Contents
1. Acknowledgement Letter
2. Executive Summary
3. Definition of
Globalization
4. Organogram – Mission –
Vision – Strategic Culture
5. List of
Products/Services
6. SWOT Analysis
7. PESTEL Analysis
8. Global Business Arena
9.Global Exploration Zone
10. Political Economy
& International Business
11. The Strategy of
International Business
12. Entry Strategy or
Forms of Strategic Alliances
13. Value Chain Model
14. Global Marketing
15. Detailed Financial
Investment
16. Global Human Resources
Management
17. Recommendation
18. Conclusion
1. Acknowledgement Letter
7th
December 2013
To
Professor
Dr. M. Mahmodul Hasan
Faculty
of Business Administration
East
West University, Dhaka.
Subject:
Submission
of Term Paper
Dear
Sir,
It
gives us immense pleasure to submit a term paper on “Total”. This report is
being submitted of EMBA program, which is conducted in Total. The report will
help the organization as well as us to get a better insight of Total. This
study was an observational and data base study.
It is hoped that proper assessment will be done
on our report considering the limitations of this study. Your benign and
authoritative advice will encourage us to conduct further flawless research in
future.
Yours’
most obediently:
Name
|
ID
|
Signature
|
Ms.
Mamtaj Begum
|
2013-2-91-006
|
|
Md.
Shahjalal Hossain
|
2013-2-91-007
|
|
Md.
Tanvir Touhid Ahmed Chowdhury
|
2013-2-91-005
|
|
Md.
Shamol Khan
|
2011-2-91-005
|
|
Md.
Al-Amin
|
2012-1-91-033
|
Letter of Endorsement
The
Term-Paper on “Total” has been
submitted to the Faculty of Global Business Environment subject, in partial
fulfillment of the requirements for the subject of Global Business Environment,
Faculty of Business Administration on Fall, 2013 by Ms. Mamtaj Begum ID# 2013-2-91-006, Md. Shahjalal, ID# 2013-2-91-007,
Md. Tanvir Touhid Ahmed Chowdhury, ID# 2013-2-91-005, Md. Shamol Khan, ID#2011-2-91-005,
and Md. Al-Amin, ID#2012-1-91-033.
The
Term Paper has been carried out under my guidance and is a record of the bonfire
work carried out successfully.
-----------------------------------------------
Professor
Dr. M. Mahmodul Hasan
Course
Teacher
2.
Executive Summary
Total at a Glance is a global energy company. It is
a leading energy player on the international stage. The facilities of Total are
located in various regions of the world, as are our shareholders. In 2012, Total
was reorganized their operations to optimize growth and development.
Fig: Total Quick Reference
A
Total Primer
·
Fifth-largest
publicly-traded integrated international oil and gas company in the world1
·
Total has the
second largest market capitalization on the Euronext Paris and the Euro zone:
€92.3 billion at December 31, 2012
·
More than
97,000 employees at December 31, 2012
·
Operations in
more than 130 countries
·
Oil and gas
exploration and production operations in more than 50 countries
·
2012 sales:
€200.06 billion
·
28.5% French
shareholders and 29.6% shareholders from North America
·
Chairman &
Chief Executive Officer and Chairman of the Board of Directors: Christophe de
Margerie.
Fig: Employees of Total
3.
Definition of Globalization
Globalization (or globalisation) is the process of
international integration arising from the interchange of worldviews, products,
ideas, and other aspects of culture. Advances in transportation and
telecommunications infrastructure, including the rise of the telegraph and its
posterity the Internet, are major factors in globalization, generating further
interdependence of economic and cultural activities.
Though several scholars place the origins of
globalization in modern times, others trace its history long before the
European age of discovery and voyages to the New World. Some even trace the
origins to the third millennium BCE. In the late 19th century and early 20th
century, the connectedness of the world's economies and cultures grew very
quickly.
4.
Organogram – Mission – Vision –
Strategic Culture
The mission of Total is to responsibly enable as
many people as possible to access energy on a continent where demand is
constantly growing.
Manoelle Lepoutre, Executive Vice President,
Sustainable Development & Environment, talks about Total’s core focuses.
|
Our
first responsibility is investing to prepare the energy future — both in our
core business and in other types of energy that will make business sense,
like photovoltaic solar energy and biomass, to which we are committed. We
want to make our own contribution and help minimize greenhouse gas emissions.
First, we have pledged to reduce flaring of natural gas. Second, we’re
working on energy efficiency. Third, we factor a carbon cost into all of our
investments.
|
Strategic Culture of Total emphasis on industrial
safety, environment, ethical Standards and conducting the operations in line
with Ethics Charter and ethical standards.
|
Our second responsibility is conducting our
operations in line with our Ethics Charter and ethical standards. Part of
that is emphasizing safety — the safety of the people who work for us and who
live and work near our facilities — to achieve our target of zero accidents.
Zero accidents also extend to pollution and environmental impact. Another
very important point is respect for people, as expressed in our Ethics
Charter. Tangibly, it means zero tolerance for fraud and corruption.
|
Local Social and Economic Development is the first
step of organized, professional dialogue.
|
Our third responsibility is sharing our capacity
to create value. The first step is organized, professional dialogue and creating
jobs, at Total, for our contractors and in our host countries, by supporting
education, training and skills transfer. Corporate philanthropy is another
aspect, extending to support for cultural initiatives or public health — in
particular in countries where the heath care system is still fragile. But
above all, it is access to energy. There are 1.6 billion people in the world
who do not have access to any modern form of energy, not even lighting.
|
Total ensures equal opportunity for everyone.
|
Our fourth responsibility is ensuring equal
opportunity for everyone, with a focus on diversity and gender equality.
|
5. List of Products/Services
Marketing & Services: Convenient
Services to Meet Customer Needs for Total
Marketing petroleum products means meeting a host
of challenges providing a broad range of services and a secure supply of
safe-to-use products, practicing environmental stewardship and staying on the
cutting-edge of technology — every day, in locations that are convenient for
our customers.
Service Stations: Listening to Our Customers
Service stations are the most visible link in the
petroleum product distribution chain. They are also a prime point of contact
with Total’s customers. To earn their trust and loyalty, Total offer efficient
in-station services.
With more than 15,000 service stations worldwide,
Total is a top retailer of automotive fuel. Total is a leader in Western Europe
and Africa and pursue a growth strategy based on quality of service and
convenience. Its marketing teams are expanding their network through targeted
growth, to capitalize on strong brands and standardized facilities.
Creating Fuels: Mastering the Technology,
Anticipating Needs and Protecting the Environment
Creating automotive fuels is a demanding process that
takes all of our expertise. Supply, adapting to local markets and developing
efficient additives and new solutions are some of the challenges involved.
Fuel specifications are changing, largely to meet
environmental requirements, but also to stay in step with new engine
technologies. Rising to the challenge requires a high level of capabilities and
expertise, which Totalhas. Total has the know-how to anticipate needs, develop
the most efficient additives and create radically new solutions.
High-Value-Added Specialty Products for Specific
Needs
The specialty products we develop in our refineries
and a wide range of technical and marketing know-how supports dedicated plants.
They are distributed in nearly 150 countries.
Some products, such as liquefied petroleum gas
(LPG) and lubricants, are mass-marketed to a broad cross-section of the public.
Others, such as special fluids, asphalts, additives and special fuels, are
developed for cutting-edge applications or even custom designed. With the help
of our retail network and partners, we are solidifying our positions all over
the world.
6.
SWOT (Strength-Weakness
–Opportunities – Threats)
SWOT analysis (alternatively SWOT Matrix) is a
structured planning method used to evaluate the Strengths, Weaknesses, Opportunities,
and Threats involved in a project or in a business venture. A SWOT analysis can
be carried out for a product, place, industry or person. It involves specifying
the objective of the business venture or project and identifying the internal and
external factors that are favorable and unfavorable to achieving that
objective. The technique is credited to Albert Humphrey, who led a convention
at the Stanford Research Institute (now SRI International) in the 1960s and
1970s using data from Fortune 500 companies. The degree to which the internal
environment of the firm matches with the external environment is expressed by
the concept of strategic fit.
Setting the objective should be done after the SWOT
analysis has been performed. This would allow achievable goals or objectives to
be set for the organization.
Strengths:
characteristics of the business or project that give it an advantage over
others.
Weaknesses:
characteristics that place the team at a disadvantage relative to others.
Opportunities: elements that the project could exploit to its advantage.
Threats:
elements in the environment that could cause trouble for the business or
project.
Identification of SWOTs is important because they
can inform later steps in planning to achieve the objective. Total is one of
the leading integrated oil and gas companies in the world. The company is
engaged in all aspects of the petroleum industry, including upstream and
downstream operations. Total is also active in the chemicals, coal mining, and
power generation businesses. The company has operations in more than 130
countries. Total is headquartered in Courbevoie, France and employs 92,855
people. The company recorded revenues of E159, 269 million ($211,491.7 million)
during the financial year ended December 2010 (FY2010), an increase of 21.3%
over FY2009. The operating profit of the company was E17,985 million ($23,882.1
million) during FY2010, an increase of 23.8% over FY2009. The net profit was
E10, 571 million ($14,037.1 million) in FY2010, an increase of 25.1% over
FY2009.
Fig: SWOT Analysis of Total
|
Brand Name
|
Total
|
|
Category
|
Oil & Gas
|
|
Sector
|
Energy
|
|
Tagline/
Slogan
|
Our energy is your
energy
|
|
USP
|
Total is a global
brand name and one of the world's "supermajor"
|
|
STP
|
|
|
Segment
|
Corporates,
countries, individuals looking to fulfill energy needs
|
|
Target Group
|
Enterprises looking
for energy for production, people for petrol diesel for vehicles and domestic
uses
|
|
Positioning
|
Quality of petroleum
and natural gas products from Total
|
|
SWOT
|
|
|
Strength
|
1.Total is one of the
leading oil and gas companies
2.It has diverse operations in chemicals, coal, power generation 3.Strong brandname 4.Excellent global reach 5.Entering nuclear energy sector 6.Crude Oil and product trading |
|
Weakness
|
1.Legal issues
2.Employee management 3.Oil spills controversies 4.Fraudulent investments and bribery cases |
|
Opportunity
|
1.Increasing fuel/oil
prices
2.Increasing natural gas market 3.More oil well discoveries 4.Expand export market |
|
Threats
|
1.Government
regulations
2.High Competition 3.Hybrid cars replacing petrol and diesel cars |
|
Competition
|
|
|
Competitors
|
1.Chevron
2.Exxon Mobil 3.Royal Dutch Shell 4.BP 5.ConcoPhillips |
7.
PESTEL Analysis (Political –
Economical – Social – Technological – Environment – Legal)
Concerning the environmental analysis on the
external factor of Total, we employ the PESTEL analysis.
Political
Despite the major influences resulted from oil
& gas price changes, analysts have also indicated that oil & gas price
changes should not be considered an independent factor that is free from the
influence of other factors. Researchers have revealed that most of the changes
in oil & gas prices were preceded by political events in the Middle East
and Asia. For example, the March 1999 OPEC meeting is deemed responsible for
the March 2001 oil price increase.
Economical
The full operation of Total in oil & gas
industry suggests that they should manage better their products, as each
requires massive investment. In operation, the company has wide range of
services from exploration, refining, international shipping, and distribution.
The recent plan to build the world’s largest chemical complex also requires
huge investment over $20 billion. In addition, globalization kicks in on the
company. Several researches indicate that the age of globalization brings
economies into a new trend, where services grew with a significantly faster
rate than the manufacture business. Macro factors derived from globalization
effects reduces growth of the manufacturing industry (International Labor
Organization, 2006).
Socio Cultural
The world is going to an economization phase, where
people are constantly looking for cheaper prices for the same quality of
products. In oil and gas industry especially in refinery, distribution, and
marketing aspects, the competition is tough as multinational oil & gas
companies target the same markets in Asia, Europe, and North America. Though,
Total is positioned as the best company according to FORBES top 25 rankings.
Technological
The company’s excellence in nurturing growth
through innovation can be evaluated through the awards that the company
receives such as the world’s top 100 companies for operational excellence in
manufacturing. In oil and gas industry, technology plays important role to
produce in the most efficient and effective ways.
Another innovative culture in Total is to practice
innovative way in everyday work, which already spawns several groundbreaking
technologies. For example, the company has introduced “Excellium Diesel”; a
Total innovation is an automotive diesel that improves fuel efficiency by an
average of 2.5%. Enhanced with specific additives, it prevents engine clogging,
especially in midlife and boosts engine efficiency.
Environmental
Environmental issue in oil & gas industry is
unquestionable as it may cause a severe damage to environment when an incidence
happens. Therefore, the challenge for Total is to be a company that shows its
commitment toward the preservation of environment and contribution to the
environmental improvement. Some example of large-scale environmental damage
caused by the oil company is the Deep-water Horizon oil spills that occurred in
April 20, 2010 because of the explosion in the deep-water of Gulf of Mexico and
caused billions of dollars of damage.
8.
Global Business Arena
There are three varied business
segments of Total. Total’s three business segments cover every aspect of the
oil and gas industry, from exploration, development, production, refining and
petrochemicals to marketing, trading and shipping. Total is also active in
specialty chemicals and poised to become a global leader in new energies.
i.
Upstream
The Upstream business segment
comprises the Exploration & Production business and the Gas & Power
Division. The Group has exploration and production activities in more than 50
countries and produces oil or gas in approximately 30 countries.
ii.
Marketing & Services
Marketing & Services supplies and markets
petroleum products — through service stations for cars and trucks and general
retail operations for automotive fuels, lubricants and other products — and
develop new energies, with a specific focus on solar and biomass.
ii.
Refining & Chemicals
Refining & Chemicals business segment is a
major production hub, encompassing refining, petrochemicals, fertilizers and
specialty chemicals. It also includes crude oil and petroleum product trading
and shipping activities.
Fig: A range of business lines and activities
9.
Global Exploration Zone
Total is involved in exploration and production
projects all over the world. The Group’s investment priorities focus especially
on four strategic sectors: the deep offshore, liquefied natural gas,
unconventional gas, and extra-heavy oils and oil sands.
Fig: Operated Deep Offshore in Development or Production
|
Fig: Operatorship of Liquefied Natural Gas in
Development or Production
|
Fig: Operatorship of Unconventional Gas in
Development or Production
|
Fig: Operatorship of Heavy Oils and Oil Sand in Development
or Production
|
Exploration & Production projects: The Deep
Offshore, an Amazing Human, Technological and Industrial Adventure
Deep-water oil and gas resources may be equivalent
to five years’ worth of global consumption. For more than a decade, Total has
been meeting the challenges of producing them sustainably, pursuing a bold
industrial adventure in the process.
Exploration & Production projects: Liquefied
Natural Gas
With production rising at a rate of 1.7% per year,
natural gas is set to become the second-leading fossil energy through 2035,
still trailing crude oil but edging ahead of coal for the first time. The share
of liquefied natural gas (LNG) will expand steadily with production projected
to reach 373 Mt in 2020. Already in the forefront of this sector, Total has
been stepping up its investments since 2000.
Exploration & Production projects: Unconventional
Gas
Unconventional gas resources are a strategic focus
of Total’s exploration & production efforts. With several projects under
study or in development, Totalis demonstrating their expertise in the
production techniques that these atypical geologic contexts demand.
Exploration & Production projects: Heavy Oils
Heavy oil is a strategic focus of Total’s
exploration and production efforts. With several projects under way, Total is
fine-tuning their expertise to produce these resources in an environmentally
responsible manner.
Fig: Total has operation in 35 sites, in 35
sectors, 16 under study and 19 in development or production
|
10.
Political Economy & International
Business
Total has more than 97,000 employees and operates
in more than 130 countries worldwide. Total is a leading oil and gas industry
player and world-class chemical producer, and is also very active in new
energies.
Fig: Global Presence
Fig: Global Gross Capital Expenditure
Fig: Global Oil & Gas Production
Fig: Global Employees
Fig: No. of Service Stations Including AS24
Fig: Global Refineries & Petrochemical Plants
11.
The Strategy of International Business
Total's strategic vision, which combines
performance and responsibility in an integrated business model, coincides with
rising energy demand and new environmental challenges.
In 2030, global energy demand is forecast to be 25%
higher than in 2010, and 75% of it will be met by fossil fuels. Demographic and
economic growth in emerging economies will be the primary drivers of the jump
in demand.
At the same time, a concerted international effort
is needed to curb climate change caused by greenhouse gas emissions. To meet
energy needs without abandoning the environment, Total is placing sustainable
development squarely in the center of their strategy, to better serve the customers.
12.
Entry Strategy or Forms of Strategic
Alliances
Total as a global energy company has strong core values.
Safety is a vital, round-the-clock focus for Total employees.Total's mission is
to responsibly enable as many people as possible to access energy in a world of
constantly growing demand, by focusing on three basic cornerstones:
·
Ethics
·
Safety
·
Corporate
social responsibility (CSR)
As an energy company, Total is also leveraging their
integrated business model, which enables them to capture all of the synergies
in their business base and areas of expertise.Total is a leading international
oil company and a global producer of natural gas and petrochemicals. They are
also looking to solar and biomass to prepare the energy future.
|
To meet
energy needs without abandoning the environment, we are placing sustainable
development squarely in the center of our strategy, to better serve our
customers.
|
Total is expanding their business activities with a
goal of delivering sustainable performance, while emphasizing investment and their
social license to operate. Itis pursuing several strategies:
·
Growing
exploration and production operations, while strengthening their position as a
global leader in gas and liquefied natural gas (LNG).
·
Developing
top-tier, competitive refining and petrochemical platforms.
·
Making strides
while keeping pace with market trends and changes, by adapting our refining
base to meet demand, solidifying our European positions and pursuing selective
growth opportunities in Africa, Asia and the Middle East.
·
Securing the
energy future by stepping up Total’s push for innovation in the fields of solar
and biomass, through continued research & development efforts.
·
Developing
innovative solutions to improve energy efficiency, a key driver to manage
higher demand and its environmental impact.
·
Helping drive
local development in our host countries.
13.
Value Chain Model
Integrated, Interrelated Expertise in Energy and
Production Processes
As
a global energy company, Total operates across the oil and gas value chain and is
becoming more involved in renewable energies. They are also a top-tier producer
of specialty chemicals.
Total is an integrated oil and gas operator,
involved in everything from exploring for reservoirs to marketing the products
made from the oil and gas extracted from them. As demand for energy grows, they
are tackling the challenges of safety and respect for the environment.
Fig: Value Chain Model of Total
|
Total is a key supplier in the rubber, adhesives
and sealants, and general metal finishing and surface finishing markets through
their specialized affiliates.Partnering oil and gas, renewable energies fit
naturally into their areas of expertise. Total is investing in particular in
solar energy and biomass conversion
14.Global Marketing
Today’s gas market is at an unusual period and the
past two years have been challenging for the gas industry. The global economic
downturn began in 2008 and both on demand and supply side there were
significant implications. Demand in residential and industrial sectors dropped
and unconventional gas and LNG supply increased (for supply development, see
other part). This lead to decreased hub prices. At the same time oil prices have
risen and these evolutions have caused a visible break in the historical link
between natural gas prices and long-term oil contracts. In the new gas
environment, flexible solutions must be found for all parties. When gas prices
diverge, new pricing approaches should be considered.
The result of the break is that traditional
continental European gas suppliers find themselves in an uncomfortable position
because they take gas under long-term agreements. They face increasing
competition from suppliers that don’t have long-term commitments and can buy
gas from cheaper hubs. Again, oil-indexed contracts are in danger and market
players will have no choice but to try to renegotiate their long-term deals and
try to base them on hub prices.
The downturn has changed prices dramatically and
can change the behavior of market participants and pricing structures. Weather
forecasts, energy-policy initiatives, gas-flow problems and week-to-week
changes in drilling activity cause price swings on monthly, weekly and even
daily basis. It is not easy in the current market to make sense of prices as
the economic situation is unpredictable and market sentiment can change very
fast. So today’s gas market is rather uncertain but in the long run, gas prices
will be driven by fundamental factors such as world economic growth, shale
extraction, LNG developments and carbon policies. It will be very important to
follow up on these global developments and with some careful consideration;
there are possibly advantageous opportunities for different market players.
Total’s Trading & Shipping teams work in 120
countries spanning every time zone and all the strategic sectors of oil and gas
markets. The main vocation of trading experts is to maximize the value of their
production and secure supply to their refineries under the best terms available
on the market. They apply the same expertise to help their partners and
external customers manage their oil and gas risks. Its Shipping experts are
responsible for selecting and chartering the safest vessels to ensure safe
conditions for transporting cargoes.
15.
Detailed Financial Investment
Created in 1992, the Total Foundation provides
long-term support to initiatives of public interest, conducted by public and
private partners in Total’s host countries, and fosters closer ties with local
communities. The aim is to build local capacity for the future and to develop
models that can be reproduced elsewhere. Today, the Total Foundation is
France's largest corporate foundation. Together with Total’s corporate
philanthropy projects, its initiatives represent close to €30 million each
year.
Fig: Financial Performance of Total
|
Shareholding Structure
Total S.A. is a French société anonyme (limited
company) created in France in March 1924, listed on Paris, London, Brussels and
New York Exchanges.Total is listed on the CAC 40, Euro Stoxx 50, Stoxx Europe
50 and DJ Global Titans stock indexes and the FTSE4Good, DJSI World, DJSI
Europe and ASPI ESG indexes (Environment, Social, Governance).
Major Shareholders
The major shareholders of Total as of December 31,
2012 are set forth in the table below:
(a) Pursuant to article 223-11 of the AMF General
Regulation, the number of theoretical voting rights is calculated on the basis
of all outstanding shares to which voting rights are attached, including
treasury shares that are deprived of voting rights.
(b) Shareholders with an executive officer (or a
representative of employees) serving as a director of TOTAL S.A.
(c) Groupe Bruxelles Lambert is a company
controlled jointly by the Desmarais family and Frère-Bourgeois S.A., and for
the latter mainly through its direct and indirect interest in Compagnie
Nationale à Portefeuille. In addition, Groupe Bruxelles Lambert and Compagnie
Nationale à Portefeuille declared their acting in concert.
(d) Based on the definition of employee
shareholding pursuant to Article L. 225-102 of the French Commercial Code.
(e) American Depositary Shares listed on the New
York Stock Exchange.
Fig: Shareholders
|
Sales
(€ million) |
Adjusted Net Income, Group Share
(€ million) |
 |
 |
|
Adjusted Net Operating Income
from Business Segments (€ million) |
Investments
(€ million) |
 |
 |
16.
Global Human Resources Management
Total’s human resources policies are based on four
major principles — diversity, mobility, fairness and accountability. They abide
by these principles during the hiring process and throughout each employee’s
career.
I.
Recruitment:
Total has a transparent, simplified recruitment system.
From their very first meeting with applicants, they showcase their values and
create an atmosphere conducive to dialogue.
Their recruitment process varies by country and
segment, but shares a number of core steps and principles:
·
Job openings
are centralized and accessible to all at a single site, careers.total.com.
·
A series of
interviews are arranged for each open position, with human resources
professionals, professional discipline managers and the managers to whom the
incumbent will report.
Recruiting is important for Total, but retaining
and training their teams is equally important, particularly through effective
human resources policies. Total offers varied, highly motivating career paths
with numerous opportunities for development and mobility.
Fig: Key Figures on Employees, Recruitment
Total fights all forms of discrimination in hiring.
They take concrete steps to promote gender equity in the workplace:
·
Some 16% of Total’s
senior manager workforce consisted of women in 2012, and this want to increase
the number by continuing to focus on skills. To that end, Total offer training
to help our female employees better manage their careers, among other courses. Lastly,
Total encourages young women to major in technical fields and choose technical
careers.
·
Total also
routinely strive to promote the hiring and retention of disabled workers. In
France, Total signed a framework agreement to that end in 2006. They have since
undertaken a number of initiatives, including: Work schedule accommodations,
internal transfers and training to retain disabled employees and those who
later become disabled.
II.
Health & Safety:
Protecting personal health is a priority at Total. Total’s
health policy mirrors our primary focuses: anticipating risks and reducing the
health impacts of their activities and products on the employees, people living
and working near sites and customers.
The goal of preventive health care in the workplace
is to protect the health of employees – both Total’s own and those of the
service providers who work at their facilities. Preventive health care also
aims to check employee fitness for work and avoid occupational accidents and
illnesses.
Total’s Health-Safety-Environment network conducts
annual surveys of occupational diseases. This reporting is common to all our
worldwide subsidiaries. They use it to:
·
Highlight
multi-year trends in occupational illnesses;
·
Identify the
pathologies that have the highest incidence in the Group;
·
Improve
techniques for preventing occupational health risks and define action plans to
address them.
Medical Follow-Up of Employees
Most of Total’s larger subsidiaries have their own
health services in-house. For smaller entities, medical follow-up of employees
is entrusted to external providers selected by the Group. Virtually all of the
entities arrange for their employees to receive regular medical follow-up.
III.
Workforce Diversity
Total actively combats all forms of discrimination
in employee recruiting and career development. We are committed to gender
equality and increasing the representation of non-French nationals in
management, as well as recruiting and retaining people with disabilities. Total
also support initiatives to promote social diversity.More than 130
nationalities are represented among the employees. This diversity of cultures
and ways of thinking is core strength.
Total implement various methods and initiatives to
foster gender equality, including:
·
Hiring women
in proportion to their numbers in the graduating classes of partner schools and
universities;
·
Involving all
stakeholders in their efforts, particularly HR teams and managers;
·
Promoting the
same percentage of women and men with equivalent qualifications and experience
from the overall;
·
Offering
training to help women too more effectively manage their careers. Our target is
18% women senior executives by 2015.
It conveys and provides the underlying rationale
for creating talent pools in their subsidiaries for local management positions
and international careers.
In
2011, 76% of the managers they hired were non-French nationals of almost 80
nationalities, but the proportion of non-French executives and senior managers
is still too low. Their percentage in senior management positions has leveled
off at around 24%, whereas our target is 30% by 2015. Total have a plan on
continuing our efforts to reach this target with specific measures to:
·
Standardize
our HR practices concerning recruitment, annual performance reviews, jobs
levels and criteria for identifying high potential.
·
Increase the
number of expatriate positions open to non-French nationals, to facilitate
their access to senior positions.
·
Decentralize
training courses and open up more French seminars to non-French employees.
IV.
Career Development
Total’s HR policies give everyone a chance to
develop their careers in line with their skills and aspirations, through
specific programs for students and in-house support for employees.When anyonejoins
Total, he or she enters a world of opportunity. From training programs to
transfers between business segments, career changes to geographic mobility;
employee’s professional development reflects the choices they make.
HR personnel are committed to giving all employees
the means to realize their full potential at Total. Total have implemented
various tools within each unit, such as:
·
Detailed job
descriptions.
·
Succession
plans for key positions.
·
Systematic
career interviews.
These
policy tools enable to:
·
Remain open to
applicants from different backgrounds.
·
Attract
talented people from around the world.
·
Construct
diverse, motivating career paths.
·
Offer attractive,
fair compensation and working conditions.
Total strive to share their strategy with all the
employees. By giving them a better understanding of the challenges Total face
in the HR policies, Total strengthen their motivation.
Ongoing training, accessible Human Resources
personnel, job opportunities — all of the employees can leverage a range of
tools and in-house contacts to build their own career paths at Total. Total’s
one-on-one career management enables each employee to develop a personalized career
plan based on their skills and Total’s needs.
The aim is to help each employee maintain the
highest possible level of expertise by facilitating career development and
mobility. To do so, we rely on our Human Resources personnel, who track and
advise employees throughout their careers. Annual performance reviews offer
employees an opportunity to take stock of their career and the skills they have
acquired, as well as to assess their career development and training objectives
in light of actual opportunities available at Total.
Fig: Training, a Total Priority
Training
plans are defined on the basis of individual employee needs. They may focus on:
·
Strengthening
employees’ skills so they can advance professionally.
·
Helping
employees acquire additional skills in order to take on new responsibilities or
prepare for a new career direction.
V.
Global Human Resource Planning
There are many advantages to working for Total,
from the strong values and a wide array of professional disciplines to the
worldwide presence and investment of Total and know-how in cutting edge
technologies.Total’s employees drive their success. They implement ambitious
human resources policies to recruit and support our people throughout their
careers.
Profound changes in the energy industry affect the
human resources needs. Total meets major challenges by planning ahead and
presenting a strategic vision to the employees through Université Total,
corporate university. Total also engage in educational and training programs in
host countries.
The policies ensure respect for the principles of
objectivity, ethical behavior and non-discrimination in the hiring process. The
HR teams are trained to observe these policies by:
·
Taking care to
promote gender equality in hiring.
·
Considering
applications from older workers and people from a variety of backgrounds.
·
Supporting
disabled employees in their professional development.
VI.
Benefits & Rewards:
Total ensures that all employees receive fair compensation;
benefits and savings plan packages tailored to the local marketplace.Like the
rest of the human resources policies, their approach to compensation aims both:
·
To keep us
competitive in a specific market;
·
And ensure
fairness internally.
These principles are tailored to cultural factors,
local legislation and the job market. In addition to salary, employee
compensation packages include bonuses based on:
·
Personal
performance;
·
Company-wide
financial performance;
·
And other
forms of compensation such as free shares and savings plans.
At Total, equal opportunity also means generous
benefits for everyone in the Group. All of the employees have health and life
insurance, regardless of the country in which they work, based on a common core
of principles and procedures. In 2010, 87% of the employees were entitled to
generous death benefits.
Total’s current employee savings plans and pension
solutions take into account a number of criteria, including:
·
Specific
cultural factors;
·
The social
security system;
·
And local
regulations and practices.
Total strives to be pragmatic in selecting and
implementing these benefits. Our involvement varies from providing information,
for example, to covering administrative costs or matching employee
contributions. Total also carry out capital increases. A new operation was
completed in April 2013: nearly 28,000 subscribers working in 96 countries
subscribed for a total amount of €242 million. Total employees own 4.43% of the
capital.
17.
Conclusion
There are many Oil & Gas Company operating
their activities in world, Total is one of them. For the future planning and
the successful operation for achieving its prime goal in this current
competitive environment this report can be a helpful guideline.
The number of Oil & Gas Company is increasing
day by day because the demand of the customer for the service is high. As a
result there is high competitive situation in this sector and people have many
options, in case of taking services. It is obvious that right working channels
of oil & Gas Company; establish a successful industry over the country and
increases resources; will be able to play a considerable role in the portfolio
of development in developing country like ours.
Total playing a leading role in the Oil & Gas
sector and development of the region. Since inception Total has been rendering
its services with the needs of this region to cope with the demands of people.
By doing many other works for community & society, Total can emerged as the
pioneer of playing key role in the country. As a power supply company of
Bangladesh, Total has the possibility to contribute in the business with
promising future. We hope that Total will spread their business with increasing
various scheme and other services.
18.
References
1.
Book: International Business Competing in the Global Marketplace
3. http://en.wikipedia.org/wiki/Total_S.A.
