A Company committed to its employees

Sommaire :

Insofar as a company is first and foremost a people-driven adventure, the ambition of the Company depends primarily on the women and men who work at TotalEnergies, both now and in the future.

TotalEnergies has identified its main risks and challenges concerning human resources development:

  • attracting and retaining talent based on the key skills sought by the Company, while abiding by the principle of non-discrimination and equal opportunity;
  • maintaining employees’ long-term employability by helping them acquire skills in order to keep up with changing careers and technology to achieve a just transition;
  • ensuring a high level of commitment based on respect for each other, an inclusive corporate culture and improved quality of life at work.

To meet the expectations of new generations and employees in the face of the energy transition and the challenges of climate change, the Company is committed to a just transition, by offering its employees opportunities for development, professional fulfillment, participation in a common ambition to supply responsible energy and taking up unprecedented technological challenges in multicultural teams.

A new Transforming with our people program was announced at the end of 2021 to support TotalEnergies employees in the Company’s transformation. This program includes not only the implementation of listening, informing and training measures, but also an upskilling and reskilling initiative, and the implementation of a skills map in order to build bridges between current jobs and the jobs of renewables and electricity, and to target key skills.

TotalEnergies aims to be a benchmark as a responsible employer. The Company promotes a working environment that combines performance and conviviality. In 2019, the Company’s Executive Committee launched Better Together, a key component of the corporate plan that spearheads TotalEnergies ‘ people-focused ambitions, designed to ensure that each employee’s development reflects the Company’s business goals and lives up to the employee’s expectations. This project is built on three main ambitions that involve all of the Company’s subsidiarie(1): attracting and developing talent all over the world, promoting a management style that can make the most of knowledge and expertise of the Company and pass on its values, and making the Company a good place to work together.

To meet its social challenges, TotalEnergies relies on People & Social Engagement division. Its mission is to define the Company’s human resources strategy and policies, in line with the business challenges and the TotalEnergies One Company corporate project. It coordinates the promotion and rollout of new policies to support the various human resources departments in the Company’s business segments, guided by actual conditions in the field.

(1) Excluding Hutchinson and SunPower.

Attracting and retaining the talent the Company needs is a key factor in carrying out the company project. To succeed in that task, TotalEnergies carefully manages its hires and departures, provides individualized support for its employees, maintains a responsible employee compensation policy and works to expand employee shareholding.

Responsible management of the Company’s workforce

Company workforce

As of December 31, 2021, the Company had 101,309 employees belonging to 316 employing companies located in 95 countries. At year-end 2021, the countries with the most employees were, in descending order, France, the United States, Poland, Mexico, Germany, Belgium and China.

Within the scope of the Company excluding Hutchinson, the Company had 63,630 employees belonging to 256 employing companies located in 92 countries. The most representative countries in terms of workforce are France, the United States, Belgium, Germany, the Netherlands, the United Kingdom and Nigeria.

The tables below present the breakdown of employees by business segment, region, type of employment contract and age group, as well as a breakdown of managers or the equivalent (≥ 300 Hay points(2)). The breakdown by gender and nationality is given in section “Promoting equal treatment of employees and banning discrimination”. (3)

Consult the detailed breakdown of employees 

(2) The Hay method is a reference methodology used for job classification and evaluation.

(3) Types of contract, as defined in section “Reporting scopes and methodology”

Changes in the Company’s headcount

On the Company’s scope excluding Hutchinson, the number of employees fell by 3% (1,984 employees) between 2020 and 2021. This decrease is mainly due to changes in the consolidation scope, particularly with the sale of the Lindsey refinery (400 employees) and the removal from the consolidation scope of a Marketing & Services subsidiary in Saudi Arabia representing more than 2,000 employees.

Excluding consolidation scope effect, headcount was up by 0.5%. The increase in SunPower’s workforce in the United States and the Philippines (more than 800 employees) was offset by a decrease in the workforce of the subsidiaries of the “socle social commun” scope in France (more than 500 employees), mainly due to the redundancy plan negotiated in 2021.

At Hutchinson, the workforce fell by 5.5% (2,183 employees) between 2020 and 2021, particularly in Poland and Mexico, with an increase in voluntary departures in line with changes in the local job offer in the context of the pandemic and fluctuations in the automotive market.

Hiring within the Company, excluding Hutchinson

In 2021, 5,273 employees were hired on permanent contract within the consolidation scope excluding Hutchinson, an increase of 42.9% compared to 2020. Recruitment has targeted the sectors that are driving the Company’s transformation, such as renewables and electricity (47.3% in the Integrated Gas, Renewables & Power business segment). TotalEnergies hires young people (44.3% under 30 years old) but also experienced candidates for positions requiring key skills, offering them career prospects within the Company.

In 2021, TotalEnergies companies, excluding Hutchinson hired 3,765 employees on fixed-term contracts, compared to 5,424 in 2020, mainly in France directly linked to the proactive policy of hiring work-study candidates.

Hiring at Hutchinson

In 2021, 7,655 employees were hired on permanent contracts at Hutchinson, an increase of 35.2% compared to 2020, mainly in Mexico, the United States and Brazil.

In 2021, Hutchinson hired 1,795 employees on fixed-term contracts, compared to 3,233 in 2020, given the fluctuations in the automotive market.

Departures from the Company excluding Hutchinson

The departure rate of the Company excluding Hutchinson is 7%, up from 5.6% in 2020 with an increase in the resignation rate which remains lower than in 2019 before the health crisis. The voluntary departure rate thus stands at 5.5% in 2021 compared to 4.2% in 2020.

Departures from Hutchinson

The departure rate for Hutchinson is 27.7%, up from 20.3% in 2020, with a voluntary departure rate of 24.7% in 2021 compared to 15.1% in 2020.

Consult indicators on TotalEnergies ‘ workforce movements (Hutchinson and excluding Hutchinson) 

A responsible compensation policy

The Company’s compensation policy applies to all companies in which TotalEnergies SE holds the majority of voting rights. That policy has several aims: to ensure external competitiveness and internal fairness, reinforce the link to individual performance, increase employee share ownership and implement the Company’s corporate social responsibility commitments.

It consists of providing levels of compensation that are higher than the minimum level observed locally, through regular benchmarks, in countries where legislation guaranteeing a minimum wage is lacking.

The Company’s compensation policy is designed to offer competitive, fair and responsible compensation. In particular, it stipulates that compensation levels must be equivalent internally for positions with the same level of responsibility in a given environment (activity, country). Fair treatment is ensured within the Company through the widespread use of weighting for management positions (JL ≥ 10) via the Hay method. Performance reviews for Company employees, covering actual versus targeted results, skills assessment and overall job performance, are conducted during an annual individual review and formally issued in accordance with the same principles and guidelines across the entire Company.

The compensation structure for the Company’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 target; and
  • an individual variable compensation starting at a certain level of responsibility. This is intended to compensate individual performance (quantitative and qualitative attainment of previously set targets), managerial practices, if applicable, and the employee’s contribution to collective performance evaluated on the basis of HSE targets set for each business segment, which represents up to 10% of the variable portion. In 2021, 90.4% of the Company’s entities (WHRS scope) included HSE criteria in the variable compensation. In particular, HSE criteria include greenhouse gas reduction targets.

Supplemental collective variable compensation programs are implemented in some countries, such as France, via incentives and profit sharing. In France, under the agreement signed for 2021-2023, applicable to the companies that signed the agreement(4) (encompassing approximately 17,200 employees in 2021), the amount available for employee profit-sharing is based in particular on environmental and social criteria, and is determined on the basis of:

  • financial parameters (the Company’s return on equity as an absolute value and compared to four peers(5));
  • the attainment of safety targets (injury rate and accidental deaths in the establishments in France of the companies party to the agreement);
  • the attainment of energy transition targets (reduction of greenhouse gas emissions from the establishments in France of the companies party to the agreement);
  • criteria assessed for the entity to which the employees belong, relating to employee commitment to priority areas identified by the Action! program, which is mainly led by TotalEnergies ‘ corporate foundation (Fondation d ‘entreprise) in France;
  • criteria relating to the performance of the entity in question (production, sales volumes, gross margins, operating costs, etc.).

The Company provides pension and employee benefit programs (health and death) that meet the needs of the subsidiaries, as well as the Company’s standards, designed to ensure that each employee can:

  • in case of illness, receive coverage that is at least equal to the median amount for the national industrial market;
  • participate in a savings or supplementary retirement plan;
  • organize the protection of the family in the event of the death of the employee.

To this end, TotalEnergies is deploying a number of commitments and mechanisms worldwide:

  • Where appropriate, each entity sets up a pension and health insurance plan, in addition to the legal plans in force, with the assistance of Human Resources department of the business segment;
  • A health check-up at least every two years is offered by each entity to all its employees, subject to the local regulations and context;
  • Each entity sets up a death benefit plan, whatever the cause, at least equivalent to two years’ gross reference salary. At the end of 2021, nearly 90% of the Company’s permanent employees were covered worldwide.

TotalEnergies has also set up a global mental health prevention program to take care of employees, wherever they are in the world.

These programs, which are regularly reviewed and, if necessary, adjusted, are administered by the subsidiaries and supplement any programs provided under local law.

In 2021, TotalEnergies initiated a process to assess any discrepancies between the direct salary and the living wage(6) in all its subsidiaries(7). The result of the studies carried out show that by the end of 2021, 98% of employees received a direct salary that exceeds the living wage in the country or region in which they work. The Company intends to perpetuate this approach to ensure that 100% of its employees receive a direct salary that exceeds the living wage by the end of 2022.

A living wage is defined as an income that allows employees:

  • to provide a decent life for their family;
  • for standard working hours;
  • to cover their essential expenses (food, water, electricity, housing, education, health, clothing, etc.);
  • the ability to cope with some of life’s uncertainties.

(4) Covers TotalEnergies EP France and the entities covered by the “socle social commun” scope, as defined in section “Reporting scopes and methodology”

(5) ExxonMobil, Shell, BP and Chevron.

(6) TotalEnergies relies on the global database provided by the Fairwage Network, which assesses the living wage for a given country or region, based on the typical family size (number of children) and the average number of workers (between one and two).

(7) It applies to the so called “périmètre de gestion” i.e., all subsidiaries controlled at more than 50%.

A proactive policy to increase employee shareholding and employee savings

Employee shareholding, one of the cornerstones of the Company’s human resources policy, is offered through three main programs: the grant of performance shares, share capital increases reserved for employees, and employee savings. In this way, TotalEnergies hopes to encourage employee shareholding, strengthen employees ‘ sense of belonging to the Company and give them a stake in the Company’s performance by allowing them to reap benefits from their commitment.

As a result, more than 65% of the Company’s employees are TotalEnergies shareholders and employee shareholding(8) represents 6.83% of the Corporation’s share capital as of December 31, 2021, steadily increasing since 2018 (refer to point 6.4.1 of the Universal Registration Document).

Each year since 2005, TotalEnergies has granted performance shares to many of its employees (approximately 10,000 each year since 2009). Those shares are granted definitively only upon the fulfillment of performance conditions assessed at the end of a vesting period of 3 years. Two of the performance conditions have applied in particular to trends in GHG emissions (see section 4.3.4 of the Universal Registration Document). Under the 2021 plan approved by the Board of Directors in March 2021, the total volume of performance shares granted was comparable to the 2020 plan. More than 40% of 2021 plan beneficiaries had not received performance shares the previous year. More than 11,000 employees participated in this plan, over 97% of whom are non-executives.

TotalEnergies also invites employees of companies in which it holds more than 50% of voting rights, and that subscribe to the Shareholder Group Savings Plan (PEG-A) created in 1999 for this purpose, to subscribe to share capital increases reserved for employees. Share capital increases reserved for employees take place annually. Depending on the employees’ location, these campaigns are completed either through Employee Mutual Funds(9) (FCPE) or by subscribing TotalEnergies shares or American Depositary Receipts (ADRs) in the United States.

Pursuant to the authorization given by the Annual Shareholders’ Meeting on May 28, 2021, the Board of Directors decided, at its meeting on September 15, 2021, to proceed with a share capital increase reserved for employees to be carried out in 2022 with a 20% discount. This operation is expected to involve more than 100 countries. Employees will benefit from a matching contribution of one free share for each share subscribed, up to a limit of five. The shares subscribed will give holders current dividend rights. The previous share capital increase reserved for employees was carried out in June 2021. Over 46,500 current and former employees in 102 countries took part in this share capital increase, which resulted in the subscription of 10,376,190 shares at a price of €30.50 per share. Excluding subscriptions by former employees, the total amount subscribed internationally represents 55% of the total amount, and exceeds that of France in the last two operations.

Employee savings are also encouraged by the TotalEnergies Group Savings Plan (PEGT) (in which the Supplemental Company Savings Plan (PEC) was merged on January 1, 2022), open to employees of the Company’s French subsidiaries that have subscribed to the agreements and their subsequent amendments. This plan allows investments in a wide range of mutual funds, including the TotalEnergies Actionnariat France fund that is invested in TotalEnergies shares.

In France, a new agreement relating to retirement savings was signed on April 22, 2021, within the limits of the “socle social commun(10). This agreement, which came into effect on January 1, 2022, introduces an optional Collective Retirement Savings Plan (PERCOL), which is the successor of the PERCO, previously introduced by the 2004 Group agreement on retirement savings schemes. Other saving plans are open in some Company subsidiaries in France covered by specific agreements. Company employees can make discretionary contributions as part of those various plans, which their employer may supplement under certain conditions through a matching contribution. The Company’s subsidiaries in France made gross matching contributions totaling €69.7 million in 2021.

(8) As defined in Article L. 225- 102 of the French Commercial Code and Article 11 paragraph 6 of the Articles of Incorporation of the Corporation.

(9) TotalEnergies Actionnariat France, TotalEnergies France Capital+, TotalEnergies Actionnariat International Capitalisation and TotalEnergies Intl Capital.

(10) Covers the “socle social commun”, as defined in section “Reporting scopes and methodology”

The Company’s international reach creates a rich multicultural environment and a diverse choice of professional fields. Maintaining employees’ long-term employability is one of the key social challenges of the Company, and one of the key factors in ensuring the success of the company project. In order to manage that risk and to allow for a just transition, the Company has decided to invest in employee development through personalized support and a customized training policy designed with two objectives in mind: make it easier for employees to acquire new skills to stay abreast of changing careers and technology, and help maintain each employee’s long-term employability.


With those challenges in mind, the Company launched the Better Together project in a bid to develop each employee’s talents. In 2019, the Company launched Better Together, the human component of the corporate project, which supports the ambition to develop the talents of each individual. More than 400 talent developers, trained since 2019, have been mobilized to support employees individually in their professional development and to provide them with dedicated support. In 2021, nearly 4,000 individual career reviews were carried out to help employees make informed decision in planning their careers effectively.

The technical and business know-how of employees and their ability to manage large projects underpin the Company’s operational excellence and are essential assets for the Company’s development. TotalEnergies is convinced that relying on its employees and their commitment is the key factor of the achievement of its ambition to become a major player in the energy transition. TotalEnergies is profoundly convinced that the Company’s people constitute the energy that drives it forward.

To promote a just transition and support TotalEnergies’ employees in the Company’s transformation, a new Transforming with our people program was announced at the end of 2021, focused on three actions: listening, informing and training. “Listening” means deploying tools to measure knowledge, understanding and support for TotalEnergies’ new ambition, as well as the feelings and state of mind of the Company’s teams in the field. “Informing” will enable everyone to understand the shift towards a multi-energy Company and to project themselves into the future of TotalEnergies by sharing its major projects. Finally, “training” will offer five days of training in 2022 and 2023 on the fundamentals of TotalEnergies’ ambition and electricity in order to build the Company’s new common multi-energy culture. An upskilling and reskilling approach is also underway to support the development of skills and activities. This approach is based on the mapping of typical roles and transposable macro-skills, and on the construction of pathways that include training, on-the-job training and mentoring. In addition, 300 young people from the Company will be invited for two days in the first half of 2022 to express themselves and contribute to building the TotalEnergies of tomorrow.

In 2020, TotalEnergies announced the launch of its OneTech project to address the climate challenge and changing energy markets. This new organization, which has been in place since September 1, 2021, brings together all the technical and scientific teams within a single entity, in order to strengthen the Company’s capacity for innovation and its skills in designing and managing major industrial projects across all energies, while leveraging operational excellence. OneTech is built on five key objectives:

  • adapt to the Company’s new industrial activities;
  • better develop, retain and attract talent;
  • encourage and accelerate innovation;
  • mobilize technical resources on the most strategic and highest value-added subjects;
  • provide solutions to reduce the carbon footprint.

OneTech is, therefore a new organization to support the new businesses, and to manage the Company’s current and future talents, in order to develop the skills required by the transformation. The upskilling and reskilling approach is piloted within this structure and the OneTech teams are already involved in projects directly related to the Company’s ambition, such as ARAMIS and Northern Lights, major global CO2 storage initiatives and the deployment of multi-energy solutions in Iraq.

To support its ambition to become carbon neutral (net zero emissions) by 2050, TotalEnergies is also implementing projects to convert industrial sites, while paying close attention to potential social impacts. In particular, TotalEnergies is transforming the Grandpuits refinery into a zero-oil platform focused on the production of biofuels and bioplastics, the recycling of plastic waste by pyrolysis and the construction of solar farms, drawing on the know-how and skills of local teams. In order to carry out this industrial redeployment without any redundancies, in-depth career development interviews were conducted individually to provide each employee with a suitable solution and personalized support for mobility or a training plan, involving, if necessary, process and safety reviews or visits to similar facilities. This conversion model, based on the adaptation of existing skills, was initiated in 2015 with the La Mède refinery transformation project, which was completed in 2019 with the start-up of the biorefinery.

These projects, which contribute to a just transition, have been the subject of dialogue with trade unions and employee representatives in the TotalEnergies European Works Council and locally. The prior consultation of civil society on the Grandpuits transformation project is a significant example of the integration of stakeholders that extends beyond employees and their representatives. TotalEnergies is restating its responsibility to the areas of employment where the Company operates, as well as its commitment to maintaining a strong and lasting industrial presence. In its new configuration, the Grandpuits platform will continue to give priority to its partner companies, representing the equivalent of 200 full-time jobs. During the transformation of the activities at the La Mède site, more than 20 companies were supported and the number of permanent contracts with subcontractors increased by 6% between 2015 and 2019, without any layoffs.

The flexibility provided by these programs makes it possible to adapt to the pace and planning of the Company’s multi-energy strategy and to find the right balance between pooling engineering teams and developing new types of specialists, while at the same time providing appropriate support for each employee, based, at each stage of the transformation, on the guiding principles of the Human Resources policies, particularly with regard to social dialogue, diversity and inclusion, decent employment, social protection and well-being.

In addition to these projects, TotalEnergies is developing the skills of its employees through three levers:

  • on-the-job training, reinforced by an internal mobility policy that allows each employee to change jobs regularly and to acquire new skills in their work on a daily basis;
  • the pooling of know-how within different communities of professions or experts, which allows for the development of skills in a collaborative spirit between peers;
  • training, by offering adapted further education programs aimed at developing the skills and employability of employees.

Professional mobility is now an internal recruitment process that allows employees to become involved in their career development and to apply for vacancies(11) in complete transparency. Consequently, nearly 10,000 vacancies were published on the internal mobility platform in 2021, including in digital technology or renewables energy. Internal recruitment accounts for more than 75%(12) of the Company’s hires. The average time spent in the same job was overall 6.5 years, and 4.9 years for managers in 2021.

The Company’s policy is to build with its employees, when they start a new position, an individual training plan that identifies their training needs for the next three years, so they can gain the resources they need to be successful in their new job and upgrade their skills. The Company’s training catalog offers nearly 5,300 training content (onsite and remote training) covering all technical, business and cross-functional fields, including behavioral softskills. In particular, a training program on digital transformation and innovation is helping develop know-how in these areas, which are part of the Company’s strategic development priorities.

In addition, the Company runs a training program for managers that allows them to develop their skills from the moment they take up a management position and throughout their subsequent career. The program revolves around a common core of learning and is an integral part of each key stage of the manager’s career, designed to support managers in their role as manager-coaches. In 2021, more than 500 co-development workshops were also conducted to encourage managers to put their heads together to solve problems while also strengthening ties with their teams.

Every employee is supported by his or her manager in their day-to-day professional development, particularly during the Annual Individual Reviews (AIRs), which provide an opportunity to review the past year and discuss the employee’s career plans and skills.

% of employees who had an AIR during the year 2021 WHRS 2020 WHRS 2019 WHRS

All employees




Managers (JL ≥ 10)*




Non-managers (JL < 10)




*Job level of the position according to the Hay method. JL10 corresponds to the first level of junior manager (cadre débutant) (≥ 300 Hay points).

In addition, 85.8% of subsidiaries carry out information and experience-sharing actions with their employees to promote the development of their skills.

The Company’s training policy is structured around five major areas:

  • sharing TotalEnergies ‘ basic 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 Company’s ambitions;
  • strengthening key skills in all the Company’s business areas to maintain a high level of operating performance in the workforce;
  • promoting employees ‘ integration and career development through training designed to teach employees about the Company, management skills and personal development;
  • supporting the policy of mobility and diversity within TotalEnergies through language and intercultural training.

The digitization process already underway accelerated during the COVID-19 pandemic, to allow the continuation of the Company employees’ skills development in this context. In particular, the Company has established a series of virtual classes offering technical presentations (HSE, general operations, refining processes, petrochemicals and other technical disciplines), led by in-house instructors.

of employees have completed at least one training course in 2021

The Company’s training effort remained strong in 2021, 93% of employees have attended at least one training course during the year, compared to 84.6% in 2020. The average number of training days per employee stood at 4.2 including on-the-job training, one of the skills development levers. Excluding on-the-job training, the average number of training days per employee stood at 3 in 2021, a significant increase compared to 2020 but comparable to the average number of 2019, before the health crisis. The adaptation of the training offer is reflected in the sharp increase in the number of remote training days, which rose from 0.4 in 2019 to 1.2 in 2021. In 2021, training expenses represent around €132 million, compared to €163 million in 2019, for a comparable average number of days. This decrease is notably linked to the reduction of logistics costs and e-learning training.

After each training session, participants, or their manager if the case may be, receive a satisfaction survey designed to assess the quality of the training and its results in the light of the stated objectives. In 2021, the satisfaction rate was 84.2%(13).

Consult indicators on training 

TotalEnergies maintains a technological training center, Oléum, that combines technological expertise with more than 30 specialized, certified instructors and full-scale technical complexes for instructional purposes. The center operates on two sites in France (Dunkerque and La Mède), offering trainees a full-scale Seveso environment and providing technical career training in operations, maintenance, inspection, safety and other fields. Certified as a corporate Apprentice Training Center (CFA) via TotalEnergies Learning Solutions, Oléum trains apprentices both for inside and outside the Company. The Center also offers internationally recognized qualifications, such as the Basic Offshore Safety Induction and Emergency Training program, approved by the Offshore Petroleum Industry Training Organization, and training in wind power that is certified by the Global Wind Organization. In addition, Oléum issues professional qualification certificates and technical accreditation in areas such as electricity, explosion hazards (ATEX standard), transportation of hazardous materials (CSTMD),S3C and more. Oléum welcomes trainees from all the Company’s segments worldwide as well as from its partners and external customers.

(11) Publication of all vacancies representing 90% of positions, except for senior management positions whose mobility remains driven by succession plans.

(12) Excluding Hutchinson and SunPower.

(13) Within the scope of TotalEnergies Learning Solution representing nearly half of the training days.

To ensure a high level of engagement from its employees, the Company promotes human resource development based on respect for each other and enhancements to quality of life on the job. TotalEnergies takes action in a variety of ways to fulfill that goal. Beyond its efforts in the realm of the workplace and employee relations, TotalEnergies intends on promoting diversity, equal opportunity and an inclusive corporate culture. It aims to exclude all discrimination related to origin, gender, sexual orientation or identity, disability, age or affiliation with a political, labor or religious organization, or membership in a minority group.


Promoting equal treatment of employees and excluding discrimination

Throughout its activities, diversity is integral to TotalEnergies ‘ identity and key to its success. The Company has long been committed to promoting equal opportunity and diversity, and strives to promote an inclusive corporate culture and an environment that allows every employee to express and develop his or her potential.

The diversity of its employees and management is crucial to the Company’s competitiveness, appeal, acceptability and capacity for innovation. TotalEnergies aims to develop its employees ‘ skills and careers by implementing an inclusive Human Resources policy, while excluding any discrimination related to origin, gender, sexual orientation or gender identity, disability, age or affiliation with a political, labor or religious organization, or membership in a minority group.

This policy is supported at the highest levels and promoted by the Diversity Council, which is chaired by a member of the Company’s Executive Committee. The Diversity Council is also charged with making specific recommendations on issues identified each year by the Executive Committee.

Recruitment teams are trained in non-discrimination and unconscious bias. An internal guide entitled Eliminating Discrimination from the Recruitment Process has also been put in place and widely distributed. Diversity awareness actions are regularly organized with employees and managers.

Each entity is responsible for creating a suitable working environment to offer all employees the same career opportunities and to allow them to benefit from all the skills and diversity of approaches. During the 2021 Diversity & Inclusion Week, 3,000 employees in 180 subsidiaries participated in discussion sessions on the themes of gender diversity, intergenerational and intercultural relations, disability, sexual orientation and gender identity.

Promoting equal opportunities, diversity and inclusion is a long-standing policy and practice for the Company. TotalEnergies was a corporate forerunner in the matter of diversity. The new Diversity Road map has set new objectives for 2025 on gender balance and the internationalization of management bodies, executive committees and senior management, to continue this momentum.

In addition to gender and international diversity, disability forms an integral part of the Company’s diversity policy. Initially deployed and coordinated in France, the disability policy was introduced worldwide in October 2018 through the signing of the International Labor Organization (ILO) Global Business and Disability Network Charter.

TotalEnergies has renewed its commitment to diversity, equal opportunities and economic and social performance by participating in the first French Economic Inclusion Summit in November 2021.

Gender equality in the workplace

TotalEnergies is committed to upholding and promoting the principle of gender equality in the workplace, and ensuring and monitoring its proper application. Gender equality is fostered Company-wide through a global policy of gender diversity, quantitative targets set by the Company’s executive management, human resources procedures that take gender concerns into consideration, agreements aimed at promoting a better work-life balance and actions to raise awareness and train the workforce.

TotalEnergies’ commitment to gender equality in the workplace begins at the recruitment stage and continues throughout the employee’s career, particularly in the processes to identify high-potential employees and to appoint managers.

To ensure a better gender balance in its senior management, the Company has set itself the following targets for improvement in its highest managerial positions to be achieved by 2025, in which women comprise:

  • 30% of the members of the Executive Committee (women represented 25% in 2021);
  • 30% of the G70(14) (women represented 32% in 2021).

The Company has set the same target for its other governing bodies and leadership positions, with women comprising:

  • 30% of Management Committee members in the business segments and large functional divisions (31.7% were women in 2021);
  • 30% of senior executives (26.5% were women in 2021, compared to approximately 5% in 2004);
  • 30% of Management Committee members at headquarters and in subsidiaries (25.4% were women in 2021);
  • 30% of senior managers (19.9% were women in 2021, compared to approximately 8% in 2004).

In addition, TotalEnergies builds talent pools and regularly organizes campaigns to identify high-potential employees within the Company, in order to offer them a specific development program. At year-end 2021, women made up 33.4% of high-potential employees (versus 15% in 2004) and 32.8% of Company high-potential employees. This program targets potentials for leadership positions in the Company (women represented 24% in 2014).

The Company manages skills mobility with a particular focus on attracting more women to technical and business careers (at the end of 2021, 22.8% of managers on permanent contracts in technical or sales positions were women(15)).

At TotalEnergies SE, the Company’s commitment has been materialized by two women who have joined the Executive Committee (eight people) since 2016. In terms of gender diversity in the 10% of the highest management positions of the Company(16), the proportion of women equals 19.3%. At Company level, which is the most relevant scope given TotalEnergies ‘ activities, the proportion is 23.9%(17).

TotalEnergies aims to recruit women in proportions that reflect, at a minimum, the percentage of women graduates at schools and universities in its business sectors. The Company strives to promote at least the same proportion of men and women within the overall group of people eligible for the promotion under consideration. The mobility process implemented as part of the Better Together initiative ensures greater transparency and offers new prospects for career growth for both men and women in the Company’s various professions.

To encourage young women to opt for careers in technical fields, TotalEnergies has partnered with France’s Elles Bougent (Women on the Move) organization since 2011. Some 220 female engineers regularly meet with high-school girls to talk about careers in science. Throughout the Company, female engineers and technicians from all backgrounds are encouraged to serve as role models for female high school and university students to illustrate women’s contributions to the fields of science and technology.

Promoting diversity also involves changing mentalities: awareness-raising, training and communication actions, such as the Diversity and Inclusion Week are regularly carried out for managers and employees. Internal training courses for women such as Young Female Talents and How to Market Yourself or How extraordinary women communicate are offered.

Through its mentoring activities and development workshops, the TWICE (TotalEnergies Women’s Initiative for Communication and Exchange) network also helps to expand the gender diversity policy. Its goal is to promote the development of women within the Company, particularly towards management roles, and assist them in their career development. Established in 2006, it is now present in France and abroad (with 62 local networks) and has nearly 4,000 members. A mentoring program operates in France and internationally to help women gain insight into key phases of their career. In 2021, senior executives represent 8% of mentors. More than 2,000 women have taken part in the program since 2010. In 2018, TWICE launched the [email protected] initiative to encourage networking among women working in digital technology in the Company and, more broadly, help women become more digital-savvy, so they can learn about the changes underway and the impact of those changes on their work.

The Company has signed international charters and agreements and joined initiatives about diversity to demonstrate its commitment at the highest levels of decision-making.

In 2010, for example, TotalEnergies signed the Women’s Empowerment Principles: Equality Means Business as set out in the United Nations Global Compact, and the Company regularly shows its commitment to equal opportunity and gender equality in the workplace by signing agreements that address diversity and other topics.

TotalEnergies pledged within the World Economic Forum by signing the Closing the gender gap – a call to action. This joint declaration is based on seven guiding principles (leadership; aspiration and goal setting; the Science, Technology, Engineering and Mathematics (STEM) pipeline; clear responsibility; recruitment, retention and promotion policies; inclusive corporate culture; and work environment and work-life balance) and two decisive objectives: more diverse recruitment, and greater access among women to technical and management roles.

Consult indicators on diversity 

(14) Senior executives with the most important responsibilities. Together with the Executive Committee, they form part of the Company’s management bodies within the meaning of point 7.1 of the AFEP-MEDEF Code.

(15) Technical and sales functions, excluding support functions (e.g., human resources, legal affairs, purchasing, etc.).

(16) TotalEnergies SE, the parent company, has more than 5,000 employees (full-time-equivalent employees present on December 31 of each fiscal year for the period in question).

(17) Percentage calculated on the basis of 97,448 employees.

The French Rixain Law aimed at accelerating economic and professional equality

In France, the law of December 24, 2021, introduced a minimum representation of each gender (30% in 2026, 40% in 2029) within two distinct groups made up of senior executives on the one hand, members of governing bodies on the other, for companies with more than 1,000 employees.

The percentage of women among Company’s senior executives is 26.5% at the end of 2021. Senior executives of the Company are a category of senior managers capable of directing and managing activities at the level of the Company as a whole. This population is managed by a specific department independently of standard Human Resources processes and under the direct supervision of the General Management of the Company.

The table below presents the percentage of women among senior executives and the governing body identified at the end of 2021 for the main French subsidiary concerned.

French subsidiary Headcount(a) % of women among senior executives % of women among the governing body(b) Governing body identified

TotalEnergies SE




Executive Committee

TotalEnergies Marketing Services




Marketing & Services Management Committee

TotalEnergies Raffinage Chimie




Refining & Chemicals Management Committee

TotalEnergies Marketing France




Subsidiary Management Committee

TotalEnergies Raffinage France




Refining & Chemicals Management Committee(d)

(a) Registered headcount as of December 31, 2021, including permanent and fixed-term contracts (CDI and CDD).
(b) Calculated for all members of the body regardless of their employment contract.
(c) No Company “senior executives”.
(d) No management committee within the subsidiary. TotalEnergies Raffinage France is a legal entity supporting refinery personnel without a “governing body”, within the meaning of the law of December 24, 2021, other than its legal representative. The activity of TotalEnergies Raffinage is supervised by TotalEnergies Raffinage Chimie.

In terms of compensation, TotalEnergies has been adopting specific measures to prevent and compensate for discriminatory wage differentials in several countries. Regular checks are carried out during salary-raise campaigns to ensure equal pay among men and women holding positions with the same level of responsibility.

Since 2019, consistent with French Act 2018-771 of September 5, 2018, on the freedom to choose one’s professional future, the Company has published an index in France for its three units of economic and employee interest (UESs) on wage differentials and the steps taken to eliminate them. That index, based on a score of 100, reflects five indicators: wage differentials, pay raise differentials excluding promotions, promotion rate differentials, percentage of female employees who received a pay raise in the year they returned from maternity leave, number of employees of the under-represented gender among the ten employees who received the highest compensation.

Index(a) 2020-2021 2019-2020 2018-2019

Upstream/Global Services/Holding UES (AGSH)




Refining-Petrochemicals (RP) UES




Marketing & Services (MS) UES




(a) Reference period N-1/N: from September 30, N-1 to September 30, N.

Consult the the detailed result for 2021 of the gender equality in the workplace index (France)

At the global level, a verification of compliance with the minimum wage guaranteed by local legislation is also carried out on the base salary.

Ratio of the lowest base salary by gender to the minimum salary guaranteed by local legislation, aggregated by geographical area(a)






Rest of Europe






North America



Latin America



Asia-Pacific and Middle East



(a) Unweighted average, within the scope of the Compensation survey.

At the global level, in order to ensure equal pay for men and women, the Company plans to implement an annual review in all countries and a corrective action plan if necessary.

In France, an agreement on equal opportunity in the workplace was negotiated in June 2019 with employee representatives for the entities in the “socle social commun” scope. Specifically, the new agreement extends paternity leave to three consecutive calendar weeks, makes the eligibility criteria for permanent or occasional remote working more flexible and establishes a right to coaching for women returning from maternity leave.

As part of its policy in favor of parenthood, the Company decided in 2020 to guarantee its employees maternity leave of a minimum of 14 weeks with 100% of their basic salary, worldwide. By the end of 2021, 82.1% of subsidiaries were already applying paid maternity leave of 14 weeks or more and 69.4% with the guarantee of 100% salary maintenance (an increase of 9.6 points compared to 2020). The deployment will continue and be extended to all the Company’s female employees. This measure complements the maternity guarantee that has been applicable worldwide since 2015, which aims to grant female employees returning from maternity leave an increase equal to the average of the individual increases they have received over the last three years.

TotalEnergies intends to go further in its parenthood policy and plans to adopt a neutral conception of the family and in case of birth or adoption to grant 14 weeks of leave for the first parent (biological mother, male or female adoptive parent) and two weeks of leave for the second parent (biological father, second adopter, male or female partner).

TotalEnergies’ success as a responsible company is played out all along its value chain, and the Company is convinced of the importance of working with suppliers that respect human rights and take care of their employees. The Company expects its suppliers to adhere to the Fundamental Principles of Purchasing set out in its own Code of Conduct. In this context, they must ensure that adequate parental leave is granted.

Making management more international

With nearly 160 nationalities in its workforce, TotalEnergies benefits from a great cultural diversity and considers it important to promote that diversity at all levels of the company. In 2021, 89.9% of the Company’s hires and 65.3% of manager hires concerned people of a nationality other than French.

The Company has set targets for progress by year-end 2025 in which:

  • non-French nationals comprise 45% of senior executives (36.6% were non-French nationals in 2021, compared to approximately 19% in 2004);
  • local managers make up 55% to 75% of Management Committee members in the subsidiaries (59.1% of committee members were local managers in 2021);
  • non-French nationals comprise 40% of senior managers (33.8% were non-French nationals in 2021).

In addition, non-French employees account for 49.4% of high-potential employees and 37.9% of high-potential Company employees.

Several measures have been adopted to create a more international management pool, including career paths designed to create more international careers, expatriate assignments for employees of all nationalities (more than 3,000 employees representing approximately 100 nationalities are posted in more than 100 countries), and orientation and personal development training organized by large regional hubs such as Houston, Johannesburg and Singapore.

Consult indicators on diversity 

Measures to promote hiring and integration of people with disabilities

The Company’s diversity policy includes specific measures to promote the integration and retention of people with disabilities. TotalEnergies ‘ Mission Handicap structure, housed within the Diversity & Inclusiondepartment of the Company’s People & Social Engagement division, is responsible for leading the disability policy with help from disability coordinators within the business segments and a network of liaisons in each entity.

In France, TotalEnergies has given concrete proof of its commitment to hiring people with disabilities for more than 20 years by signing agreements with employee representatives.

TotalEnergies promotes employment for people with disabilities both directly, through its own hires, and indirectly through its purchases from the sheltered employment sector as part of its responsible procurement policy. The Company acts on various fronts simultaneously:

  • internally, through efforts to integrate people with disabilities into the workforce, professional training, support and job retention, communication, awareness-raising actions and sessions organized for managers and the entire workforce as well as mandatory training for human resources personnel. In addition, Management Committee members are required to attend awareness-raising sessions. In 2021, a new Deconstructing Disability training course was put online for all the Company’s managers. In addition, the training program initially designed for future managers from France’s leading universities has been deployed internally. 50 of the Company’s managers have received the handimanager label, by participating in this experience to change their perspective, to understand the fundamentals of a management attentive to all and to value all talents.
  • externally, through information and communications campaigns aimed at students, collaborations with recruitment agencies, participation in specialized forums, partnerships with schools and universities. Since the signing in 2019 of a partnership agreement with the “Ecole du Sens au Travail” to finance training modules, several tens of students from the Compiègne University of Technology, Centrale Lyon and the École Polytechnique, who will become future managers, have received the handimanager label. In addition, the “Duo Café” initiative, launched in 2020 to organize meetings between students from the Company’s target schools and alumni employees, so that they can learn about TotalEnergies’ businesses, continued in 2021.

The Disability agreement signed in 2019 within the scope of the “socle social commun”, excluding expatriates, (almost 14,000 people), which has been approved by the DIRECCTE(18) for a period of 4 years (2019-2022), is based on three main priorities:

  • recruitment, integration and professional support throughout the employee’s career;
  • job retention, the adaptation of workstations and measures to compensate for the employee’s disability;
  • the development of agreements and partnerships with the sheltered and supported employment sector (ESAT and EA).

Since 2019, 28 permanent contract hires have been made, out of the 40 envisaged in the agreement, supplemented by a proactive recruiting policy for work/study programs, internships, permanent and fixed-term contracts and temporary employment. The reform of the regulatory framework on the obligation to employ disabled workers introduced a change to the methods of calculating the employment rate applicable on January 1, 2021 based on 2020 data. The rate used is now the single direct employment rate, which in 2020 was 5.16% (up on 2019, when the recalculated rate was 4.24%). TotalEnergies aims to reach the legal rate of 6% of disabled employees by the end of 2022, and is continuing its efforts to promote the indirect employment of disabled people. The use of the adapted and protected employment sector for supplies and services is now included in the sustainable procurement road map.

The four disability coordinator positions in the Company’s various business segments and the dedicated recruiter position provided for under the 2019 agreement have been filled. They are now the levers for applying the Company’s disability policy in the field, while helping coordinate the network of disability liaisons from each site. In the context of the COVID-19 pandemic, many workstation adaptations have been made at the homes of disabled employees working from home to facilitate their continued employment, in particular within the framework of the ergonomic services contract signed with the adapted company Ergosanté.

The Disability agreement signed in 2019 also lets employees voice their support for organizations that work on behalf of people with disabilities. In 2021, a specific budget of €450,000 was allocated to study some 50 projects promoted by disability support organizations.

TotalEnergies took an active part in the launch of the French Employment & Disability Barometer and published data on its disability policy within the “socle social commun” scope in March 2022.

In 2021, as part of the Manifesto for the inclusion of the disabled in the world of work, signed in 2018, TotalEnergies supervised a task force to provide resources and volunteers to help small and medium-sized enterprises (SMEs) take actions in favor of the disabled.

In addition, TotalEnergies supports the Association TotalEnergies Solidarité Handicap (ATSH), an organization formed in 1975 by employees who have children with disabilities. ATSH provides psychological and financial support to current and retired employees of the Company and their dependents in France who are affected by disability. It currently has about 300 members.

Internationally, the Company aims to support employees with disabilities by going beyond the legal obligations in each country. This ambition is reflected in the signing of the International Labor Organization’s (ILO) Global Business and Disability Network Charter in October 2018. To date, 41 subsidiaries have voluntarily signed up to the policy and set themselves goals based on the five principles identified as priorities by the Company: respect and promotion of rights, non-discriminatory policies and practices, accessibility, job retention and confidentiality. This new dynamic is reflected in the regular exchange of best practices and the supply of awareness-raising tools.

On December 3, 2021, on the International Day of Persons with Disabilities, the managers of the 41 subsidiaries involved were invited to take the new online training module Deconstructing Disability.

(18) “Direction régionale des entreprises, de la concurrence, de la consommation, du travail et de l ’emploi” (replaced by the DREETS “Direction régionale de l ‘économie, de l ’emploi, du travail et des solidarités” in April 2021), the French regional office of the economy, employment, labor and solidarity.

A commitment to help young people enter the workforce

TotalEnergies is committed to contributing to the professional integration of young people and thus strengthening their employability. Considering it essential to address this issue as early as possible in the educational process to maximize its impact, targeted actions are put in place and adapted to the specificity of the country contexts where they are deployed.

From 2018 in France, the Company has dedicated 50% of its last-year middle-school internships to young people from priority neighborhoods. Over the 2020-2021 school year, TotalEnergies has expanded its system allowing more than 700 young people to discover the business world, including 589 middle school students from priority neighborhoods.

In addition, through the “5,000 work-study trainees” plan launched in 2016, TotalEnergies has committed to increasing its contribution to the employment of work-study students and has consequently recruited more than 8,000 young people. The commitment, which is renewed each year, to recruiting work-study students representing 5% of the French workforce is now part of the Company’s human resources policy. In 2021, the Company made 1,909 new hires during the year, compared with its initial target of 1,608. Fully aware of the difficult situation of young people during this complex period, the Company has strengthened its recruitment system to ensure greater equality of opportunity. The partnership with the Mozaïk Foundation (a major player in the economic inclusion of talent from diverse backgrounds) makes all of TotalEnergies’ job offers accessible to young people in the regions on its DiversifiezVosTalents platform. In addition, the Company has actively contributed to the initiative set up by the French government, by posting more than 1,100 offers on the 1Jeune1Solution platform in 2021. Lastly, TotalEnergies took part in the Jeunes d’Avenir forum, aimed at 16 to 30-year-olds, that is attended by many young people from priority neighborhoods. TotalEnergies hired 41 young people in 2021 within the scope of the “socle social commun” in line with the French Disability agreement.

Every year since 2017, the Company has participated in and obtained the HappyTrainees label, which measures the recommendation rate given by its interns and work-study students. Six themes are addressed: career progression, stimulating environment, management, motivation, pride and fun. This year, for the first time, the Company was in the Top 5 in its category. TotalEnergies achieved an overall rating of 4.15 out of 5 and a 91.2% recommendation rate. For this label, 1,711 young people were invited to respond.

In the Africa Marketing & Services Department, the Young graduate program has been in existence since 2014 and offers about 80 young African graduates aged up to 26 an 18-month professional placement each year. The program is divided into two phases: a 6-month work experience at the subsidiary in the participant’s home country, followed by a 12-month assignment abroad. Since 2014, more than 490 young people have taken this opportunity to improve their employability. The health crisis has slowed down the program, but the milestone of 500 young people joining the program was reached at the start of 2022.

Volontariat International en Entreprise” (VIE) is a system that promotes the export of the know-how of French companies abroad. This program completes the curriculum for young French people and nationals of the European Economic Area, aged 18 to 28, by allowing them to acquire international experience for a maximum of 24 months. The system, in force in the Company since 2002, has enabled more than 2,100 young graduates to benefit from this program.

The Company’s international scholarship programs help promote French higher education worldwide. In all, 1,500 scholars have received grants since 2004, and in 2021 TotalEnergies provided financial support to 192 students from 29 countries. In addition, TotalEnergies is sponsoring a Master’s degree in Energy at the three engineering schools of Paris Science et Lettres University (Ecole Nationale Supérieure des Mines de Paris, Ecole Nationale Supérieure de Chimie de Paris and Ecole Supérieure de Physique et de Chimie Industrielles de la Ville de Paris). The aim of this program is to provide a pool of young people expert command of the energy sector and the challenges of decarbonization.

Other measures to promote inclusion

The Company promotes an inclusive corporate culture that allows everyone to develop their potential. It excludes all forms of discrimination related to origin, gender, sexual orientation or identity, disability, age or affiliation with a political, labor or religious organization, or membership in a minority group.

In France, TotalEnergies has been a signatory to

LGBT (lesbian, gay, bisexual and transgender)commitment charter since 2014. Developed by the association L’Autre Cercle, it sets a framework for combating discrimination related to sexual orientation or gender identity in the workforce in France. Awareness-raising actions on the themes of sexual orientation and gender identity were carried out with employees during 2021 Diversity and Inclusion Week and testimonials were shared on the subject at the event organized at the Holding.

At the global level, TotalEnergies plans to commit to the inclusion of LGBT+ people in its Diversity Directive by reiterating that the Company respects all people, regardless of their sexual orientation, gender identity and gender expression, and encourages employees and managers to foster an inclusive work environment.

To provide clear answers to questions employees may have about matters relating to religion at work, and to encourage tolerance for the beliefs of others within a framework of respect for differences, TotalEnergies has developed The Practical Guide to Dealing with Religious Questions in the Company. The guide, which has been available on the Company’s intranet site since March 2017, offers keys to understanding different beliefs so that employees can more readily acknowledge those beliefs in their day-to-day activities. Initially published in French and in English, the guide has since been translated into eight other languages. It is routinely provided to participants at training sessions on human rights conducted within the Company. It is also distributed on Business Ethics Day, which is marked each year on December 10 in all of the Company’s entities. In addition, in December 2020, the Company launched a lecture series on religion that continued throughout 2021.

In addition, TotalEnergies plans to step up its commitment to the following two issues: combating racism by including it in Business Ethics Day in 2022, and combating violence against women by making its commitment more visible and raising awareness among medical professionals and managers.

Creating programs to address special work scheduling needs

The Company’s wide-ranging operations often require specific work arrangements, such as shift schedules(19) and rotating schedules(20), depending on the segment. Most shift workers are employed in Refining & Chemicals, Marketing & Services and Integrated Gas, Renewables & Power, while rotating workers are mainly in Exploration & Production.

The average work week is determined in accordance with applicable local laws and limits set by International Labor Organization (ILO) conventions. Excluding specific regimes, it is less than 40 hours in most subsidiaries located in Europe, Israel, Mayotte and Qatar. It is 40 hours in most subsidiaries located in Africa, North America and Asia. It is more than 40 hours, without exceeding 48 hours, in subsidiaries located in Latin America (as in Mexico, Brazil and Dominican Republic), a few countries in Asia (as in India and in Vietnam) and Africa (as in Angola, Tunisia and South Africa).

The challenges of work organization are manifold, depending on the regions of the world where the Company operates, and according to the local legislation in force. The TotalEnergies entities set up programs designed to meet the specific needs of work organization and ensure, as far as possible, that a work-life balance is promoted.

In keeping with the Fundamental Principles of Purchasing, TotalEnergies expects its suppliers to respect, and ensure that their own suppliers and subcontractors respect, a maximum number of working hours and rest time.

Over the past few years, regular remote working has been gradually introduced within the Company. As part of the Better Together project, the Company is encouraging home-based remote working and flexible hours worldwide.

In 2021, the TotalEnergies subsidiaries continued remote working when possible, reaching 100% remote working in some cases, taking into account governmental recommendations.

In addition, as of December 31, 2021, 84.3% of companies offer occasional remote working.

Among other programs designed to foster a better work-life balance, employees are also choosing voluntary part-time work.

Consult indicators on remote working and part-time work 

France, the Netherlands and Belgium have the largest number of voluntary part-time workers.

In France, within the scope of the “Socle social commun”, an agreement on the right to disconnect was signed in October 2019. It provides that each employee can assert an individual right to disconnect in order to better reconcile their professional and personal lives. TotalEnergies plans to extend this right to disconnect globally to all employees.

In 2021, against the backdrop of the continuing COVID-19 pandemic, the Company maintained its resources worldwide for preventing mental health risks by giving employees access to a support service staffed by psychologists trained in crisis response, who can offer advice tailored to each employee’s concerns.

TotalEnergies is studying new forms of organizing work post-COVID by experimenting with different remote work formulas in pilots (occasional home-working days by month, by week, etc.). At TotalEnergies Global Services, a New Way of Working initiative has been launched with the aim of building a hybrid collaboration framework that combines flexibility and responsibility, benevolent demands, collective performance and personal fulfillment, while preserving social ties.

The Company is also committed to the well-being of its employees and favors a work environment where life is good. Among the initiatives launched in 2021, a week dedicated to the quality of life at work was organized around three themes: health, well-being and the work environment. Nearly 19,000 employees in several countries were able to register via a dedicated platform for workshops, conferences, sports sessions and live cooking classes and to participate remotely. In 2021, 85.8% of subsidiaries conducted information campaigns or organized events relating to the well-being of employees and 71.6%, actions to raise awareness of the balance between professional and private life.

In addition, as part of a global initiative to prevent and manage employee absenteeism, the medical absenteeism rate is an indicator monitored as part of the WHRS.

The change in the rate of medical absenteeism rate is mainly attributable to the pandemic, in particular with the imposed quarantine periods

Consult indicators on sickness absenteeism 

(19) In which employees maintain continuous operations, with relays between teams to keep production going (in two or three 8-hour shifts), e.g., in plants or refineries.

(20) In which employees conduct their work at a location (town or worksite) far from their place of residence and alternate between extended periods of work (at their assigned worksite) and rest periods at home.

Promoting workplace dialogue

Workplace dialogue is one of the pillars of the company project. It includes all types of negotiations, consultations or exchanges of information among the TotalEnergies entities, employees and their representatives about economic and workplace issues and concerns relating to company life. The topics addressed in this workplace dialogue may vary according to each subsidiary, but some are shared concerns across the Company such as health and safety, work hours, compensation, training and equal opportunity.

The Company is careful to conduct this dialogue at both the local level and at headquarters or centrally, as well as through its participation on company bodies and its signing of agreements.

Among the numerous stakeholders with which TotalEnergies maintains a regular dialogue, the Company’s employees and their representatives have a special position and role, particularly in discussions with management teams. In countries where employee representation is not required by law, the TotalEnergies companies strive to establish such representation. As a result, majority elected employee representatives are present in most TotalEnergies companies.

Consult indicators on social dialogue 

Moreover, where local laws provide few protections for freedom of organization and the right to collective bargaining, the subsidiary’s management is reminded that it must provide alternatives. These may include allowing employees to designate representatives, organizing regular meetings between those representatives and management, providing meeting rooms where employees can gather and altering work schedules accordingly. Those best practices are reviewed in an e-learning course on human rights in the workplace, offered within the Company since 2019.

Freedom of association and collective bargaining are two of the subjects studied in its analysis of the risks of human rights abuses, and in particular human rights in the workplace.

TotalEnergies ‘ worldwide agreement on the Fundamental Principles of Purchasing also requires its suppliers to respect freedom of expression, association and collective bargaining and to ensure that, in countries where this right is restricted, employees have the right to participate in a dialogue concerning their collective working situation. As part of the evaluation of its service providers and suppliers, compliance with these commitments is monitored.

The TotalEnergies European Works Council serves, on a European scale, as a forum for providing information and exchanging views about the Company’s strategy, its workplace, economic and financial situation, as well as on matters relating to sustainable development, environmental and social responsibility and safety. It is consulted for significant proposed organizational changes concerning at least two companies in two European countries, to express its opinion, in addition to the procedures initiated before the national representative bodies. Innovative measures have been introduced to improve dialogue with the members of the TotalEnergies European Works Council, such as field safety visits and learning expeditions to discuss the Company’s strategy directly on site.

In 2021, social dialogue at European level was sustained. Members had the opportunity to meet almost 25 times on a variety of key topics. The energy transition implemented by the Company, and its impacts on the business, were the subject of several discussions during the year, both in plenary meetings and during the meetings of the business segments strategy commissions. The Sustainable Development Commission meeting was an opportunity to take stock of the Company’s environmental approach (biodiversity, nature-based solutions) and to inform the members about the creation of value and jobs in the regions where the Company has a strong presence, or in the countries where it is reorganizing (France, Spain, Italy, Belgium). In July 2021, the Refining-Chemicals Strategy Commission also held a meeting entirely dedicated to a review of the conversion of La Mède and all ongoing projects.

Social dialogue in Europe and in France also saw the involvement of employee representatives in a number of major projects that are structuring the transition of the Company. In particular, members were informed and consulted at numerous meetings on:

  • the OneTech project, which aims to create a central organizational structure that concentrates skills and technical expertise (3,400 employees), in support of innovation and new growing energies;
  • the project for a new organization in support of the transformation of the Company, that will unify the information systems (One SI), the communication organization (One Com) and adapt the organization of the Corporate and business segments in accordance with the commitments of the negotiated redundancy plan within the scope of the “socle social commun”. As the business lines at TotalEnergies change, new opportunities are arising to acquire new skills and welcome new talents. In parallel with more than 1,200 departures, approximately 700 new hires are being made or are planned by the end of 2022 in all business segments, consisting mainly of young people, primarily in new job positions, in order to contribute to the renewal of the skills required to meet the challenges of the Company’s transformation.

The TotalEnergies European Works Council and the Social and Economic Committees were also informed of the Transforming with our People project, which aims to achieve a just transition for the Company’s employees, and of the process to build a skills map defining the bridges between the current job positions and those on the renewables and electricity.

Social dialogue within the scope of the “socle social commun” in France was marked by the negotiation of an agreement on collective mutually agreed severance and the conclusion of several collective agreements, in particular in order to integrate OneTech into the “socle social commun” and the Upstream Global Services Holding Economic and Social Unit. An amendment to the Social & Economic Dialogue agreement was also signed at the end of 2021 that is intended to facilitate the working of the various employee representative bodies (replacement of absentees, training and engagement of elected deputies and liaisons in the fight against sexual harassment and sexist abuse, etc.).

The Company’s commitment to employee dialogue is also reflected in the international agreements it has signed and mirrors the convictions held by the highest decision-making bodies of the Company. In 2015, TotalEnergies signed a four-year global agreement with IndustriALL Global Union(21) to promote human rights at work, diversity, employee and employee representative participation in social dialogue and the recognition of health and safety in the workplace. TotalEnergies continues to honor the commitments made in this global agreement.

As a responsible employer, TotalEnergies manages organizational changes in a responsible manner. Among the commitments in this agreement, the Company is attached to social support for organizational changes that consists of informing employee representatives as far in advance as possible of planned changes, as well as making sure that subsidiaries take social measures when organizational changes occur, which must be among the best practices of companies in the business sector of the country concerned.

In line with the commitments made in this global agreement, TotalEnergies’ approach consists of involving all the stakeholders.

In addition to this example, in 2021, 48 subsidiaries worldwide underwent organizational changes that could have an impact on employees, and 40 (83.3%) of them took measures to support employees.

They include:

  • 27 subsidiaries that have taken supporting measures for retirement or early retirement. This represents 67.5% of the subsidiaries concerned.
  • 39 subsidiaries resorted to redeployment or mobility as supporting measures. This represents 97.5% of the subsidiaries concerned.
  • 23 subsidiaries introduced an outplacement program. This represents 57.5% of the subsidiaries concerned.
  • 30 subsidiaries offered assistance for training. This represents 75% of the subsidiaries concerned.

In December 2017, TotalEnergies also joined the worldwide Global Deal initiative, a multiparty partnership that aims to encourage governments, businesses, unions and other organizations to make concrete commitments to promoting employee relations on all levels and to proposing concrete solutions that reconcile economic performance and social progress. The Global Deal promotes the idea that effective workplace dialogue can contribute to decent work and quality jobs and, as a consequence, greater equality and inclusive growth, from which workers, companies and civil society benefit. In 2021, TotalEnergies continued to share its best practices with member companies of Global Deal by co-leading a working group on social dialogue during the crisis and the recovery.

As a company that listens to its employees, TotalEnergies involves them in participatory processes. For example, in 2021, a survey was conducted among more than 11,000 employees in France to collect their feedback on home-working and on the methods to be adopted in order to define the model best suited to the professional context and the expectations of each individual. More specific Pulse surveys were conducted in parallel in the different sectors of activity.

As part of the new Transforming with our people program, regular surveys will also be conducted to measure employees’ awareness, understanding and support for the Company’s new ambition, as well as their feelings and state of mind.

In addition, a Company-wide participatory initiative was launched in early 2022, in the form of workshops and a collaborative platform, to involve all employees in the achievement of TotalEnergies’ ambitions in terms of sustainable development. On the basis of the activities of each entity, this initiative aims to identify the SDGs on which a positive impact or progress can be made, in order to meet stakeholder expectations of the Company.

In addition, every 2 years, TotalEnergies conducts an internal opinion poll (TotalEnergies Survey) amongst its employees to gather their views and expectations with regard to their working situation and their perceptions of the Company, both at the local level and Company-wide. The results of the latest survey, conducted in 2019 amongst 83,000 employees in 126 countries, revealed a 79% commitment rate, and 86% of employees who are proud to work for TotalEnergies. A new TotalEnergies Survey is planned for 2022.

(21) An international union federation that represents more than 50 million employees in the energy, mining, manufacturing and industrial sectors in 140 countries.


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