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Employment and social inclusion

Social challenges

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TotalEnergies set itself the ambition of being a world-class player in the energy transition. Insofar as a company is first and foremost a people-driven adventure, this ambition depends primarily on the men and women who work at TotalEnergies, both now and in the future. Thus, TotalEnergies wants also to be a company that looks after its workforce, especially by offering employees opportunities to develop and thrive professionally.

TotalEnergies has identified its main risks and challenges concerning human resources development:
  • attracting and retaining talent based on the key skills sought by the Group, 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;
  • ensuring a high level of commitment based on respect for each other and improved quality of life at work.

In 2019, the Group’s Executive Committee launched Better Together, a key component of the corporate plan that spearheads the Group’s people-focused ambitions, designed to ensure that each employee’s development reflects the Group’s business goals and lives up to the employee’s expectations. Better Together is based on three main ambitions that are broken down into several workstreams involving all of the Group’s subsidiaries(1).

Our employees’ growth, personal development and engagement are central to the company’s performance, making them a core TotalEnergies focus.

Patrick Pouyanné Chairman and Chief Executive Officer, TotalEnergies

Better Together aims to attract and develop talent all over the world, promote a management style that can make the most of knowledge and expertise of the Group and pass on its values, and make the Company a good place to work together.

To address its social challenges, TotalEnergies relies on the Corporate Human Resources division, part of the People & Social Responsibility hub, whose director serves on the Executive Committee. In particular, Corporate Human Resources is tasked with defining the Group’s human resources strategy and policies consistent with business concerns and the TotalEnergies, One company company project. It coordinates the promotion and rollout of new policies to support the various human resources departments in the Group’s business segments, guided by actual conditions in the field.

(1) Excluding Hutchinson and SunPower.

Attracting and retaining talents

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Total et inclusion sociale
Attracting and retaining the talent the Group needs is a key factor in carrying out the company project. To succeed in that task, the Group 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 Group’s workforce

Group employees

As of December 31, 2020, the Group had 105,476 employees belonging to 317 employing companies located in 96 countries. At year-end 2020, the countries with the most employees were, in descending order, France, Poland, Mexico, the United States, Germany, Belgium and China. The tables below present the breakdown of employees by business segment, region, type of employment contract and age bracket, as well as a breakdown of managers or the equivalent (≥ 300 Hay points(2)). The breakdown by gender and nationality is given in “Promoting equal treatment of employees and banning discrimination" section.

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

Changes in the Group’s headcount

The number of employees fell by 2.1% (2,300 employees) between 2019 (107,776 employees) to 2020 (105,476 employees). This decrease is mainly due to the adequate management of recruitments. In 2020, 9,354 employees were hired on a permanent contract within the consolidated scope, a decrease of 36% compared to 2019. Indeed, in view of the global economic crisis in 2020, TotalEnergies chose to capitalize on its existing strengths in order to weather the storm. To maintain cost discipline — a pillar of its efforts to respond to the crisis — the Group largely narrowed its hiring; industries that are driving the Group’s transformation, such as new energies and digital technology, keeping more to secure TotalEnergies’ future. In particular, TotalEnergies hires experienced candidates for positions requiring key skills, offering them long-term career prospects within the Group.

The variations in the breakdown by region and by business segment are mainly due to changes in the consolidated scope with the exit of some SunPower subsidiaries (more than 5,000 employees mainly in Mexico and Asia-Pacific) and the entry of a Marketing & Services subsidiary in Saudi Arabia and a German subsidiary in Refining & Chemicals, representing more than 3,500 employees.

In 2020, the consolidated Group companies hired 8,657 employees on fixed-term contracts, compared to 12,768 in 2019. This decrease is mainly identified at Argedis (-65%), which represented 53% of recruitments on fixed-term contracts in 2019 and whose seasonal business (service stations) was impacted by the COVID-19 pandemic.

The departure rate is down slightly in 2020 due to a marked decrease of dismissal, which was in part offset by an increase in the number of voluntary departures at Hutchinson in the context of the economic crisis linked to the COVID-19 pandemic. The voluntary departure rate stands at 8.3% in 2020 compared to 8.7% in 2019.


A responsible compensation policy

The Group’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 Group’s corporate social responsibility commitments. A large majority of employees are covered by laws that guarantee a minimum wage, and, whenever that is not the case, the Group’s policy ensures that compensation is above the local minimum wage. Regular benchmarking is used to assess compensation based on the external market and the entity’s competitive environment. Each entity’s positioning relative to its reference market is assessed by the human resources division within each business segment, which monitors evolutions in payroll, turnover and consistency with the market. Fair treatment is ensured within the Group through the widespread use of weighting for management positions (JL ≥ 10)(3) via the Hay method, which is used to assign a salary range to each job level. Performance reviews for Group 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 organization.

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

  • a base salary, which is subject to individual and/or general salary raise campaigns each year. The merit-based salary-raise campaigns are intended to compensate employees’ individual performance according to the targets set during the annual individual review, including at least one HSE (Health, Safety, Environment) target; and
  • an individual variable compensation starting at a certain level of responsibility. 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 2020, 87.4% of the Group’s entities (WHRS scope) included HSE criteria in the variable compensation.

Supplemental collective variable compensation programs are implemented in some countries, such as France, via incentives and profit sharing that also incorporate HSE criteria. In France, under the agreement signed for 2018-2020 applicable to the oil and petrochemicals sector(4) (encompassing about 17,600 employees in 2020), the amount available for employee profit-sharing is determined on the basis of:

  • financial parameters (the Group’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 oil and petrochemicals sector in France);
  • 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.).

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

(3) Job level of the position according to the Hay method. JL10 corresponds to the first level of junior manager (cadre débutant) (≥ 300 Hay points).
(4) Covers TotalEnergies E&P France and the entities covered by the socle social commun scope, as defined in “Reporting scopes and method” section.
(5) ExxonMobil, Royal Dutch Shell, BP and Chevron.

A proactive policy to increase employee shareholding and employee savings

Employee shareholding, one of the cornerstones of the Group’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 Group and give them a stake in the Group’s performance by allowing them to reap benefits from their commitment.

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 that was extended to three years in 2013 (refer to point 4.3.4 of the 2019 Universal Registration Document). Under the 2020 plan approved by the Board of Directors in March 2020, the total volume of performance shares granted increased by 5% over 2019. More than 40% of 2020 plan beneficiaries had not received performance shares the previous year. More than 11,000 employees participated in this plan, over 97% of whom are not 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. As a result, more than 60% of the Group’s employees are TotalEnergies shareholders. Depending on the employees’ location, these campaigns are completed either through Company Savings Plans(6) (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 29, 2020, the Board of Directors decided, at its meeting on September 16, 2020, to proceed with a share capital increase reserved for employees to be carried out in 2021 with a 20% discount. This campaign will involve approximately 100 countries. Employees would receive a matching contribution of five free shares for the first five shares subscribed. The shares subscribed would give holders current dividend rights. The previous capital increase reserved for employees was conducted in June 2020, after an internal survey conducted in March 2020 among a representative sample of nearly 10,000 TotalEnergies employees found that 60% of respondents were in favor of maintaining the capital increase program, despite the crisis and the extreme volatility of the financial markets. Over 45,500 employees in 97 countries took part in this share capital increase, which resulted in the subscription of 12,952,925 shares at a price of €26.20 per share.

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

A Collective Retirement Savings Plan (PERCO) is open to employees of the Group’s French companies covered by the 2004 Group agreement on provisions for retirement savings. Other saving plans and PERCOs are open in some Group companies in France covered by specific agreements. Group employees can make discretionary contributions as part of those various plans, which their employer may supplement under certain conditions through a matching contribution. The Group’s companies in France made gross matching contributions totaling €70.7 million in 2020.

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

Maintaining long-term employability in the workforce

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The Group’s international reach creates a rich multicultural environment and a diverse choice of professional fields. Maintaining employees’ long-term employability is another key factor in ensuring the success of the company project. In order to manage that risk, the Group 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 goals in mind, the Group launched the Better Together project in a bid to develop each employee’s talents. Since 2019, more than 400 talent developers have been trained and are actively assisting employees in their professional development by offering personalized support. Employee professional development is at the heart of the Group’s performance. The Group offers a global, transparent system for posting internal job openings (covering 90% of positions), so every employee has the opportunity to take charge of his or her professional development.

In 2020, TotalEnergies announced the launch of its One Tech project, designed to address the twofold challenge posed by evolving energy markets and climate change. One Tech involves consolidating and enhancing the Group’s technical and engineering skills within a single entity, with the aim of tackling the challenge of climate change and building TotalEnergies’ research & development of the future. One Tech project is both structuring the organization to support these new businesses and managing current and future talent, to develop skills needed to reach Net Zero more effectively and become more innovative.

The technical and business know-how of employees and their ability to manage large projects underpin the Group’s operational excellence and are essential assets for the Group’s development. TotalEnergies therefore offers ongoing, customized training programs aimed at enhancing employees’ skills and employability. These training courses reflect a commitment to skills enhancement and career support, including for employees moving between business segments and/or geographical regions.

The Group’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 Group’s ambitions;
  • strengthening key skills in all 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 Group, management skills and personal development;
  • supporting the policy of mobility and diversity within the Group through language and intercultural training.

When employees start a new position, they receive 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 Group’s training catalog offers more than 3,400 training content (onsite and remote training) covering all of the fields.

In addition, the Group 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.

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. In 2020, the finalization of the year-end AIRs was postponed within some Hutchinson subsidiaries due to the health context. Excluding Hutchinson, the rate of employees who had an AIR in 2020 reached 95.6% (97.5% for managers and 94.1% for non-managers).

% of employees who had an AIR during the year 2020 WHRS 2019 WHRS 2018 WHRS
All employees 87.4% 92.0% 91.3%
Managers (JL ≥ 10)(*) 95.1% 92.2 % 91.7%
Non-managers (JL < 10) 84.0% 91.1% 91.1%

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

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

  • 0
    of employees have completed at least one training course in 2020
  • Despite the health context, the Group’s training effort remained strong in 2020, 84.6% of employees have attended at least one training course during the year, compared to 88.2% in 2019. When possible, the on-site training sessions have been adapted to a dedicated remote format, shorter by nature, in order to be maintained. The average number of training days per employee stood at 2.4 compared to 3.1 in 2019, thanks to the doubling of the remote training days compared to 2019.

Moreover, despite the reduction in the on-site training offer over the year, 60% of employees were able to attend at least one on-site training, compared to 77% in 2019. These elements resulted in training expenses which represented around €104 million in 2020, compared to €163 million in 2019.

After each training session, participants receive a satisfaction survey designed to assess the quality of the training and its results in the light of the stated objectives. 64%(7) of employees say they have adequate opportunities to attend training to enhance their skills.

(7) Results from the most recent internal survey (TotalEnergies Survey), conducted in 2019 among 83,000 employees in 126 countries.


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 the Group and outside the Group. 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 Group’s segments worldwide as well as from its partners and external customers.

Ensuring a high level of engagement based on respect for each other and enhancements to workplace quality of life

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To ensure a high level of engagement from its employees, the Group 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 is intent on promoting diversity and equal opportunity. It aims to prohibit 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 banning discrimination

Total et qualité de vie au travail

Through its activities, diversity is integral to the Group’s identity and key to its success. The Group has long been committed to promoting equal opportunity and diversity and strives to promote 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 Group’s competitiveness, appeal, acceptability and capacity for innovation.

TotalEnergies aims to develop its employees’ skills and careers while prohibiting any discrimination related to origin, gender, sexual orientation or identity, disability, age or affiliation with a political, labor or religious organization, 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 Group’s Executive Committee. The Diversity Council is also charged with making specific recommendations on issues identified each year by the Executive Committee.

TotalEnergies' recruitment teams receive training on non-discrimination. An internal guide entitled “Eliminating Discrimination from the Recruitment Process” is widely distributed. Initiatives aimed at raising employee and manager awareness of diversity concerns are conducted on a regular basis.

Each entity is responsible for creating an appropriate work environment, to ensure that all employees enjoy the same career opportunities and every entity benefits from a wide range of skillsets and practices.

The findings from the internal TotalEnergies Survey, conducted every two years, in which employees are asked about their perceptions of diversity, show progress within the Group(8): 80% of employees believe the Group encourages diversity in its workforce and 87% feel their entity shows respect for workforce diversity (up two points since 2017).

The Group has long-standing policies and practices for promoting equal opportunity and diversity. TotalEnergies has been a corporate forerunner in the matter of diversity. It has prioritized two key components of diversity, gender balance and international diversity, with the aim of offering women and men of all nationalities the same career opportunities up to the highest levels of management. The Group’s 2020 year-end targets for gender balance and international diversity among its senior executives, management committees and upper management were mostly met. New targets have been set for 2025 to maintain the momentum.


In addition to gender balance and international diversity, disability forms an integral part of the Group’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.

In 2018 TotalEnergies renewed its commitment to diversity, equal opportunity and economic and social performance by signing the new Diversity Charter introduced by the French organization Les Entreprises pour la Cité, thereby reaffirming its desire to be a responsible employer.


(8) Results from the most recent internal survey (TotalEnergies Survey), conducted in 2019 among 83,000 employees in 126 countries.

Gender equality in the workplace

Total et Egalité homme-femme

TotalEnergies is committed to upholding and promoting the principle of gender equality in the workplace and ensuring it is properly applied. Gender equality is fostered Group-wide through a global policy of gender diversity, quantitative targets set by the Group’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 workplace gender equality begins during the recruitment process and continues throughout an employee’s career. It guarantees equal treatment for men and women when identifying high potential employees and appointing senior executives. In order to ensure a better gender balance in its senior management, the Group had set targets for improvement by year-end 2020 in which women comprise:

  • more than 20% of Management Committee members in the business segments and large functional divisions: 27% were women in 2020;
  • 25% of senior executives: 25.7% were women in 2020, compared to approximately 5% in 2004;
  • more than 20% of Management Committee members at headquarters and in subsidiaries: 23.5% were women in 2020;
  • 18% of senior managers: 18.2% were women in 2020, compared to about 8% in 2004.

In order to maintain that momentum, new targets have been set for 2025 for the Group’s highest executive bodies, with women comprising:

  • 30% of Executive Committee members;
  • 30% of the G70(9).

The Group 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;
  • 30% of senior executives;
  • 30% of Management Committee members at headquarters and in the subsidiaries;
  • 30% of senior managers.


Moreover, TotalEnergies develops talent pools and regularly organizes campaigns to identify high-potential employees across the Group. At year-end 2020, women made up 33% of high-potential employees (versus 15% in 2004) and 32.6% of high-potential Group employees (versus 24% in 2014).

The Group manages skills mobility with a particular focus on attracting more women to technical and business careers (as of December 31, 2020, 21.9% of women were among managers on permanent contracts in technical or sales positions(10)).

Within TotalEnergies SE, TotalEnergies demonstrated its commitment in 2016 with the addition of the President, People & Social Responsibility to the eight-person Executive Committee, followed by that of the President, Strategy & Innovation in 2019. Of the 10% of management positions with the greatest responsibility at TotalEnergies SE, women fill 17%(11). At Group level, which is the most relevant parameter in view of TotalEnergies’ activities, that percentage stands at 22.8%(12).

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 Group is attentive to the need to promote the same proportion of men and women within the overall group of people eligible for the promotion under consideration. The new mobility process established as part of the Better Together initiative provides for greater transparency and offers new prospects for career growth for both men and women in the Group’s various businesses.

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 and served as its honorary chairman in 2015. Some 132 female engineers regularly meet with high-school girls to talk about careers in science. Throughout the Group, female engineers and technicians from all backgrounds are encouraged to serve as role models for female high school and university students so as to illustrate women’s contributions to the fields of science and technology.

The Group also promotes diversity by working to change mindsets, and regularly holds events for managers and employees designed to train, inform and raise awareness. This includes internal courses such as Young Female Talents and How to Market Yourself.

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 help women advance within the Group, particularly into management roles, and assist them in their career development. Established in 2006, it is currently active in France and abroad (with 50 local networks) and boasts nearly 4,000 members. A mentoring program operates in France and internationally to help women gain insight into key phases of their career. In 2020, senior executives represent 11.6% of the 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 at TotalEnergies 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 Group has signed international charters and agreements and joined initiatives on the subject of 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 Group regularly shows its commitment to equal opportunity and gender equality in the workplace by signing agreements that address diversity and other topics.

In 2016, TotalEnergies, along with 20 other oil and gas companies, pledged action at the World Economic Forum by signing “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.

With regard to compensation, TotalEnergies has been adopting specific measures to prevent and compensate for discriminatory wage differentials since 2010. Regular audits are conducted during salary-raise campaigns to ensure equal pay among men and women holding positions with the same level of responsibility.

Since 2019, consistent with the French Act of September 5, 2018, on the freedom to choose one’s professional future, the Group 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 underrepresented gender among the ten employees who received the highest compensation.

Index(a) 2019 / 2020 2018 / 2019 2017 / 2018
Upstream/Global Services/Holding UES 91 / 100 90 / 100 85 / 100
Refining/Petrochemicals UES 94 / 100 94 / 100 83 / 100
Marketing & Services UES 87 / 100 87 / 100 86 / 100

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


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

(9) Senior executives with the most important responsibilities.(10) Technical and sales functions, excluding support functions (e.g., human resources, legal affairs, purchasing, etc.).(11) TotalEnergies SE, the Group’s 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).(12) Percentage calculated on the basis of 99,322 employees.

Making TotalEnergies’ management more international

With nearly 160 nationalities represented in its workforce, TotalEnergies can boast of broad cultural diversity and believes it is important to promote that diversity at all levels of the company. Non-French nationals comprised 86.9% of the Group’s new hires and 57.7% of manager hires in 2020.

The Group set targets for improvement by year-end 2020 in which:

  • non-French nationals comprise 40% of senior executives: 36.3% were non-French nationals in 2020, compared to approximately 19% in 2004;
  • local managers make up 50% to 75% of Management Committee members in subsidiaries (57.9% of committee members were local managers in 2020);
  • non-French nationals comprise 39% of senior managers (32% were non-French nationals in 2020).

New targets have been set for 2025 to maintain that momentum:

  • 45% of senior executives are non-French nationals;
  • local managers make up 55% to 75% of Management Committee members in subsidiaries;
  • 40% of senior managers are non-French nationals. In addition, non-French employees account for 46% of high-potential employees and 37.2% of high-potential Group 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


Measures to promote hiring and integration of people with disabilities

The Group’s diversity policy includes specific measures to promote the integration and retention of people with disabilities. TotalEnergies’ Mission Handicap structure, housed within the Diversity & Skills division of Corporate Human Resources, 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 Group 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 2020, every Management Committee for regional Refining & Chemicals sites attended the training.
  • externally, through information and communications campaigns aimed at students, collaborations with recruitment agencies, participation in specialized forums, partnerships with schools and universities. For example, in 2019 Mission Handicap signed a partnership agreement with Companieros, a nonprofit, to fund instructional courses for students at France’s major universities. Dozens of management students from the Université de Technologie de Compiègne, Ecole Centrale de Lyon and the École Polytechnique received the “Handimanagers” label. In 2020 the Group set up a new initiative, the Duo Café, to organize get-togethers between students at the Group’s target schools and alumni working at TotalEnergies, to help the students learn more about the Group’s businesses.

A new agreement was negotiated with the employee representatives and signed unanimously in 2019. That agreement, now extended for the first time to the socle social commun scope excluding expatriates, replaces the three existing UES agreements, which contained different measures. The new agreement harmonizes the measures implemented for employees with disabilities across France (nearly 14,000 people) and was approved by DIRECCTE (the regional French government agency dealing with private enterprise, competition, consumer affairs, labor and employment) for a period of four years (2019–2022). It is based on three major 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 et EA).

In 2019 and 2020, 20 permanent contract hires were 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 new agreement aims to reach the statutory employment rate of 6% of employees with disabilities by year-end 2022; the Group’s employment rate of people with disabilities in France (direct and indirect employment) was 5.20% in 2019, an increase from the previous year.

The four disability coordinator positions in the Group’s various business segments and the special recruiter position provided for under the 2019 agreement have been filled. Those employees are now actively applying the Group’s disability policy in the field, while helping to coordinate the network of disability liaisons from each site. During the COVID-19 pandemic, with its resulting lockdown measures and broader reliance on remote working, numerous workstation adaptations were made in the homes of people with disabilities to facilitate their retention in employment. As those employees gradually returned to work after the lockdown periods, the disability liaisons offered support by providing a number of customized resources, such as transparent “inclusive” masks for the hearing-impaired to allow them to read lips.

The Disability agreement signed in 2019 also lets employees voice their support for organizations that work on behalf of people with disabilities before a special committee made up of Mission Handicap members and employee representatives. A special annual budget is allocated for the duration of the agreement. In 2020, funds were allocated to study some 50 projects promoted by disability support organizations.

In 2020, for the second consecutive year, TotalEnergies partnered with the Trophées Femmes en Entreprise Adaptée (Women in Disability-Inclusive Companies Awards) hosted by the Handiréseau organization, a U.N. Women initiative, to pay tribute to the exemplary professional careers of women with disabilities.

In addition, TotalEnergies supports the Association TotalEnergies Solidarité Handicap (ATSH), an organization formed in 1975 by TotalEnergies employees who have children with disabilities. ATSH provides psychological and financial support to current and retired employees of the Group and their dependents in France who are affected by disability. It currently has over 327 members.

Internationally, the Group’s actions to support employees with disabilities have taken on new dimension since the end of 2018: the Group aims to go beyond the legal requirements in all of its host countries. That ambition is reflected in the signing of the International Labour Organization (ILO) Global Business and Disability Network Charter in October 2018. To date, 40 subsidiaries have voluntarily signed on to the policy and set goals for the next two years on the basis of the five principles identified as priorities by the Group: respect and promotion of rights, non-discriminatory policies and practices, accessibility, job retention, and confidentiality. Signing the ILO’s Global Business and Disability Network Charter has generated new momentum, reflected in tangible form by ongoing discussions of best practices among the subsidiaries and wider access to resources for raising awareness.

To mark the International Day of Persons with Disabilities on December 3, 2020, 40 committed subsidiaries came together as part of a digital event to gather feedback on actions taken since 2018, encourage the sharing of best practices, energize the network of disability liaisons worldwide and identify action plans for 2021 and 2022. A kit for raising employee awareness was distributed to the disability liaisons in each subsidiary to help them train the local workforce.

In January 2020, TotalEnergies joined The Valuable 500, a global initiative calling on multinational firms to show inclusiveness for people with disabilities and promote efforts to unlock their potential as an explicit component of each company’s agenda.

A commitment to help young people enter the workforce

TotalEnergies is committed to helping young people find a trade and enhance their employability. In the belief that the issue must be tackled as early as possible in the educational system to ensure maximum impact, the Group has taken targeted measures, tailored to the specific conditions in each country.

During periods of crisis, young people may find that the obstacles to entering the workforce are higher than ever. During 2020 the Group pledged to maintain entirely its commitment to helping this age group get onto the career ladder.

In France, TotalEnergies aims to open 50% of its internships for last year middle students from disadvantaged neighborhoods. This program, first implemented in the Greater Paris region in 2018, was extended throughout France in 2019. During the 2019-2020 school year, TotalEnergies welcomed 181 students from disadvantaged neighborhoods. In September 2020, TotalEnergies expanded the internship program by offering remote learning formats, in a bid to host as many young people as possible.

In 2019, TotalEnergies reaffirmed its commitment to hire work-study students in France at a rate of 5% of the total workforce annually. The Group has adopted metrics that reflect the Group’s priority commitments with regard to diversity, disability and job opportunities among disadvantaged youths, to monitor the population of work-study students more closely. As of December 31, 2020, the Group employed in France 1,616 workstudy students; of those, within the socle social commun scope, 38 people with disabilities. Through its recent partnership with Mozaïk RH – a leading force in helping talented young people from diverse backgrounds find their footing in the workplace, thanks to its DiversifiezVosTalents platform – the Group will be able to step up its commitment to disadvantaged young people and improve its monitoring in that area.

In Africa, the Young Graduate Program run by Marketing & Services offers graduates under the age of 26 an 18-month program for acquiring career skills. The program is divided into two phases: work experience at the subsidiary in the participant’s home country, followed by an assignment abroad. Since the program was launched in 2014, over 450 young people have taken the opportunity to improve their employability. The pandemic delayed further progress this year, so the Young Graduate program has deferred its goal of reaching 500 young participants until 2021.

Volontariat International en Entreprise (VIE) is an international program that offers graduates aged between 18 and 28, from France or other European Economic Area member states, a career opportunity abroad of up to 24 months; moreover, the program gives French businesses an opportunity to export their know-how internationally. The Group has taken part in the program since 2002; a total of 2,007 recent university graduates have taken part.

The Group’s international scholarship programs help to promote French higher education worldwide. In all, 1,500 scholars have received grants since 2004, and in 2020 TotalEnergies provided financial support to 193 students from 15 countries. As part of a partnership signed in June 2019 with the Agency for French Education Abroad and the French Ministry for Europe and Foreign Affairs, TotalEnergies has agreed to fund five new Excellence-Major scholarships for a five-year period. These programs likewise reflect the Group’s commitment to educating young people and helping them join the workforce.

Further measures to combat discrimination

TotalEnergies signed the LGBT commitment charter in 2014. Drafted by an organization called L’Autre Cercle, the charter provides a framework for combating workplace discrimination in France based on an individual’s sexual orientation or gender identity.

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, the Group has developed The Practical Guide to Dealing with Religious Questions Within the TotalEnergies Group. The guide, which has been available on the Group’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 Group. It is also distributed on Business Ethics Day, which is marked each year on December 10 in all of the Group’s entities.

In addition, in December 2020, the Group launched a lecture series on religion that is set to continue through 2021.

Creating programs to address special work scheduling needs

The Group’s wide-ranging operations often require specific work arrangements, such as shift schedules(13) and rotating schedules(14), 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 Labour 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 (mainly Mexico, Brazil and Dominican Republic), a few countries in Asia (India, Vietnam) and Africa (mainly Tunisia, South Africa, Morocco and Mauritius).

The challenges of work organization are manifold, depending on the regions of the world where the Group operates, and according to the local legislation in force. The Group’s 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.

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

In the COVID-19 pandemic context, Group subsidiaries have turned to remote working wherever possible, going beyond the Group’s global guidelines (and instituting 100% remote working in some cases), based on government recommendations. By showing agility in adapting to the exceptional circumstances brought on by the pandemic, the Group has been able to maintain business continuity during government-imposed lockdown periods.


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

In the COVID-19 pandemic context, the Group has strengthened its resources worldwide for preventing psychosocial 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.

In addition, as part of a global initiative to prevent and manage employee absenteeism, the medical absenteeism rate is one of the indicators monitored as part of the WHRS:


(13) In which employees maintain continuous operations, with relays between teams to keep production going (in two or three eight-hour shifts), e.g., in plants or refineries.(14) 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

Social dialogue is one of the pillars of the company project. It includes all types of negotiations, consultations or exchanges of information among Group 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 Group such as health and safety, work hours, compensation, training and equal opportunity.

The Group aims 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 Group’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, Group companies strive to establish such representation. As a result, majority elected employee representatives are present in most of the Group’s companies.


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 Group since 2019.

In Europe, as part of the Company’s transformation into a European company (SE), an agreement was reached on April 15, 2020, with a special negotiating body to create the SE Works Council (known as the TotalEnergies European Works Council) to replace the former European Works Council, while maintaining continuity in its operations and missions.

The TotalEnergies European Works Council serves as a forum for providing information and exchanging views about the Group’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. The innovative past programs that allowed improved dialogue with works council members (safety visits to the field, learning expeditions to discuss the Group’s strategy directly on site) have been retained in the agreement that established the new TotalEnergies European Works Council.

Employee dialogue in Europe has remained quite active despite the COVID-19 pandemic. Meetings of the European Works Council and the new TotalEnergies European Works Council have regularly been held virtually since March 2020. The agreement on the establishment of the new TotalEnergies European Works Council was signed electronically – a first in Europe. Electronic voting was arranged from the Group’s host countries in Europe to allow the election of the members of the TotalEnergies European Works Council, which was formally established on September 15, 2020. Input from every party to the workplace dialogue in Europe was critical during this period.

Workplace relations at the entities covered by the socle social commun scope remained especially active during the COVID-19 pandemic as well, thanks to regular discussions with union representatives at every level. A time-bound agreement on the ability to donate COVID-19 rest days (jours solidaires) from accrued time off and other measures in response to the pandemic was signed on May 13, 2020.

In October 2020, as part of its desire to encourage expanded social dialogue, TotalEnergies took the unique step of enlisting employee representatives to help develop One Tech, a Group hub that will centralize 3,300 employees with technical skills and expertise, tasked with focusing on innovation and fast-growing new energies.

The Group’s commitment to social dialogue is also reflected in the international agreements it has signed and mirrors the convictions held by the highest decision-making bodies of the Group. In 2015, the Group signed a four-year global agreement with IndustriALL Global Union(15) to promote of 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 apply the commitments of this global agreement, pending the outcome of discussions with IndustriALL Global Union to reach a new agreement, the process has been slowed down with the health crises and the lockdown measures in 2020.

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. 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 2020, TotalEnergies continued to share best practices with Global Deal members, notably as part of two working groups established in 2019, one focusing on workplace protection and the other on gender equality in the workplace.

As a company that is attentive to its workforce, TotalEnergies continues to build its TotalEnergies, One company project through a participatory approach that invites employee input. One concrete example of that policy came in 2019 with the launch of the Better Together project. Prior to the launch, employees were asked to reflect on the Group’s people ambition during workshops and forums and via a collaborative platform that drew thousands of contributions from around the world.

In July 2020, a survey was conducted among a representative sampling of nearly 20,000 employees regarding the new job mobility process – a key component of that people-focused ambition – to obtain some initial feedback on the process a year after its launch. The survey found that 92% of applicants were confident they could find an interesting new position using the process, and more than 70% said it gave them a clearer view of their advancement potential within the Group and helped them take charge of their careers. The survey offered confirmation that employees support the new job mobility process, and also highlighted some potential enhancements that would address the desire for individual guidance in career development.

In addition, every two years, TotalEnergies carries out an internal survey (TotalEnergies Survey) among its employees to gather their views and expectations with regard to their work situation and their perceptions of the company, both at the local level and Group-wide. The most recent survey, conducted in 2019 among 83,000 employees in 126 countries, found a 79% commitment rate, with 86% of employees saying they are proud to work for TotalEnergies.

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