentage increase in annual total compensation ratio | URD 2019 p. 183 - 4.3.2.1 Compensation of Mr. Patrick Pouyanné for fiscal year 2019 > Compensation ratios |
GRI Standard | Disclosure | Sources | Related SDGs |
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102-40 | List of stakeholder groups | SP – Relationship with stakeholders | |
102-41 | Collective bargaining agreements |
SP – Employment and social inclusion > Promoting social dialogue |
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102-42 | Identifying and selecting stakeholders |
SP – Relationship with stakeholders |
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102-43 | Approach to stakeholder engagement |
SP – Employment and social inclusion > Promoting social dialogue |
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102-44 | Key topics and concerns raised | SP – Challenges identification |
GRI Standard | Disclosure | Sources | Related SDGs |
---|---|---|---|
102-45 |
Entities included in the consolidated financial statements |
URD 2019 p. 375 – Note 18 Consolidation scope |
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102-46 |
Defining report content and topic Boundaries |
SP – Challenges identification |
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102-47 |
List of material topics |
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102-48 |
Restatements of information |
URD 2019 p. 295 – Note 2 Changes in the Group structure |
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102-49 |
Changes in reporting |
URD 2019 p. 295 – Note 2 Changes in the Group structure |
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102-50 |
Reporting period |
Year 2019 (1st of January to 31st December) |
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102-51 |
Date of most recent report |
Universal Registration Document 2019 published on March 23rd 2020 |
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102-52 |
Reporting cycle |
Annual |
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102-53 |
Contact point for questions regarding the report |
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102-54 |
Claims of reporting in accordance with the GRI Standards |
This report has been prepared in accordance with the GRI Standards: Core option. |
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102-55 |
GRI content index |
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102-56 |
External Assurance |
SP – Assurance report on non-financial statement URD 2019 p. 200 – (Corporate Governance) 4.5 Statutory auditors’ report on related party agreements ; p. 282 – 8.1 Statutory auditors’ report on the Consolidated Financial Statements; p. 440 – 10.1 Statutory auditors’ report on the financial statements |
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Sujets matériels
GRI Standard | Disclosure | Sources | Related SDGs |
---|---|---|---|
Material topic: Economic performance |
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103-1 |
Explanation of the material topic and its boundary |
URD 2019 p. 4-30 – 1 Presentation of the Group – Integrated report |
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103-2 |
The management approach and its components |
URD 2019 p. 4-30 – 1 Presentation of the Group – Integrated report |
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103-3 |
Evaluation of the management approach |
URD 2019 p. 4-30 – 1 Presentation of the Group – Integrated report |
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201-1 |
Direct economic value generated and distributed |
URD 2019 p. 23 – 1.6.1.2 2019 Group results; p.286 – 8.2 Consolidated statement of income; p.288 – 8.4 Consolidated balance sheet; p.336 – Note 10 Payroll, staff and employee benefits obligations; p.421 – 9.3 Report on the payments made to governments |
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201-2 |
Financial implications and other risks and opportunities due to climate change |
SP – Climate > Strategy > Risk management |
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201-3 |
Defined benefit plan obligations and other retirement plans |
URD 2019 p. 336 – Note 10 Payroll, staff and employee benefits obligations |
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201-4 |
Financial assistance received from government
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Non available |
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Material topic: Market presence including local content |
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103-1 |
Explanation of the material topic and its boundary |
SP – Challenges identification |
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103-2 |
The management approach and its components |
SP – Value creation for host countries > Fostering the economic development of the regions |
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103-3 |
Evaluation of the management approach |
SP – Value creation for host countries |
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202-1 |
Ratios of standard entry level wage by gender compared to local minimum wage |
Non available |
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202-2 |
Proportion of senior management hired from the local community |
SP – Employment and social inclusion > Promoting equal treatment of employees and banning discrimination |
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Material topic: Indirect economic impacts |
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103-1 |
Explanation of the material topic and its boundary |
SP – Challenges identification |
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103-2 |
The management approach and its components |
SP – Value creation for host countries |
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103-3 |
Evaluation of the management approach |
SP – Value creation for host countries |
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203-1 |
Infrastructure investments and services supported |
SP – Creating and sharing value |
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203-2 |
Significant indirect economic impacts |
SP – Creating and sharing value |
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Material topic: Procurement practices |
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103-1 |
Explanation of the material topic and its boundary |
SP – Challenges identification |
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103-2 |
The management approach and its components |
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103-3 |
Evaluation of the management approach |
SP – Contractors and suppliers > The Group’s policy applied to the supply chain |
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204-1 |
Proportion of spending on local suppliers |
Not available |
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GRI Standard | Disclosure | Sources | Related SDGs |
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Material topic: Anti-corruption |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 16 – Integrity – Fraud and corruption |
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103-2 |
The management approach and its components |
SP – Business Ethics > Fighting corruption |
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103-3 |
Evaluation of the management approach |
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205-1 |
Operations assessed for risks related to corruption |
SP – Business Ethics > Fighting corruption |
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205-2 |
Communication and training about anti-corruption policies and procedures |
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205-3 |
Confirmed incidents of corruption and actions taken |
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Material topic: Anti-competitive behavior |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 16 – Integrity – Fraud and corruption |
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103-2 |
The management approach and its components |
SP – Business Ethics |
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103-3 |
Evaluation of the management approach |
SP – Business Ethics |
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206-1 |
Legal actions for anti-competitive behavior, antitrust, and monopoly practices |
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Material topic: Tax |
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103-1 |
Explanation of the material topic and its boundary |
SP – Challenges identification |
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103-2 |
The management approach and its components |
SP – Business Ethics > Fighting tax evasion |
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103-3 |
Evaluation of the management approach |
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207-1 |
Approach to tax |
SP – Total’s approach to tax |
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207-2 |
Tax Governance, control and risk management |
URD 2019 p. 87 – 3.1.4 Geopolitics and development in the world > development in regulations; p. 98 – 3.3.4 Main characteristics of the internal control and risk management procedures relating to the preparation and processing of accounting and financial information; p.155 – 4.1.2.3 Committees of the Board of Directors - the Audit Committee |
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207-3 |
Stakeholder engagement and management concerns related to tax |
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207-4 |
Country-by-country reporting |
Non available. |
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GRI Standard | Disclosure | Sources | Related SDGs |
---|---|---|---|
Material topic: Employment |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 26 – The Code of conduct and our employees
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103-2 |
The management approach and its components |
SP – Employment and social inclusion > Attracting and retaining talents
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103-3 |
Evaluation of the management approach |
SP – Employment and social inclusion > Attracting and retaining talents |
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401-1 |
New employee hires and employee turnover |
SP – Social indicators |
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401-2 |
Benefits provided to full-time employees that are not provided to temporary or part-time employees |
Non available |
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401-3 |
Parental leave
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SP – Employment and social inclusion > Ensuring a high level of commitment based on respect for each other and improving quality of life at work |
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Material topic: Labor/management relations |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 26 – The Code of conduct and our employees |
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103-2 |
The management approach and its components |
SP – Employment and social inclusion > Promoting social dialogue |
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103-3 |
Evaluation of the management approach |
SP – Employment and social inclusion > Promoting social dialogue |
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402-1 |
Minimum notice periods regarding operational changes |
Non available |
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Material topic: Freedom of association and collective bargaining |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 26 – The Code of conduct and our employees |
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103-2 |
The management approach and its components |
SP – Employment and social inclusion > Promoting social dialogue |
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103-3 |
Evaluation of the management approach |
SP – Employment and social inclusion > Promoting social dialogue |
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407-1 |
Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk |
Non available |
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Material topic: Occupational health and safety |
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103-1 |
Explanation of the material topic and its boundary |
Health Safety Environment Quality Charter |
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103-2 |
The management approach and its components |
SP – People’s health and safety |
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103-3 |
Evaluation of the management approach |
SP – People’s health and safety |
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403-1 |
Occupational health and safety management system |
Health Safety Environment Quality Charter |
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403-2 |
Hazard identification, risk assessment, and incident investigation |
SP – People’s health and safety > Preventing the occurrence of major industrial accidents > Preventing occupational accidents |
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403-3 |
Occupational health services |
SP – People’s health and safety > Preventing occupational health risks |
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403-4 |
Worker participation, consultation, and communication on occupational health and safety |
SP – People’s health and safety > Preventing occupational accidents > Preventing occupational health risks |
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403-5 |
Worker training on occupational health and safety |
SP – People’s health and safety > Preventing occupational accidents > Preventing occupational health risks |
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403-6 |
Promotion of worker health |
SP – People’s health and safety > Preventing occupational health risks |
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403-7 |
Prevention and mitigation of occupational health and safety impacts |
SP – People’s health and safety > Preventing occupational accidents > Preventing occupational health risks |
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403-8 |
Workers covered by an occupational health and safety management system |
SP – Health and safety indicators |
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403-9 |
Work-related injuries |
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403-10 |
Work-related ill injuries |
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Material topic: Training and education |
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103-1 |
Explanation of the material topic and its boundary |
SP – Challenges identification |
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103-2 |
The management approach and its components |
SP – Employment and social inclusion > Maintaining employees’ long-term employability |
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103-3 |
Evaluation of the management approach
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SP – Employment and social inclusion > Maintaining employees’ long-term employability |
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404-1 |
Average hours of training per year per employee |
SP – Social indicators |
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404-2 |
Programs for upgrading employee skills and transition assistance programs |
SP – Employment and social inclusion > Maintaining employees’ long-term employability |
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404-3 |
Percentage of employees receiving regular performance and career development reviews |
The percentage of employees receiving regular performance and career development reviews reached 92% in 2019. |
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Material topic: Diversity and equal opportunity |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 26 – The Code of conduct and our employees |
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103-2 |
The management approach and its components |
SP – Employment and social inclusion > Ensuring a high level of commitment based on respect for each other and improving quality of life at work |
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103-3 |
Evaluation of the management approach |
SP – Employment and social inclusion > Ensuring a high level of commitment based on respect for each other and improving quality of life at work |
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405-1 |
Diversity of governance bodies and employees |
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405-2 |
Ratio of basic salary and remuneration of women to men
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Non available |
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Material topic: Non-discrimination |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 26 – The Code of conduct and our employees |
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103-2 |
The management approach and its components |
SP – Employment and social inclusion > Ensuring a high level of commitment based on respect for each other and improving quality of life at work |
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103-3 |
Evaluation of the management approach |
SP – Employment and social inclusion > Ensuring a high level of commitment based on respect for each other and improving quality of life at work |
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406-1 |
Incidents of discrimination and corrective actions taken |
In 2019, 103 alleged breaches to the Group’s integrity rules related to interpersonal relations were reported to Total’s corporate level through the Worldwide Human Resources Survey. |
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GRI Standard | Disclosure | Sources | Related SDGs |
---|---|---|---|
Material topic: Child labor |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 19- Respect for human rights |
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103-2 |
The management approach and its components |
SP – Human rights > Human rights in the workplace |
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103-3 |
Evaluation of the management approach |
SP – Human rights > Human rights in the workplace |
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408-1 |
Operations and suppliers at significant risk for incidents of child labor |
Non available |
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Material topic: Forced or compulsory labor |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 19- Respect for human rights |
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103-2 |
The management approach and its components |
SP – Human rights > Human rights in the workplace |
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103-3 |
Evaluation of the management approach |
SP – Human rights > Human rights in the workplace |
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409-1 |
Operations and suppliers at significant risk for incidents of forced or compulsory labor |
Non available |
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Material topic: Security practices |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 19- Respect for human rights |
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103-2 |
The management approach and its components |
SP – Human rights > Respect for human rights in security-related activities |
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103-3 |
Evaluation of the management approach |
SP – Human rights > Respect for human rights in security-related activities |
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410-1 |
Security personnel trained in human rights policies or procedures |
SP – Human rights > Respect for human rights in security-related activities |
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Material topic: Rights of indigenous people |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 19- Respect for human rights |
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103-2 |
The management approach and its components |
HR 2018 p. 30 Indigenous and Tribal people |
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103-3 |
Evaluation of the management approach |
HR 2018 p. 30 Indigenous and Tribal people |
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411-1 |
Incidents of violations involving rights of indigenous people |
SP – Vigilance plan > Implementation report > Human rights |
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Material topic: Human rights assessment |
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103-1 |
Explanation of the material topic and its boundary |
Total’s Code of conduct p. 19- Respect for human rights |
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103-2 |
The management approach and its components |
SP – Human rights > Assessments |
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103-3 |
Evaluation of the management approach |
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412-1 |
Operations that have been subject to human rights reviews or impact assessments |
SP – Human rights > Assessments |
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412-2 |
Employee training on human rights policies or procedures |
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412-3 |
Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening |
SP – Value creation for host countries > Operational societal approach |
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GRI Standard | Disclosure | Sources | Related SDGs |
---|---|---|---|
Material topic: Customer health and safety |
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103-1 |
Explanation of the material topic and its boundary |
Health Safety Environment Quality Charter |
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103-2 |
The management approach and its components |
SP – People's health and safety > Limiting risks for the health and safety of consumers |
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103-3 |
Evaluation of the management approach |
SP – People's health and safety > Limiting risks for the health and safety of consumers |
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416-1
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Assessment of the health and safety impacts of product and service categories |
SP – People's health and safety > Limiting risks for the health and safety of consumers |
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416-2 |
Incidents of non-compliance concerning the health and safety impacts of products and services |
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Material topic: Marketing and labelling |
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103-1 |
Explanation of the material topic and its boundary |
Health Safety Environment Quality Charter |
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103-2 |
The management approach and its components |
SP – People's health and safety > Limiting risks for the health and safety of consumers |
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103-3 |
Evaluation of the management approach
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SP – People's health and safety > Limiting risks for the health and safety of consumers |
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417-1 |
Requirements for product and service information and labeling |
SP – People's health and safety > Limiting risks for the health and safety of consumers |
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Material topic: Customer Privacy |
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103-1 |
Explanation of the material topic and its boundary |
Total’s code of conduct p.32 - Customers |
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103-2 |
The management approach and its components |
Following the enforcement of the General Data Protection Regulation (GDPR) at the European Union level in 2018, Total has strengthened its Personal Data Protection procedures and support for affiliates to comply with regulation, notably through a data protection network and a wider internal communication including guides and training. A GDPR compliance reporting is conducted annually to monitor the implementation of the data protection program within each EU affiliates |
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103-3 |
Evaluation of the management approach
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Implementation of the above mentioned procedures was supported and monitored at the branch and corporate level. |
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418-1 |
Substantiated complaints concerning breaches of customer privacy and losses of customer data |
According to the GDPR, specific procedures for handling personal data breaches and customer complaint are implemented within the relevant affiliates. No Substantiated complaints have been recorded. |