With 95,000 employees of more than 130 nationalities*, diversity is a reality at Total. It is now an integral part of our culture, thanks to the global plan introduced in 2003 and overseen by the Diversity Council.

*Consolidated scope. More than 111, 000 employees representing nearly 150 nationalities in the managed scope.

From the Diversity Charter to a Europe-wide Equal Opportunity Agreement

Total signed France’s Diversity Charter in 2004, along with around 40 other French companies. We broadened our focus to encompass our European operations in 2005, when we signed an equal opportunity agreement with European federations. The agreement provides even greater equality of opportunity for all employees in the areas of:

• Recruitment
• Training
• Career development
• Mobility
• Compensation
• Work/life balance.

In 2006, we followed up on the agreement by creating the first European human resources scorecard, covering ten countries and more than 50 European subsidiaries, to track the initiatives undertaken within the Group to promote equal opportunity.

We also renewed our commitment to encouraging the employment of young people from underprivileged backgrounds and the disabled, partnering with recognized associations and conducting management awareness initiatives.
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Promoting gender diversity and making management more international

Specific targets
In 2004, a Diversity Council was created at Total that focuses on eliminating in-house barriers to the career development of women and non-French nationals. The Council made ten recommendations that were approved by the Executive Committee in January 2005, supported by tracking indicators and specific targets for 2006 and 2010. To know more, see the Diversity Council Report.

The majority of these targets were fully met in 2006.

 WOMEN EMPLOYEES (% women)

	2004	2005	2006 target	2006 real	2010
Recruitment	24	26	26	26	33
Managers (JL 10+) (1)	18	18	19	19	25
Managers (JL 15+)	x	8*	9	7*	12
High potentials	15	16	16	17	25
Senior executives	6	7	7	7	12
Management training	12	18	20	23	25
Management Committees (2)	x	7	9	9	12
Management Committees (3)	x	45	60	53	95

NON-FRENCH MANAGERS
(% non-French)

	2004	2005	2006 target	2006 real	2010
Managers (JL 10+)(1)	57	57	57	58	60
Managers (JL 15+)	x	23*	23*	21*	33
High potentials	34	39	38	37	45
Senior executives	19	22	20	22	25
Management training	37	38	38	36	40
Management Committees (2)	x	38	40	37	50
Management Committees (3)	x	74	80	72	95

Managed scope
Aggregate figures (Oil and Chemicals, excluding Arkema), excluding JL 15+ management (Oil operations only).

1 JL = Job level based on Hay points equivalent.
2 % of women and non-French managers on committees.
3 % of committees on which there is at least one woman or non-French manager.

Increasing Gender Diversity
We are aiming to hire more women at every level, and in particular to facilitate the access of women to management positions. Recruitment is a key driver for this process, coupled with proactive career management and a commitment by everyone involved in career development.

In 2006, 32% of new hires and 25.6% of the managers hired under permanent contracts were women. The improvement has been particularly noticeable in France, where 34% of the managers hired in 2006 were women, versus 23% in 2001.

Making Management more International
In 2006, 68% of the managers hired under permanent contracts were non-French, and 95% of them were hired outside France. They represent more than 90 nationalities. One of the priorities of our diversity policy is an increasingly international management mix. Given the strong international reach of our businesses, Total still has too few non-French senior executives. We are pursuing several initiatives to correct this imbalance:

• Standardizing human resource practices concerning recruitment, annual performance reviews, job levels and high-potential selection criteria.
• Offering more expatriate positions to non-French nationals to help them gain the skills needed for senior executive positions. In 2006, Total had 3,594 expatriates from 92 countries working in 110 countries worldwide.
• Using training as a vehicle to encourage international management, by decentralizing courses and enrolling more non-French nationals in French seminars.