In Europe and most countries where we operate, Total continuously strives to improve employee relations. We also pay careful attention to corporate responsibility, health and sustainable development issues.

New Project Implemented in 2015 to Measure Employee Engagement


Logo Total Survey 2013 VA


Every two years, employees have been asked to participate in the Total Survey, a broad-based opinion poll that until 2011 was designed to gauge their satisfaction, track trends and identify pathways to improvement.

Since 2013, the project has been completely revamped in a commitment to giving it new impetus. A shorter, clearer questionnaire, more consistent and more aligned with employee concerns, has been prepared to measure employee engagement levels. In 2015, the process was fully digitized.

The survey provides insight into the prevailing workplace environment, gauges the degree and nature of employee sense of belonging, and measures what people think about such issues as:

  • Line management
  • Leadership
  • Shared values
  • Mutual support and cross-functionality
  • Daring and innovation
  • Efficiency and excellence
  • Objectives and the annual performance interview
  • Career management
  • Training
  • Acknowledgement and remuneration
  • Working organization
  • Safety
  • Sharing information

These issues will help us to identify the key drivers of engagement. The questionnaire will also contain an open-ended question enabling employees to express their opinions, as well as specific location-based questions to get a better idea of employee expectations.

The findings will be used to develop a holistic vision of employee motivation factors, employee expectations, and the actions to be taken to strengthen engagement and cultivate excellence in our organization in a changing and competitive business environment.

A major change occurred in 2015: Total decided to fully digitize the questionnaire process in order to improve responsiveness and reduce its environmental footprint. A range of innovative solutions were developed for employees, including the possibility to reply from a PC, a tablet or a smartphone, using either a business or personal device.

The findings will be communicated to employees via local presentations and the corporate intranet. 

More than 64,000 employees on 506 sites in 118 countries will be surveyed. In 2013, the response rate was 69%, an increase of 4% from 2011. The results showed that 73% of employees were engaged. The survey also helped to identify different avenues for improvement and establish concrete action plans in the different businesses.

The findings of the new survey, which will take place from September 23 to October 19, 2015, are expected to be released at the end of the year.

An Employee Observatory to Optimize Employer-Employee Relations

What will employees’ future expectations be in terms of a new work-life balance, equal opportunity, expatriation procedures and consequences, telecommuting, a networked company and practical support? How can we fully leverage employee data already collected and pick up on the subtle signs of real change? How do we prepare the introduction of new working arrangements? To answer these and other questions in greater depth, Total’s Corporate Human Resources Department created an Employee Observatory in September 2008.

A think tank to brainstorm ideas and make real-world recommendations, the Observatory is designed to help Total look forward, relying on the synergies between our internal expertise and the sharpest outside opinions. It is also expected to do more to publicize the Group’s achievements and promising experiments.

Total has set up employee dialogue organizations throughout Europe and in all non-OECD countries, where local legislation allows. Developing employee relations and dialogue between management and employee representatives takes into account the diversity of local environments.

A Highly Structured Process in Europe

In Europe, where two-thirds of our workforce is located, negotiations between management and trade unions have produced a number of major agreements, such as:

  • The agreement on equal opportunity in 2006;
  • The Europe-Wide Small Business Agreement providing aid for small business start-ups, acquisitions and expansion in 2007.

The employee dialogue organization includes:

  • The European Works Council, which encompasses all European Union countries in which Total operates, plus Norway. The Council can deal with all issues related to Total’s strategy, competitive position and social, economic and financial situation. It is also a forum for information and consultation on employment, transfers of operations and restructuring.
    It has 45 permanent members, including 26 representatives from European affiliates who are members of employee dialogue organizations in their home countries. The Council’s role and resources were expanded in 2006 and it now has a committee dedicated to sustainable development, corporate social responsibility and safety issues.
  • The European Social Platform, which was created in 2004 to expand employee dialogue, promote jobs and skills planning and ensure compliance with our business and ethical principles during restructuring.

Continuing to Roll Out Employee Representation Organizations Worldwide

In non-OECD countries, Total helps to create employee dialogue organizations when local legislation allows. Examples include:

  • Cameroon: At Total E&P Cameroun, the Committee of Wise Men, elected by employees, regularly provides input on issues affecting the affiliate.
  • Nigeria: A Joint Consultative Committee addresses working conditions, safety and security issues, logistics services for employees and other welfare issues.
  • Indonesia: Total E&P Indonésie provides space and facilities for trade union activities.